Trade organization as an object of management. Organization as an object of management

Nesterov A.K. Organization as an object of management // Encyclopedia of the Nesterovs

In modern conditions, each organization needs an effective management system, in management science this is considered one of the most significant areas.

The concept of "organization" in management science

Consider the concept of "organization". In various spheres of human activity, the term organization can be used in different ways. It can be an enterprise, an association, a union, an authority, etc. In this case, we mean a certain social institution that has its own status. If there is a direct, purposeful impact on a certain object and the source of this impact is a person or a group of people, this is the process of organization.

Also, the term "organization" can be used as a property of an object. An example of such a property is the system of labor organization at the enterprise.

There are several concepts of the organization, among which the most reasonable is the concept of the organization as a system that has a clear goal of its activities and is aimed at achieving the goal.

An organization is a multifaceted management object, which is a complex system covering all internal processes.

The most accurate, in my opinion, formulation of the definition of the organization is the following:

An organization is a group of people whose activities are consciously coordinated to achieve a common goal or goals.

This concept simultaneously reflects all aspects of the organization as an independent entity.

It should always be assumed that the management of an organization must take into account that it exists to meet certain needs of consumers, the population, society as a whole, the state or the national economic system. All its production processes, service maintenance, etc. are aimed at meeting these needs.

A necessary condition for the effective management of the organization is a favorable internal environment. To work effectively in the market, a special approach is required in the development and promotion of services, sales promotion, positioning, creation and maintenance of products. The time has come when creative solutions are needed to get the effect. The development of creative ideas in the team directly depends on the leader. It is he who must create such a culture within the company that would stimulate creativity in every employee. Any business is based on ideas, and ideas are born not after huge efforts of thought, but arbitrarily, spontaneously and unexpectedly, only then they are honed and polished, embodied in real solutions. This is possible only if there is a tendency in the company to develop and maintain creative initiatives in the team.

The internal structure of the organization has several services that gravitate towards different types of organizational models: authoritarian, supportive, or developmental. The most common binary hybrids are authoritarian-supporting and authoritarian-developing models. In the real conditions of the work of companies, it is impossible to use only an authoritarian model, since it will ruin all creative undertakings in the bud, supporting the model used alone will lead to the fact that everyone will rely on their colleague, and will not invent anything. The use of a purely developmental model is also undesirable, since it carries a large share of independence and lack of control. The most effective in terms of managing an organization are authoritarian-developing hybrids, they develop in employees not only the desire to work, but creativity. It is necessary to build a hybrid model that combines elements of traditional models.

conclusions

In fact, the development of an organization as an object of management, increasing the efficiency of its work and improving its performance is a matter of goals and ambitions of its owners and administration.

If the owner is satisfied with the current state of affairs in the organization, he should not spend money on development and efficiency improvement. It is better to spend the same funds on extensive expansion of activities. If he is interested in the intensive growth of the company, he cannot do without staff training, improvement of the material and technical base and service technologies. To achieve this, it is necessary to constantly improve the management of the organization.

Activities in the field of improving the efficiency of the enterprise are aimed at defining goals for planning the activities of the enterprise. The development program is the basis for the formation of an enterprise behavior strategy.

Activities to improve the efficiency of organization management are aimed at justifying how to organize activities in order to get the best return on every ruble invested. The results of work in this area form the basis for planning measures to improve the efficiency of the enterprise's economic activities and the growth of the entire organization as a whole.

FEDERAL AGENCY FOR EDUCATION

State educational institution of higher professional education

"CHITA STATE UNIVERSITY"

Institute for Retraining and Advanced Training

DEPARTMENT OF ECONOMICS

Test

discipline: "Information technologies in anti-crisis management"

Option 2

Completed: Art. gr. AUS-08

Mikhailova T.A.

Checked:

Shkatov V.Yu.

Enterprise as an object of management. The role and place of information technology in enterprise management…………………………………….3

2. Information technologies for documentation support of management activities…………………………………………………..12

List of sources used……………………………………………………………………………………………………………24

1. Enterprise as an object of management. The role and place of information technology in enterprise management.

Today, the factors that determine the need for constant internal changes in order to adapt the organization to the external environment have been clearly identified. These factors are:

sales market for manufactured products and services;

the market of the supplier or consumer of raw materials, energy, goods and services;

financial market;

labor market;

natural environment.

Without taking these factors into account, it is impossible to plan a development strategy. Therefore, the success of any enterprise or organization and the possibility of their survival depend on the ability to quickly adapt to external changes.

An organization is an open system of interacting and controlled parts, working with a specific goal, with a mission and having resources at its disposal.

Any organization, regardless of its purpose, can be described using a number of parameters, among which the main ones are: the goals of the organization, its organizational structure, external and internal environment, the totality of resources, the regulatory and legal framework, the specifics of functioning processes, the system of social and economic relationships, organizational culture. Each organization has its own management system, which is also the subject of research.

Management is the process of distribution and movement of the above types of resources in an organization with a predetermined goal in advance of a previously developed strategic plan with continuous monitoring of the results of work.

The management system is a set of actions that determine the direction of management activities. Structurally, the management process is shown in fig. 1.1.

Rice. 1.1. Control Process Diagram

The management system must meet modern market conditions:

have a high degree of production flexibility, allowing fast
change the range of products;

be adequate to the complex technology of production, requiring completely new types of control, organization and division of labor;

take into account the serious competition in the market of goods and services, at the root
changed the requirements for product quality, requiring the organization of after-sales service and additional branded services;

take into account the requirements for the level of customer service quality and contract lead times that have become too high for traditional production systems and decision-making mechanisms;

take into account changes in the structure of production costs;

take into account the need to take into account the uncertainty of the external environment.

The management process provides for concerted actions that ensure the implementation of a common goal or set of goals facing the organization. To coordinate actions, there must be a special body that implements the management function. Therefore, in any organization, the managed and managed parts are allocated. The scheme of interaction between them is shown in fig. 1.2.

Fig.1.2. Interaction between the management and managed parts of the organization

The principle of creating an enterprise management system is to carry out a vertical division of labor, which is carried out by delegating linear powers from top to bottom through the management levels formed when building the enterprise structure. As a result, managers of all levels (subjects of control) and subordinate areas of control (objects of control) are determined in the structure, a hierarchy of control levels is created and a chain of commands is formed. In addition to delegating line powers from top to bottom, it is necessary to define headquarters powers, the responsibilities of managers for coordinating (docking) the work of departments horizontally and ensuring the integration of the activities of all departments to achieve the overall goals of the organization. In organizations, there are usually three levels of management:

lower-level managers - technical level (foremen - junior bosses), who supervise the direct executors of the work;

middle managers - heads of departments;

middle managers interact at their level with suppliers and customers and supply most of the information to top management;

senior managers who develop strategy, formulate goals and policies, interact with the external environment, make critical decisions, are responsible for staff motivation, overall organization of work and enterprise management.

As a result, in order to ensure the completeness and continuity of the management process at the enterprise, in our opinion, it is necessary to provide for the following management functions: interaction with the external environment, determining strategies and policies, organizing work, recruiting, training and motivating personnel, planning and preparing production, managing production, control of production and product quality, information support, development of measures, decision-making, implementation of measures.

To complete the creation of a management system, it is necessary to develop regulatory documents indicating how the above functions should be performed by their performers. Only after that, it will be possible to say that the enterprise management system has been formed.

Information is understood as meaningful and processed data that is used to solve management problems. Data reflects events both inside and outside the organization.

In order to obtain the information necessary for the successful functioning of the enterprise, it is required to collect data, transfer them for processing, bring them into a form convenient for subsequent use, and transfer the results to users. Users can specify what data to collect, as well as adjust the methods of their processing in terms of completeness, reliability and presentation of the results. The general scheme of the information system is shown in fig. 1.1.1.

An information system (IS) can be functionally defined as a set of interrelated elements that provide data entry, processing, as well as storage and distribution of the information received used in enterprise management..

Rice. 1.1.1. General scheme of the information system

Automated control systems (ACS)

ACS serve several levels of management, providing information about the current activities of the enterprise, as well as reports on its activities in the past. ACS support the functions of planning, control and decision making.

The ACS summarizes the data coming from transactional systems, processes it and consolidates it into reports that are prepared on a regular basis. ACS usually answer fixed, pre-known questions. These systems are not flexible and have limited analytical capabilities.

Top management decision support systems serve the strategic level of the organization. They are designed to work with unstructured solutions and involve the use of data about the external environment (new tax laws, information about competitors), they receive information from various enterprise information systems.

Top management decision support systems have advanced telecommunications and graphical tools. Such systems are designed to prepare conceptual solutions such as:

what should be the business?

how to get funds for investment?

what kind of staff and what qualifications might be needed in the future?

In recent years, Russia has been characterized by the rapid development of information technology and the growing interest in computer systems that can ensure effective enterprise management. The growing demand for integrated control systems stands out in particular. Automation of individual functions (accounting or sales of finished products) and automated control systems are considered to be a passed stage for many enterprises, where automation has been carried out for a long time in three rather separate areas: automated control systems (automation systems for management and financial and economic activities), CAD ( computer-aided design systems) and automated process control systems (automation systems for technological and production processes). Initially created without a comprehensive plan, as a rule, to meet the requirements of various departments, sections and processes, individual automated systems did not obey the common goals and objectives of the enterprise, were poorly interconnected informationally, and more often were not connected at all, which did not meet the interests of the enterprise as an integral systems. The variety of used standard and non-standard hardware and software made it difficult or impossible to further upgrade the systems. The real effect of the introduction of automation was often lower than expected.

The development of mathematical methods, hardware and software now makes it possible to fundamentally solve the problem of obtaining an integral effect from the introduction of information technologies in enterprises. Opportunities have appeared to form highly efficient corporate information systems (CIS) for enterprise management. The scale has grown and the content of CIS has changed qualitatively.

Here is a list of the requirements that Russian enterprises impose on IS, which can be called a corporate information system 1 .

1. Functional completeness of the system:

implementation of international management accounting standards - MRP II, ERP, CSRP;

automation:

planning, budgeting, forecasting;

operational (managerial) accounting; - is the company how an object economy Coursework >> Economics

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ORGANIZATION OF MANAGEMENT

ENTERPRISE (l2)

(PP as a system, Functions, management levels of PP, management apparatus of PP, powers, administrative apparatus, decision-making process, organizational structures of management of PP)

1. The enterprise as an object and subject of management 1

2. Functions, levels and general principles of organization of enterprise management 2

3. Enterprise management apparatus 3

4. Distribution of powers, power and responsibility 4

5. Principle of goal setting 5

6. General characteristics of the organizational structure of the enterprise management system. Organizational structures of management. PP 7

Additional material on RUMYANTSEVA with. 12 - 48

According to V.I. Dahl, the term “enterprise” comes from the word “undertake” - to start, decide to do some new business, start doing something significant., An enterprise is what is being undertaken, the business itself. According to the modern interpretation, an enterprise is a production institution: a plant, a factory, a workshop. Establishment - an organization that is in charge of some branch of work, activity.

In the Civil Code of the Russian Federation, a legal entity is recognized as an organization that owns, manages or manages separate property and is liable for its obligations with this property, can acquire and exercise property and personal non-property rights on its own behalf, incur obligations, be a plaintiff and a defendant in a court.

In the Civil Code of the Russian Federation, an enterprise as an object of rights recognizes a property complex used to carry out entrepreneurial activities. It follows that the words “organization” and “enterprise” are equivalent in their meaning, they are synonyms.

From the standpoint of a systematic approach, an enterprise is an economic system characterized by complexity, variability and dynamism. The economic system belongs to the class of cybernetic systems, i.e. systems with control.

At the same time, the enterprise forms a socio-economic system. The main feature of the socio-economic system is that the system is based on the interests of people, since its main element is a person. The totality of public, collective and personal interests also affects the state of the system.

An enterprise as a system consists of two subsystems: a managed subsystem - a subsystem that is an object of control, and a control subsystem - a subsystem that manages the system (Fig. 22.1).

Rice. 22.1. Enterprise management scheme

The controlled and control subsystems are interconnected by information transmission channels, which are considered abstractly, regardless of their physical nature.

The object of management of the enterprise (the object of management of the enterprise) is its team in the process of production and economic activity, which consists in the performance of work, the manufacture of products, the provision of services.

The subject of enterprise management (the subject of enterprise management) is the administrative and managerial personnel, which, through interrelated management methods, ensures the effective operation of the enterprise. The control object is a system consisting of elements. An element of a system is understood as such a subsystem, which under the given conditions appears to be indivisible and is not subject to further division into components. An element is always a structural part of the system and performs only its inherent function, which is not repeated by other elements of this system. The element has the ability to interact with and integrate with other elements, which is a sign of the integrity of the system. An element is closely related to other elements of its system.

The influence of the subject on the control object, i.e., the control process itself, can be carried out only if certain information is circulated between the control and controlled subsystems. The management process, regardless of the content ere, always involves the receipt, transmission, processing) and use of information.

The main principles of the enterprise management system:

Loyalty to all employees of the enterprise;

Responsibility as a prerequisite for a successful method-ment;

Improved quality of communications;

Disclosure of the abilities of employees;

Adequacy and speed of response to changes in the external environment;

Perfection of methods of work with people;

Consistency of joint work; “ethical entrepreneurship;

Honesty, fairness and trust;

Consistency of control over the quality of work.

Ministry of Education of the Republic of Belarus

educational institution

Belarusian State Pedagogical University

named after Maxim Tank

Organization as an object of management

Completed by: student of group 302

Nowicka Angelina

Minsk 2012

Introduction

The concept and characteristics of the organization

1 Concept of organization

2 Main characteristics of the organization

3 Organization life cycle concept

The main types of organization and its forms

Organization management

1 Management levels in an organization

2 Manager as manager of the organization

Conclusion

Introduction

An organization can be viewed as a production unit that, using its resources efficiently, performs the economic function of producing products and providing services. At the same time, jobs are provided for the population and income for entrepreneurs. Based on this point of view, the role of a business is to use its energy and resources to make a profit. However, the organization is at the same time part of an environment consisting of suppliers, consumers, media, unions and associations of people, workers, owners of shares, therefore it is directly dependent on this environment and must, along with ensuring its interests, satisfy its interests. Thus, organizations are responsible to society for its condition, well-being, which requires them to direct part of their resources and efforts through social channels. The organization's areas of responsibility are environmental protection, health and safety, consumer protection, etc. Business in this case acts as a factor of responsibility for the development of society.

Organizations surround modern man throughout his life, in organizations - kindergartens, schools, institutes, institutions, clubs, parties - most people spend a huge part of their time. Organizations (enterprises) create products and services, consuming which human society lives and develops; organizations (state institutions) determine the order of life in society and control its observance; organizations (public) are a means of expressing our views and interests. At the end of the XX century. organization has become virtually a universal form of social life. If the revolutions (spiritual and political) of the XIX century. transformed man from a patriarchal to a social being, the revolutions of the next century made him a man of organization.

Managers play a key role in managing an organization.

1. The concept and characteristics of the organization

1 Concept of organization

For the effective functioning of management, an organization must be created in which the activities of managers are carried out.

The concept of "organization" is one of the leading categories of organizational science. Organization - from the Latin organize - "I report a slender appearance, I arrange."

According to V.F. Volodko, an organization is a set of material objects and a team of people united with a specific goal (mission). Organization can be seen as a means of collective achievement of goals that cannot be achieved by individuals individually. In this context, a goal refers to a specific end state or desired outcome that a group of people is trying to achieve by working together.

A team is a community of people working in the same organization.

The concept of organization in management has undergone a number of significant changes over time. At the initial stage, the organization was presented as the structure of any system. When management, as a science, emerged as an independent field of knowledge, the word organization became associated with a consciously defined, predetermined structure of roles, functions, rights, and obligations adopted in the enterprise (in the firm). Those. the concept of organization should be understood as an enterprise, firm, institution, department and other labor formations.

Organization is considered to be the most important characteristic of any system, characterized by internal ordering of parts. The most important features of the organization are the joint activities of people united by common interests, striving to achieve both personal and corporate goals.

Organization - an element of the social system, the most common form of human community, the primary cell of society. It does not exist without society, and society cannot exist without organizations, which it creates for the sake of its existence.

Organization - the object and subject of society. But being an independent subsystem of society, the organization has its own specific needs, interests, values, its own individual face, offers society products of its activities, its services and makes certain demands on society.

Dorofeeva L.I. wrote that an organization is a relatively autonomous group of people whose activities are consciously coordinated to achieve a common goal. It is a planned system of cumulative (cooperative) efforts, in which each participant has his own, clearly defined role, his own tasks or responsibilities that must be fulfilled.

From the whole variety of definitions of the concept of "organization", the following can be distinguished:

.Organization as a process by which the structure of a controlled or managing system is created and maintained.

.Organization as a set (system) of relationships, rights, duties, goals, roles, activities that take place in the process of joint work.

.An organization is a group of people with common goals.

)the presence of at least two people who consider themselves part of this group;

)the presence of at least one socially useful goal (i.e., the desired end state or result), which is accepted as common by all members of this group;

)the presence of group members who deliberately work together to achieve a goal that is meaningful to all.

Based on these definitions, we can conclude that any organization consists of two parts. The first is social, that is, a group of people. The second part of the organization is material, that is, buildings, equipment, tools, materials.

2 Main characteristics of the organization

In order to represent the organization, to create a general impression about it, certain characteristics are used. The main characteristics of the organization are: mission and purpose, material base, personnel, position in the market segment (in the industry), internal and external environment.

Mission is the philosophical idea of ​​an organization. Thus, the mission of the organization may be to increase the material well-being or cultural level of people.

The goal is the products of the main activity of the organization, as well as making a profit.

For example, the goal of a car company is to produce cars that are sold on the market and bring profit to the company.

The material base is the totality of all objects belonging to the organization: buildings, structures, equipment, furniture, tools, materials, etc.

Personnel is a community of people working in this organization. Personnel, in turn, can be characterized by the number, qualifications, social, age or sex (gender) composition, profession, etc.

The position in the market segment (in the industry) is determined by the role played by the organization among related enterprises.

For example, it can be said about BNTU that it is the country's leading technical university, and also the largest.

The internal and external environment are those material, political, economic, psychological, legal and other conditions in which the organization's activities are carried out.

3 Organization life cycle concept

According to the concept of the life cycle of an organization, all its activities go through a series of stages from birth, flourishing until the cessation of existence or radical modernization.

N. I. Kabushkin in his book distinguishes five main phases of the development of an organization, each of which has certain goals, features, leadership style, tasks and organization of work.

Phase 1 - the birth of the organization. It is characterized by: the definition of the main goal, which is survival; leadership style crisis (management by one person); the main task is to enter the market; organization of labor - the desire to maximize profits.

Phase 2 - childhood and adolescence. Distinctive features: the main goal is short-term profit and accelerated growth; survival through tough leadership; the main task is to strengthen and capture its part of the market; organization of labor - profit planning, increase in salaries and merit.

Phase 3 - maturity. The main goal is systematic, balanced growth and the formation of an individual image; leadership effect through delegation of authority (decentralized leadership).

The main task is to grow in different directions, conquer the market, take into account various interests; organization of labor - division and cooperation, premium for individual results.

Phase 4 - the aging of the organization. In fact, this is the highest stage of her maturity. The main goal in the development of the organization is to maintain the results achieved (to remain in the "won" positions). The main task is to ensure stability, a free regime of labor organization, and participation in profits.

Phase 5 - the revival of the organization. The main goal in this phase of development is:

· is to ensure the revitalization of all functions;

· its growth is due to collectivism;

The main task:

· rejuvenation;

· in the field of labor organization - the introduction of NOT, collective bonuses.

The "life" of an organization is similar to the life of a person, the lifetime of any object of labor or service. It has its own phases and features of development.

2. The main types of organization and its forms

The basis of the typology of organizations (primarily organizational structures) can be based on various criteria: ways of exercising power, ways of interaction of the organization with the external environment, ways of interaction of departments within the organization, size of the organization, applied technologies, strategy.

Organizations are:

ü formal (officially registered enterprises, institutions, firms that have a documented name, address, staff composition and carry out their activities in accordance with the constituent documents);

ü informal (groups of people, relations between which are established spontaneously, without intentions to achieve a specific goal);

ü complex (organizations having a set of interdependent goals).

ü All organizations according to the goals of their activities can be divided into the following main types:

· Manufacturing organizations are enterprises that produce certain products. They include the vast majority of organizations.

· Household organizations are those that provide household services to the population. These include hotels, restaurants, various workshops, dry cleaners, etc.

· Commercial - these are organizations whose activities are aimed at systematically making a profit from the use of property, the sale of goods, the performance of work or the provision of services. These are shops, trading companies, distribution companies.

ü Business partnerships:

A general partnership is an association of two or more persons, the participants of which (general partners), in accordance with the agreement concluded between them, are engaged in entrepreneurial activities on behalf of the partnership. A general partnership is liquidated when only one participant remains in it.

In a limited partnership, along with general partners, the so-called limited partners take part in the formation of the share capital, i.e. investors who do not take part in entrepreneurial activities, but receive profit and bear the risk of loss within the limits of the amount of the contribution made. This form allows you to attract additional capital from persons interested in the profitable placement of their free cash. A limited partnership is liquidated when all the contributors participating in it retire.

ü Business companies:

Limited Liability Company (LLC). The organizational and legal form of an enterprise created by agreement of legal entities and individuals by combining their contributions in order to carry out business activities and make a profit. The profit received by the LLC is distributed in proportion to the contributions of its participants or founders. Participants in a limited liability partnership are liable for its obligations only within the limits of their contributions; liability does not extend to their property and savings. Since the contributions of the participants become the property of the society, they do not bear "liability" for its debts, "limited by the scope of their contributions", but only the risk of losses (loss of their contributions). Members of the company who have not fully contributed to the charter capital of the company shall be jointly and severally liable for its obligations to the extent of the value of the unpaid part of the contribution of each member of the company.

Members of the society may be citizens and legal entities. State bodies and local self-government bodies are not entitled to act as participants in companies, unless otherwise provided by the law "On Limited Liability Companies".

An additional liability company is a business company founded by one or more persons, the authorized capital of which is divided into shares of sizes determined by the constituent documents; the participants shall be jointly and severally liable for its obligations with their property in the same multiple for all to the value of their contributions. In case of bankruptcy of one of the participants, his additional liability for the obligations of the company is distributed among the other participants, in proportion to their contributions.

Joint stock companies (JSC) - an organizational form of pooling the funds of organizations and citizens for the purpose of carrying out economic activities. A joint-stock company has a charter fund divided into a certain number of shares equal to their nominal cost, bears property liability for obligations only with its property. The total nominal value of the shares is the statutory fund.

The creation of a JSC is possible in two ways: through the establishment and through the reorganization of a legal entity.

A joint-stock company is a company whose authorized capital is divided into a certain number of shares, certifying the obligations of the participants, i.e. shareholders. Unlike partnerships, joint-stock company participants (shareholders) limit their liability for the obligations of the company in advance and bear the risk of losses only within the limits of their contributions (the value of their shares).

An OJSC differs from a CJSC in that in an OJSC the number of shareholders is not limited, and in a CJSC the number of participants should not exceed 50. If the number of shareholders of a closed joint-stock company exceeds 50 people, then within a year the JSC must be transformed into an open joint-stock company. Another difference is the procedure for issuing and placing shares - in OJSCs it is public, and in CJSCs it is limited to specific individuals and legal entities.

Subsidiaries and affiliates - these enterprises are legal entities (as opposed to branches and representative offices). Any business company can be recognized as a subsidiary and dependent company: joint-stock company, limited liability company or additional liability company. A characteristic feature of subsidiaries and dependent companies is that the main ("parent") company not only influences their decision-making, but also bears responsibility for the debts of subsidiaries.

A business company is recognized as a subsidiary if: the participation of the main company or partnership prevails in its authorized capital; there is an agreement between them; the parent society or partnership may determine the decisions taken by this society.

ü Production cooperative (PC)

voluntary association of citizens on the basis of membership for joint production or economic activities (production, processing, marketing of industrial, agricultural or other products, performance of work, trade, consumer services, provision of other services), based on their personal labor and other participation and association by its members (participants) of property share contributions. Unlike economic societies and partnerships, joint production or other economic activities of a cooperative must be based on membership and on the personal labor participation of its members, while personal labor participation is not mandatory for business societies and partnerships. The profit is distributed among the PC members in accordance with their labor participation. A legal entity can also be a member of a production cooperative.

ü State and municipal unitary enterprise

a commercial organization that is not endowed with the right of ownership of the property assigned to it by the owner. This property cannot be distributed among deposits, shares, shares, including between employees of the enterprise. Only state and municipal enterprises could be created in a unitary form. The property with which they are endowed is, respectively, in state or municipal ownership and belongs to enterprises on the basis of the right of economic ownership or operational management. The management body of a unitary enterprise is a manager appointed by the owner (or a body authorized by the owner). The owner of the property of an enterprise based on the right of economic management is not liable for the obligations of the enterprise. Equally, an enterprise of this type is not liable for the debts of the owner of the property. Thus, the measures of economic isolation of unitary enterprises are clearly and strictly defined.

Non-profit organizations are not created for the purpose of making a profit. They have different goals. Consumer cooperative (union, society):

ü Foundation - non-profit organizations that do not have membership; are created on the basis of voluntary and property contributions from legal entities or individual citizens; pursue socially beneficial goals.

The property transferred to the foundations by the founders is the property of the foundation. The founders are not responsible for the obligations of the foundation. Foundations are allowed to create business companies or participate in them. The Foundation is obliged to publish an annual report on the use of the property. Examples include the Cultural Foundation, etc.

ü Public and religious organizations (associations). They are recognized as voluntary associations of citizens who, in accordance with the procedure established by law, have united on the basis of their common interests to satisfy spiritual or other non-material needs. In particular, a religious association in the Russian Federation is a voluntary association of citizens of the Russian Federation, other persons permanently and legally residing on the territory of the Russian Federation, formed for the purpose of joint confession and dissemination of faith and having the following characteristics corresponding to this purpose:

religion;

performing divine services, other religious rites and ceremonies;

teaching religion and religious education of their followers.

ü institutions. An institution is a non-profit organization created by the owner to carry out managerial, socio-cultural or other functions of a non-commercial nature and financed in full or in part by this owner.

ü Associations of legal entities (associations and unions) - non-profit organizations uniting commercial organizations in the form of associations or unions in order to coordinate their business activities, as well as to represent and protect common property interests; public or non-profit organizations, incl. institutions. Members of an association (union) retain their independence and the rights of a legal entity.

For example, it can be educational services. Even if profit is achieved in such organizations, it is not extracted by the founders, but directed to the same main goal.

· Social organizations are educational and medical institutions, cultural and public administration bodies.

These include, for example, a school, a hospital, a theater, a district executive committee.

· Public organizations are voluntary associations of citizens for any interests. The range of interests can be very diverse: creativity, sports, hobbies, joint recreation, etc.

· Charitable organizations are non-profit organizations whose purpose is various forms of charity: helping the disabled, orphans, the elderly, etc.

· Church- these are the governing bodies of church associations and institutions operating under their jurisdiction.

· Sports organizations are various institutions and associations of physical culture and sports: clubs, societies, federations, sports schools, etc.

It should be noted that many organizations are difficult to attribute to any one type.

For example, the University of Physical Culture can be attributed to the social organizations of an educational institution. At the same time, it can rightfully be considered a sports organization.

There are other typologies of organizations in the scientific literature. They are distinguished by the nature and field of activity, industry affiliation, attitude to power.

According to the nature of the activities of the organization are divided into:

· Economic organizations are created to meet the material and social needs of people and receive production or entrepreneurial profits.

· Public organizations, as mentioned above, are voluntary associations of citizens created to meet their spiritual and other non-material needs. The activities of organizations can be carried out in a variety of areas: economic, political, social, military, sports and others.

By industry, there are:

· Industrial;

· Agricultural;

· Trading;

· Transport and other organizations.

In relation to authority, organizations can be:

· Government. They are created by the authorities to solve their specific tasks. They also have an official status, corresponding rights and obligations. These may be, for example, research institutions, commissions, delegations, etc.

· Non-governmental. These organizations are created at the initiative of individuals or legal entities to solve particular problems. They usually do not have official rights.

There are other forms of organizations that differ in the content and proportions of functions, structure and degree of centralization of management. Therefore, the organizational structure of the organization and its management are not something frozen, they are gradually changing, improving in accordance with changes in the external environment.

3. Organization management

In general, management should be represented as the ability to achieve goals using labor, behavioral motives and the intellect of people. We are talking about a targeted impact on people in order to turn unorganized elements into an effective and productive force. In other words, management is the human capabilities by which leaders use resources to achieve the organization's strategic and tactical goals.

Therefore, management is the coordination of the efforts of a group of people to achieve certain goals.

Despite the significant differences between companies and firms, enterprises and organizations, they all have to solve the same problems in general: develop the structure of their associations, build a unified policy for accounting and control over activities, manage the entire organization as a single entity in accordance with the adopted strategy and etc.

1 Management levels in an organization

The management level is a part of the organization where independent decisions can be made without their mandatory coordination with higher or lower levels.

The actual number of levels in enterprises varies from one or two in small firms to eight or nine in large associations and corporations.

In world practice, there are three main levels of management in organizations: the lowest, middle and highest.

Ø The lowest level of management

This level includes low-level managers, or operational managers, who are responsible for the direct use of the resources allocated to them: raw materials, equipment, labor. They control the execution of production tasks, manage teams, shifts, sections. The lowest level includes 35-45% of management personnel. Ordinary workers and performers are directly subordinate to them.

Ø Middle management level

This level includes 50-60% of the total number of managerial personnel of the organization, namely:

· managers of staff and functional services of the enterprise management apparatus, its branches and departments;

· managers managing auxiliary, servicing production, target programs, projects.

Managers of the middle level of management coordinate and control the work of junior managers, they are the link between the higher and lower levels of management.

Ø The highest level of management

This is the top management of the organization: the president and vice presidents (director and his deputies).

Top managers are responsible for making the most important decisions for the organization as a whole or for its major parts.

Middle-level managers are mainly engaged in the development of long-term (long-term) plans, the formation of strategic goals, the adaptation of the organization to change, and the management of relations between the organization and the external environment.

Top management includes 3-7% of management personnel.

3.2 Manager as manager of the organization

Managers play a key role in managing an organization.

A manager (English manager, from manage - to manage) is a person who holds a permanent managerial position and is empowered to make decisions on certain types of activities of an organization operating in market conditions. Managers occupy different positions in the organization, solve far from the same tasks, perform different functional responsibilities.

Managers are traditionally divided into three levels, or links: lower, middle and higher.

Lower-level managers (junior bosses) supervise directly workers and other workers (non-managers). Their hard work is characterized by frequent transitions from one task to another. The time period for implementing decisions is very short.

Middle managers coordinate and supervise the work of junior superiors. They usually lead large divisions in the organization and are a kind of buffer between top and bottom managers.

Senior managers are responsible for making the most important decisions for the organization as a whole. Their work does not have a clear end, contains significant risk. There are significantly fewer managers of this link than managers of other links. Their work is highly valued and, as a rule, well paid.

Western enterprises also differ:

ü top management, i.e. the highest level of management (general director and other members of the board);

ü middle management - middle management (heads of departments and independent departments);

ü lower management - the lower levels of management (heads of subdivisions and other similar units).

The professionalism of a manager lies in his possession of special knowledge and skills in the field of management, organization of production (commerce), in the ability to work with people in various fields.

Moreover, it was previously believed that to manage an organization it is absolutely not required to be a specialist in this industry, it is enough to know only the technology and management techniques, to be able to work with people.

According to research, a modern leader should be only 15-20% a specialist in his field, first of all, he should be an organizer, psychologist, sociologist. Modern enterprises are more in need of specialists in socio-technical systems, where a person is in the center of attention.

Conclusion

Organizations are the primary cells of the social structure, playing a key role in all spheres of life, and, first of all, in economic and social. An organization is a separate association of people for interaction in achieving certain goals and objectives. It is an open system consisting of many interconnected parts combined into a single whole. Organizations, their characteristics, laws of development, types and structures give us the necessary ideas about the complex process of interconnection and interdependence of the processes of social and intra-production division of labor, the result of which are the best ways for people to work.

Numerous parameters that are used to describe organizations as objects of management predetermine their great diversity and necessitate the grouping of homogeneous enterprises. To do this, in the theory and practice of management, various criteria are used, that is, the signs on the basis of which the classification is made. There are different approaches to the selection of criteria on the basis of which organizations can be grouped. Most often, in theoretical works, it is proposed to use the following criteria for this: formalization, forms of ownership, attitude to profit, organizational and legal form, size, assignment to sectors of the economy.

The integration of organizations is the most pronounced trend, manifested in the creation of powerful corporate and network formations that radically change the conditions and depth of competition in the market and have a significant impact on the work of each partner. In recent years, there has been a trend towards an increase in the role of business networks, which, in transitional conditions, allow organizations to quickly increase their production and innovation potential.

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Management as a process is determined by a series of continuous, interrelated actions aimed at formation and achievement. It also has its own structure, in which, on the one hand, the organization plays a role - in this case it is the subject of management, and on the other hand, management of the organization is considered, - where it is the object of control. What does the concept of "organization as an object of management" imply?

This can be interpreted as an element of the social structure, which has its own functions and methods, as a result of which it influences all its members and the environment, including. In other words, the organization as an object of management is presented as a coordinated, social association of people, functioning on an ongoing basis and acting in the direction of achieving its goals.

The production and economic organization serves as a good model, since it systematically and purposefully combines material, technical and socio-natural components. In addition, such organizations cannot exist without a team, the composition of which, as well as its direction of activity, is clearly regulated by the subject of management. In this example, the organization is clearly displayed, as it is clear that the object is what the subject controls.

Carrying out its activities, the company constantly cooperates with external

environment, forming an open system. Through the channels of this system, there is a constant exchange: resources come from outside, and ready-made goods are given back. At the same time, the organization plays a supervising role, maintaining a balance between these processes and mobilizing all resources for their implementation. In general, enterprise management establishes correlating actions to determine goals, form and operate its resources to perform the tasks.

Depending on the type of organization (educational, public, business, etc.), its size, type of activity, hierarchy level, internal functions and many other factors, the content and set of actions used in the management process may change. But despite this,

any organization as an object of management is subject to the influence of four main functions. These include: first of all, planning - consists in developing an action plan and determining standard indicators; organization - with the help of which tasks are distributed and interaction is established between departments and their workers; motivation - financial or psychological stimulation of performers to materialize the planned goals; control - consists in comparing the achieved results with the planned ones.

Thus, using scientific justification, business management becomes a universal process for obtaining the desired profit.