Effective management and performance evaluation. Theory of evaluating the effectiveness of the management system

2. Criteria and indicators of management efficiency

Performance evaluation is important element development of design and planning decisions, which makes it possible to determine the level of progressiveness of the current structure, projects under development or planned activities, and is carried out in order to select the most rational version of the structure or a way to improve it. Efficiency organizational structure should be assessed at the design stage, when analyzing the management structures of existing organizations for planning and implementing measures to improve management.

Approach to Performance Evaluation various options organizational structure is determined by its role as a characteristic of the management system. A comprehensive set of criteria for the effectiveness of the management system is formed taking into account two areas for assessing its functioning:

according to the degree of compliance of the results achieved with the established goals of the production and economic organization (starting from the level of fulfillment of planned targets); according to the degree of compliance of the system functioning process with objective requirements for its content, organization and results.

The criterion of effectiveness in comparing various options for the organizational structure is the possibility of the most complete and sustainable achievement of the ultimate goals of the management system at relatively lower costs for its operation. The criterion for the effectiveness of measures to improve the organizational structure is the possibility of a more complete and stable achievement of established goals or a reduction in management costs, the effect of the implementation of which should exceed production costs over the standard period.

Of fundamental importance for assessing the effectiveness of a management system is the choice of a base for comparison or the determination of the level of efficiency, which is taken as normative. Here you can specify several approaches that can be used differentially in relation to specific cases. One of them is reduced to a comparison with indicators characterizing the effectiveness of the organizational structure of the reference version of the management system. The reference option can be developed and designed using all available methods and tools for designing control systems, based on best practices and the use of progressive organizational solutions.

The characteristics of such an option are accepted as normative, while the comparative efficiency of the analyzed or designed system is determined based on a comparison of the normative and actual (design) parameters of the system using mainly quantitative methods comparisons. It can also be compared with the performance indicators and characteristics of the management system chosen as a benchmark that determines the acceptable or sufficient level of efficiency of the organizational structure.

However, there are some difficulties in applying these approaches, which are due to the need to ensure comparability of the compared options. Therefore, they are often replaced by an expert assessment of the organizational and technical level of the analyzed and designed system, as well as its individual subsystems and design and planning decisions, or a comprehensive assessment of the management system, based on the use of a quantitative and qualitative approach, which allows evaluating the effectiveness of management by a significant combination of factors. Expert judgment can be constituent element a comprehensive assessment of the effectiveness of the management system, including all of the above approaches, both to individual subsystems and to the system as a whole.

The indicators used in assessing the effectiveness of the management apparatus and its organizational structure can be divided into the following three interrelated groups.

A group of indicators that characterize the effectiveness of the management system, expressed through the final results of the organization's activities and management costs.

When evaluating the effectiveness on the basis of indicators characterizing the final results of the organization's activities, as an effect due to the functioning or development of the management system, volume (increase in output), profit (increase in profit), cost (reduction in cost), volume of capital investments ( savings on capital investments), product quality, timing of the introduction of new technology, etc.

A group of indicators characterizing the content and organization of the management process, incl. direct results and costs of managerial work. As management costs, current expenses for the maintenance of the management apparatus, operation technical means, maintenance of buildings and premises, training and retraining of management personnel, as well as one-time expenses for research and design work in the field of creation and improvement of control systems, for the purchase of computers and other technical means used in management, construction costs.

When evaluating the effectiveness of the management process, indicators are used that can be evaluated both quantitatively and qualitatively. These indicators acquire a normative character and can be used as a criterion of effectiveness and limitations when the organizational structure changes in the direction of improving one or a group of performance indicators, while the rest remain unchanged. The following can be attributed to the regulatory characteristics of the control apparatus: productivity, efficiency, adaptability, flexibility, efficiency, reliability.

The productivity of the management apparatus can be defined, in particular, as the amount of end products produced by the organization or the volume of information generated in the management process per employee employed in the management apparatus.

The efficiency of the control apparatus is understood as the relative costs of its operation, commensurate with the volumes or results of production activities. To assess the profitability, indicators such as the share of costs for maintaining the management apparatus in the cost of products sold, the share of managerial employees in the number of industrial and production personnel, the cost of performing a unit of volume can be used. certain types works.

The adaptability of the control system is determined by its ability to effectively perform the specified functions in a certain range of changing conditions. The relatively wider this range, the more adaptive the system is considered.

Flexibility characterizes the ability of the organs of the administrative apparatus to change their role in the decision-making process in accordance with emerging tasks and to establish new connections without violating the orderliness of relations inherent in this structure. In principle, the flexibility of the management structure can be assessed by the variety of forms of interaction between management bodies, the range of tasks solved by departments, the level of centralization of responsibility, and other features.

Efficiency in making managerial decisions characterizes the timeliness of identifying and solving managerial problems, which ensures maximum achievement set goals while maintaining the sustainability of established production and support processes.

The reliability of the control apparatus as a whole is characterized by its trouble-free (corresponding to the goals) functioning. If we consider the quality of setting goals and setting problems to be sufficient, then the reliability of the management apparatus can be relatively fully characterized by its diligence, i.e. the ability to ensure that tasks are completed within established timelines and allocated resources.

To assess the performance of the management apparatus and its subsystems, indicators such as the level of implementation of planned targets and compliance with approved standards, the absence of deviations in the execution of directives, violations of administrative, legal and technological regulations, etc. can be used.

A group of indicators that characterize the rationality of the organizational structure and its technical and organizational level, which can be used as normative in the analysis of the effectiveness of the designed options for organizational structures.

These include: the linkage of the management system, the level of centralization of management functions, the accepted standards of manageability, the balance in the distribution of rights and responsibilities, the level of specialization and functional isolation of subsystems, etc.

To assess the effectiveness of management importance has a definition of the correspondence of the management system and its organizational structure to the management object.

This finds expression in the balance of the functions and goals of management, the content completeness and integrity of management processes, the compliance of the number and composition of employees with the volume and complexity of work, the completeness of providing production and technological processes with the required information, the provision of management processes with technological means, taking into account their nomenclature, power and speed. .

Important requirements that must be implemented in the formation of a system of indicators for assessing the effectiveness of an organizational structure are ensuring the structural and hierarchical correspondence of indicators to the system of goals of the organization, the ability to adequately reflect the dynamism of managed processes, the balance and consistency of indicators. When evaluating the effectiveness of individual measures to improve the management system and its organizational structure, it is allowed to use private indicators that are not linked into a single system. The main requirement for their choice is the maximum compliance of each indicator with the target orientation of the event and the completeness of the reflection of the achieved effect.

Management efficiency is:

Characteristics of the degree of controllability of the organization, the speed and form of its response to management decisions made by the manager;

· the extent to which the governing body has achieved its goals and planned results.

Management efficiency is due to:

managerial potential of management (professional and personal characteristics of managers);

· organizational structure of management;

Schemes of functioning communication processes in the organization;

organization management style

management technology (a set of functions, methods and forms of management influence);

organizational culture;

social and psychological factors.

Basic approaches to assessing the effectiveness of management.

Economic - imply a ratio of results economic activity organization and resource costs for management (for example, profits and management costs).

Social - focus on accounting for the social results of management activities (for example, moral and psychological climate, cohesion of the workforce, rhythm in work, absence of destructive conflicts, etc.).

3. Criteria and indicators of management efficiency

Production efficiency:

· volume of production;

· profit;

profitability;

labor productivity;

· return on assets.

· Efficiency own management.

Quantitative criteria (characterize the economic effect):

labor indicators (saving of living labor in the field of management - the number of administrative staff, labor costs for management, etc.);

financial performance of the management system (reduction of management costs, etc.);

· Indicators of saving time through the introduction of progressive management technologies.

· Quality Criteria(characterize social efficiency):

level of management qualifications;

the validity of the decisions made;

organizational culture;

the manageability of the organization;

job satisfaction;

moral and psychological climate;

the cohesion of the workforce;

· other.

Factors of efficiency of activity of the manager.

Required personal qualities:

the ability to manage oneself;

· clear values;

Clear personal goals

ongoing self-development;

good problem solving skills;

· creativity;

the ability to influence others;

understanding of the characteristics of managerial work;

the ability to lead;

the ability to teach;

· Ability to set up group work.

Restrictions:

inability to manage oneself;

Blurring of personal values;

vague personal goals;

stopped self-development;

lack of problem-solving skills;

Lack (lack) of creativity;

inability to influence people;

Insufficient understanding of the characteristics of managerial work;

Lack of ability to lead

inability to teach

Low ability to form a team (team).

Conclusion

Management efficiency is a characteristic of the degree of controllability of the organization, the speed and form of its response to management decisions made by the manager; the extent to which the governing body has achieved its goals and planned results.

Efficiency evaluation is an important element in the development of design and planning decisions, which makes it possible to determine the level of progressiveness of the current structure, projects under development or planned activities, and is carried out in order to select the most rational variant of the structure or a way to improve it.

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Efficiency- the result of economic activities, programs and events, characterized by the ratio of the obtained economic effect, result to the costs of factors, resources that led to the receipt of this result, the achievement of the largest volume of production using resources of a certain cost. Efficiency can usually be measured and quantified because it is possible to determine the monetary value of its inputs and outputs.

The relative efficiency of an organization is called productivity(expressed in quantitative terms). Management effectiveness- this is the degree of achievement of the control goal, the expected state of the control object (determined by the values ​​of the output indicators of the control object).

Main performance indicators: 1. The share of management costs in the sum of total production and sales costs. 2. Economic efficiency of management as the ratio of enterprise profit to management costs. 3. The ratio of the number of the administrative apparatus to the number of production personnel. 4. Correlation between linear and functional management personnel. 5. The financial position of the enterprise (in terms of liquidity, solvency, efficiency in the use of assets, efficiency in the use of equity capital, profitability).

Types of management effectiveness: 1. By means of influence target, strategic and tactical, planned, predictive, programmatic, conceptual, motivational and stimulating, resource and potential; 2. According to the content of the effect- economic, social, innovative, organizational, environmental; 3. By the level of manifestation of the effect- national economic, regional, branch, foreign economic; 4. By forms of efficiency- the activities of the manager, the apparatus of control, the process of control, the system of men-that, managerial innovations; 5. By types of systems men-ta– marketing, innovation, production, finance.

There are general and comparative efficiency. 1. The overall efficiency is necessary for evaluating and analyzing general economic results and efficiency at various levels of the economy (macro and micro levels) for a certain period of time and in dynamics to compare the level of efficiency by enterprises and regions. 2. Comparative efficiency is calculated and analyzed when substantiating the adopted production, economic, technical and organizational decisions, for selection from alternative options the best (optimum).

The economic essence of efficiency the enterprise is to achieve a significant increase in profits for each unit of costs. To avoid inaccuracies in evaluation results, management effectiveness is often considered in two aspects: 1. Narrow efficiency is estimated by comparing the costs of a particular management event with a change in the indicators of the current management system. However, indicators of the narrow effectiveness of management also do not directly reflect its effectiveness. 2. Wide efficiency management is established by comparing management costs with general indicators activities of the enterprise as a whole.

At evaluating the effectiveness of the management process indicators are used that can be assessed both quantitatively and qualitatively. These indicators acquire a normative character and can be used as a criterion for the effectiveness of restrictions when the organizational structure changes in the direction of improving one or a group of performance indicators without changing (worsening) the rest.

The following can be attributed to the regulatory characteristics of the control apparatus: productivity, efficiency, adaptability, flexibility, efficiency, reliability.

Thus, in a generalized form, the following can be distinguished management performance criteria: 1. Effectiveness- the degree of achievement of the organization's goals. 2. Economy- the ratio of the required and actual consumption of resources. 3. Quality- conformity of characteristics of products (services) with standards and requirements of consumers. 4. Profitability- the ratio between income and total costs. 5. Productivity- the ratio of the volume of products (services) for a certain period in physical, cost and other indicators and the costs of resources corresponding to a given volume of production (resources: labor, material, financial, etc.). 6. Quality of working life- working conditions of employees 7. Innovative activity- introduction of innovations in various functional areas of the organization

Consider the most common ways to improve management efficiency: 1. Improvement of the management structure, its maximum simplification, decentralization of most functions. 2. Development of an organization development strategy based on an analysis of its strengths and weaknesses, development of the philosophy and policy of the organization, covering all its functional areas. 3. Development of an information system effect. communication link between employees and subdivisions. 4. Development of a decision-making system, rules and procedures for management, incentive systems. 5. The system of continuous professional development of employees. 6. Development of a system for the selection, training, evaluation and transfer of leadership personnel. 7. The application of the most effective methods selection of personnel, its assessment, the formation of a workable, compatible composition of employees, the creation of the most favorable socio-psychological climate. 8. Work to create a culture of the organization, the development of joint local values ​​recognized by employees.

Lecture 20

Management efficiency

Efficiency- a complex concept (there is no clear, generally accepted definition of this term), described by such characteristics as expediency, effectiveness, quality, usefulness, etc.

Efficiency in a systemic sense - characterization of the system in terms of quality, effectiveness and timeliness of achieving its goals, development of the system in the planned direction, subject to the fulfillment of certain criteria indicators and restrictions.In more narrow sensesystem efficiency characterizes the ratio of costs (in the broad sense of the costs of certain resources) and the results of the functioning of the system.

Management efficiencyrepresents a relative characteristic of the performance of a particular control systems s, which is reflected in various indicators of both the object of management and the actual management activity (subject of management), and these indicators are both quantitative and qualitative.

The effectiveness of management as a control system in a broad sense- this is the expediency and quality of management, aimed at the best performance of the managed system - organization, implementation of goals and strategies, achievement of certain qualitative and quantitative, economic results.

Management efficiency- the effectiveness of management activities, determined by the goals of the organization.

Productivity is an important quantitative characteristic of efficiency. Performanceis the ratio of the number of units in the output to the number of units in the input. Productivity reflects the complex effectiveness of the use of all types of resources (labor, capital, technology, information).

Basic concepts of management effectiveness are:

· labor efficiency of employees of the administrative apparatus;

· efficiency of the management process (functions, communications, development and implementation of management decisions);

· effectiveness of the management system (taking into account the management hierarchy);

· the effectiveness of the management mechanism (structural-functional, financial, production, marketing, social, etc.).

Distinguish external and internal efficiency.

Externalmanagement efficiency determines the effectiveness of management, characterizes the degree to which the organization achieves its goals, reflects the level of compliance of the organizational system with the requirements and constraints of the external environment, as well as efficiency in terms of using external opportunities.

Internalmanagement efficiency is economy, i.e. the ability to distribute and use the available resources in the best (optimal) way to achieve the goals dictated by social needs by the organizational system. It shows how the satisfaction of these needs affects the dynamics of the own goals of the organizational system and individual groups of its participants, while reflecting the effectiveness in terms of the use by the organizational system of all components of the internal environment, including production, financial, investment, human resources, etc. This the indicator also characterizes the effectiveness of the leadership style, type of management, business etiquette and ethics, organizational and corporate culture.

Overall efficiency -efficiency as a composition of its two components: internal and external efficiency;

In economic theory there are two kinds of efficiency: economicand social.

Economicefficiency is determined by the ratio of the result obtained to the costs.

Socialefficiency expresses the degree of satisfaction of the demand of the population (consumers, customers) for goods, services.

The effectiveness of an organization is always evaluated in comparison with other organizations.

efficiency quality control management

Signs of the effectiveness of the organization (example)

Sphere (region)Main goalsProduction1. High and uniform capacity utilization 2. Cost minimization 3. Optimum warehousing 4. Minimum staff turnover Finance1. Short-term and long-term profit maximization 2. Low debt 3. Self-financing 4. High interest on capital 5. Ensuring high dividends Sales1. Positive reputation 2. Constant growth 3. High quality 4. High market share 5. Constant readiness for delivery 6. Fastest order fulfillment 7. High turnoverSocial sphere1. Satisfied employees 2. Continuity in employment

Management efficiency factors. The principles, functions and methods of management considered above make it possible to single out the following main factors of management effectiveness:

· timely and constantly adapting to the conditions of the external environment, the mission, goals and strategy of the organizational system;

· strategically oriented, optimal, adaptive structure of the organizational system and all its subsystems;

· in highly qualified, developing, optimally interacting personnel aimed at the effective achievement of the goals of the organizational system;

· and systematic actions of the organization, its management as a mechanism that includes optimized methods, principles, technologies, processes, procedures based on modern information and communication technologies to achieve the desired end states or goals;

· in a high organizational culture, including management style, treatment of people, attention to the client, concern for quality, attention to innovation, etc.

The above factors are general directions for improving the efficiency of management and business.

. Human Resources. Effective management that ensures survival and long-term success of the organization in the conditions market competition, requires orientation to a person: in terms of the external environment - to the customer (consumer, client, buyer), in terms of the internal environment - to the staff. In modern management, labor resources are considered from the standpoint of human capital. Human capital wisely used for production activities to create products and services, increases the income of a person, enterprise, society.

When considering the problems of management efficiency in terms of human capital, labor resources can be expressed quantitatively, for example, in the form of absenteeism, lateness, number of complaints, loss of working time due to illness, treatment and rehabilitation, hours of vocational training, intelligence assessment tests, erudition, indicators of the intensity of the use of intellectual property, estimates of controlled capital. However, the quantitative assessment of qualified personnel does not reveal the whole picture necessary for effective management much more important than their quality.

Knowledge.Due to the fact that any knowledge becomes obsolete, it is necessary to constantly analyze the knowledge specialized for a particular business that an organization has. The conclusions of the knowledge analysis should be compared with the marketing analysis data. This allows you to identify missed marketing opportunities, as well as determine the need for new knowledge or to improve existing ones.

Material resources- this is fixed and working capital, including buildings, equipment, technology, materials, financial capital, etc.

Qualified personnel, working capital are the most mobile resources, they can be managed and redistributed in the course of work in the short term. This gives rise to the danger of their incorrect and inefficient distribution. The main principle in relation to scarce, scarce resources and, above all, highly qualified personnel is the maximization of resources. Such specialists should be sent to those areas where the greatest return is likely for each unit of work done. The decision to allocate staff to appropriate capabilities is key to ensuring effective management. The most favorable business opportunities are always realized with the help of the most qualified specialists attracted for this purpose by the management of organizations. Scattering first-class personnel, and not concentrating them on the most promising goal for the company, is unacceptable.

Information. Information commodity markets and markets for intellectual products in a post-industrial society begin to cover all elements of the management infrastructure. In the modern economy, material resources are inferior to information resources. The features of the modern revolution in the innovation sphere, associated with the transformation of intellectual products and information into a commodity, ensure a consistent transition to the information society, in which information becomes the most important resource for effective management. Management is impossible without information about the internal and external environment. Its significance is enormous. The final information about the activities of the organization is a prerequisite and basis for the subsequent comparative measurement of management costs, as well as management results and obtaining appropriate ideas about its effectiveness. To divide their relationship and location on the territory of the firm. The presence of this resource serves as the basis for determining the composition of the fixed capital, service methods and spatial planning of the organization. The possession of this resource is necessary condition creation of production associations, expansion and reconstruction of enterprises, diversification and changes in the specialization of production. The space occupied by workplaces should ensure the naturalness of labor actions and techniques, the rational loading of workers and equipment, etc., be sufficient for workers to be able to make all the necessary movements and movements when performing production operations. When there is a lot of it, they usually do not think about it and spend it inefficiently. When it is not enough, the question of efficiency of use rises sharply. Space as a resource largely determines internal environment organizations.

Competitive success is largely determined by what spaceeach state creates and maintains for the sectors of the national economy. The unity of the economic space, provided by the state, creates equal conditions for competition and effective management. The division of the single economic space according to the circle of sellers, on a territorial basis, the introduction of restrictions on the import and export of goods, works, services, material and labor resources, the establishment of administrative, economic, organizational, financial barriers requires the improvement of business strategy. Analysis of the business space (macro- and microenvironment of the organization) is an indispensable component of the strategic analysis carried out in order to:

· constant monitoring of the place and position of the organization in the market;

· in determining areas for improving management and business;

· avoidance of crisis situations.

Examples of an organization's dependence on space include obtaining resources from other countries. These resources, being more profitable in terms of prices, quality or quantity, in the long run can cause an increase in environmental factors such as fluctuations in exchange rates or political instability. Most a prime example The constant need to consider space as an important resource and to ensure that the size of the business corresponds to this resource is the wave of mergers and acquisitions, bankruptcies that swept Europe as a result of the emergence of the European Economic Community. European Union has created a significant imbalance in business size and economic space for many medium-sized firms well suited to meet the needs of their country's limited market. The discrepancy between the size of the business and the space revealed that these firms, in the intensified competition, lack managerial personnel, capital, and marketing resources.

Leaders should keep in mind that the size of an organization radically changes its managerial properties. As a result, management methods and mechanisms that ensure the efficiency of a small enterprise are not suitable for a large organization. Consequently, there is not and cannot be a single effective management, since everything is situational.

P. Drucker singled out seven performance categories management:

) efficiency- the degree of achievement of the organization's goals, i.e. degree of completion necessary work; reflects the result of comparing what they planned to do with what they actually achieved;

) performance- the ratio of the number of units at the output to the number of units at the input; shows the complex effectiveness of the use of resources (labor, capital, technology, information). Productivity is the amount of products produced per unit of time;

) economy- the degree to which the organization uses the necessary resources, i.e. the ratio of the required and actual consumption of resources;

) profitability- the ratio between income and total costs. The criterion of profitability is replaced by many economists with the indicator "efficiency", which characterizes the ratio of results and costs of the organization's activities, i.e. the higher the result (for example, income, profit), the better this or that organizational system works

) quality products- conformity of characteristics of products (services) with standards and requirements of consumers. Product quality determines the totality of properties or characteristics of goods, works or services that give them the ability to satisfy stipulated or implied needs;

) innovative activity- the process of creating, distributing, implementing and using innovations in various (functional) areas of the organization, providing the organizational system with competitive advantages;

) the quality of the working life of employees - the working conditions of employees, which are manifested in the reaction of the organization's personnel to the socio-economic (psychological, social and economic) working conditions created in it, i.e. represents the degree to which important personal needs of employees are met through activities in the organization.

Considering the problems of effective management, it is necessary to add to these categories such an indicator as management quality, which reflects the ability of the subject of management to meet the needs of the managed system in achieving its best performance in its core activities.

Quality. As an economic category, quality reflects a set of essential properties that characterize the certainty of an object, by virtue of which it is a given, and not another object, and differs from other objects. It is connected with the existence of the object, is inseparable from the object, covers it entirely, reflects the essential features of the purpose of the object or phenomenon, their main function. The essence of this concept is applicable to any activity, including production, economic and managerial. The category of quality is associated with the concepts of "consumer value", "utility", "satisfaction of needs".

AT market economy quality is determined by demand, which determines the achievement of consumer properties that ensure the satisfaction of needs with the most productive use of the resources available to the organizational system. Thus, a measure of the usefulness of an object or phenomenon should be considered a socially necessary quality.

· in the quality of the final states resulting from the transformation and processing of inputs, including the quality of products (goods, works, services);

· in the quality of work;

· and quality of the main activity of the organizational system;

· management quality.

The interdependence and subordination of these concepts lies in the fact that the quality of labor determines the quality of the main activity of the organizational system, which affects the quality of products. The socially necessary quality of the final states, which are the result of the transformation and processing of inputs, is one of the goals of the main activity of the organizational system. Ensuring this goal becomes a management function, and its implementation is carried out by a management system that is adequate to the goals set. The degree of compliance of the management system with the needs of the managed system in achieving its best performance in its core activities reflects the quality of management.

Quality control. It significantly depends on the internal potential of the organization and shows the effectiveness of its management system, including the level of production, personnel, logistics and marketing systems, the optimal structure of business processes and organizational structure, the degree of adequacy of the functioning of all systems and subsystems of the organization to its goals and objectives, the possibility these systems to improve. The quality of management is evaluated according to the following main parameters:

speed of making important decisions. The course of time usually determines the possibility of a prompt response of the management system to a change in the market situation. Decisions should be made and put into practice as long as the information and assumptions on which decisions are based remain relevant and accurate. In business, there are cases when, due to slow decision-making, the desired action is delayed, which leads to the loss of communication with partners, the loss of lucrative contracts, etc.;

justification for making important decisions. Effective Solution is balanced, reasonable and rational choice alternatives. It is carried out on the basis of the diagnosis of the problem, determination of the essence of the restrictions and decision-making criteria, evaluation of alternatives. This provides a significant part of the success of the organizational system. Otherwise, the result is often expressed as a waste of resources. Restrictions vary and depend on the situation and individual leaders. Most often, insufficiently informed decisions are made in the areas of advertising, personnel selection and business projects, in which every manager considers himself a professional;

real delegation of authority. Management system works effectively if the subordination relationships between people and organizational units are clearly defined, coordinated and established, i.e. horizontal and vertical interaction of all links has been established. Delegating a significant amount of authority to the lower levels of the hierarchy is the main process by which leaders establish the formal relationships of people in the organization. With this interaction of all links prolonged absence the top manager does not slow down the activity of the organizational system;

- the possibility of delegation of authority. The assessment of the ability of top management to delegate authority is due to the fact that the limits of authority are expanding towards higher levels of management of the organization. Much of the authority of the manager is determined by the traditions, mores, cultural stereotypes and customs of the society in which the organization operates. At the same time, there are many different restrictions on powers. This circumstance indicates that there may not be real delegation at a particular stage of enterprise development, but it may be required during further development. At the same time, it must be taken into account that there are a number of reasons why managers may be reluctant to delegate authority, and subordinates may shy away from additional responsibility. Some of these reasons are deeply rooted in human behavior are the result of individual psychology. The possibility of effective delegation is ensured through a clear exchange of information, the implementation of the principle of correspondence between powers and responsibilities, as well as the use of positive incentives;

- - control of implementation of decisions. Since the manager has the opportunity to choose decisions, he is responsible for their implementation. Decisions made come to executive bodies and subject to control over their implementation. In the process of monitoring the progress of the implementation of the decision, the necessary adjustments are made and an assessment of the result obtained from the implementation of the decision is given;

- system of rewards and punishments. It is designed to improve the efficiency of personnel activities aimed at achieving the goals of the organization. In order to effectively motivate their employees (i.e. create an internal drive to act that is the result of a complex set of constantly changing needs), the manager must determine what these needs really are and provide a way for employees to satisfy these needs through Good work. The system of rewards and punishments significantly affects the psychological climate that exists in the organization;

- permeability of information "down". This is the effectiveness of inter-level communications in the organizational system. Information moves within the organization from level to level within vertical communications. The quality and quantity of information transmitted downstream, i.e. with higher levels to the lower ones, determines the effectiveness of the execution of management tasks at all levels of the hierarchy. In this way, the subordinate levels of the control system are informed about current tasks, changes in priorities, specific tasks, recommended procedures, etc. (in practice this is not always the case). This ensures the conscious execution of instructions by the staff on the basis of their own ideas about the goals of the received tasks, increases the likelihood of achieving a positive result. Staff always have their own ideas about the purpose of the assignment, but how accurate they are depends on the information coming “down”;

- permeability of information "up"". The transfer of information within the framework of vertical communications from the lower levels of the hierarchy to the higher levels significantly affects performance. Upward communication is feedback that serves to alert the "top" about what is being done at the lower levels. In this way, management learns about current or emerging problems and suggests possible options for correcting the situation. With the complete absence of feedback, the control is helpless, with serious restrictions, it loses quality;

- personnel policy. This is a system of rules and norms that have developed in the organizational system and are aimed at ensuring harmonious and effective (in the interests of the organizational system and personnel) inclusion of employees in the life of the organization;

- quality of activity planning. It reflects the effectiveness successive actions all members of the organization aimed at achieving common goals by the organizational system, including actions to implement strategic, current or operational planning and develop targeted programs. The planning function involves deciding what the goals of the organizational system should be and what its members should do to achieve these goals, and also determines where the organizational system is currently located, where it wants to go, how it is going to do it;

leadership. This is the perception by the staff of the top manager as a leader worth following; the ability of the manager to carry the workforce along with him in the direction of achieving the goals of the organization. To a large extent determines the possibility of innovation.

. Quantifying Efficiencymanagement in many ways difficultdue to specific features managerial work.

One of the famous approaches to performance evaluationmanagement consists in using the concepts of "efficiency in the broad sense" and "efficiency in the narrow sense". In a broad sense, management efficiency is identified with the efficiency of the system as a whole. In a narrow sense, efficiency reflects the effectiveness of the actual management activities. In both senses, generalizing indicators and a system of private indicators of economic and social efficiency are used to characterize efficiency.

The most typical method for determining the economic efficiency of measures to improve management is the accrual of the annual economic effect obtained from their implementation and its comparison with the costs of these measures. Justification of the economic efficiency of improving the management of enterprises should be supplemented by an assessment of their social efficiency.

The methodology for calculating the economic effect depends on what activities are carried out and which subsystem of the management system they belong to - "input", "transformation process" or "result".

Investment efficiencycalculated according to the indicators summarized in the system. These include:

indicators of commercial (financial) efficiency, reflecting the financial consequences of the project implementation for its direct participants;

indicators of budgetary efficiency, reflecting the financial implications for the federal, regional and local budgets;

indicators of economic efficiency, taking into account costs and results.

Improving performance indicatorsactivities of the company is possible as a result of the development and implementation organizational and technical measures, which comprehensively reflect efficiency factors that can be combined into two groups:

measures to increase the result of the organization's activities;

measures for more economical use of resources (resource saving, cost reduction of the company).

To determine the effectiveness of management, specific approaches and techniques are needed, so their basics are outlined below.

Indicators of management efficiency and approaches to their determination.

To assess the economic efficiency of management in a broad sense, summary indicators. Until recently, to characterize the economic efficiency of the management system for state level among others, a generalizing indicator was used - national income (newly created value) for a specific period of time, at the industry level - an indicator of labor productivity, at the enterprise level - profit.

Private indicatorsthe economic efficiency of management in the broad sense (of the organization as a whole) is very high (more than 60). Among them: profitability, turnover, return on investment, capital intensity, capital productivity, labor productivity, the ratio of wage growth and labor productivity, etc.

General indicators of social efficiency in a broad sense can be:

the degree of fulfillment of consumer orders;

share of the company's sales in the market, etc.

Private indicators of social efficiency are:

timeliness of order fulfillment;

completeness of the order;

provision of additional services;

after-sales service, etc.

Economic efficiency of management (Eat) in a narrow sense, characterize the following indicators:

summary indicator

E At =D/Z,

where D- income of the enterprise;

Z - the cost of maintaining the management apparatus;

private indicators :

the share of administrative and management expenses in the total cost of the enterprise,

the share of the number of managerial employees in the total number of employees at the enterprise,

manageability rate (the actual number of employees per employee of the administrative apparatus), etc.

To private indicators, characterizing the efficiency of labor in the field of management, also include:

reducing the complexity of processing management information;

reduction of managerial staff;

reducing the loss of working time of managerial personnel by improving the organization of labor, mechanization and automation of labor-intensive operations in the field of management.

General indicators social efficiencyin the narrow sense are: the share of decisions taken at the suggestion of the employees of the labor collective; the number of employees involved in the development of a management decision, etc.

To private indicators of social efficiencyinclude: the degree of technical equipment of managerial work, the turnover of employees in the management apparatus, the qualification level of personnel, etc.

Let's take a closer look at options for determining a generalizing indicator of the economic efficiency of managerial work.

Classic method determination of economic efficiencyincludes the ratio of economic results of labor to labor costs . Since the direct assessment of labor results in management is limited, an indirect assessment is used, including the determination of the specific contribution of employees to the final performance indicators of the management apparatus, implemented in the final results of the managed object.

The indicator for a comparative assessment of management efficiency reflects the following ratio:

Eat= Pat/ Uh

where Eat - management efficiency;

Rat - effectiveness of management;

At3 - unit management costs.

As the first component of the management effectiveness indicator, we can recommend two indicators: growth (growth) of labor productivity and the ratio of growth rates of labor productivity and capital-labor ratio.

When comparing control systems, preference is given to a system with more high rate efficiency.

Of particular interest is approach to the indicator of the effectiveness of collective managerial work(E)which is a modification of the main method given earlier:

E \u003d W / W pl + F vol + E * F os

where AT -volume of final products, rub.;

Wt - the cost of paying employees, rub.;

F o6 - current costs for working capital, rub.;

Fwell - the cost of the main industrial production assets, rub.;

E -coefficient of efficiency of production assets (normative can be used).

Private methods for determining the effectiveness of management.

Despite all the difficulties in evaluating the effectiveness of managerial work, theoretical, methodological and methodological techniques for evaluating the effectiveness of individual measures have been developed to a greater extent than management as a whole. Thus, there are known methods for evaluating the effectiveness of the introduction of new technology, automated systems management, etc.

The most typical way to determine the economic efficiency of management improvement measures is to calculate the annual economic effect obtained from their implementation and compare it with the costs of these measures.

Management Improvement Efficiency Ratio

Ke = Eg / Zu

where EG - annual economic effect obtained as a result of the activities;

Wat - expenses for measures to improve management.

The annual economic effect can be calculated using the formula

E G = C - Zu * E n ,

where With- annual savings from measures to improve management;

Eand - industry normative coefficient of efficiency.

Justification of the economic efficiency of improving the management of enterprises should be supplemented by an assessment of their social efficiency.

Social efficiency is determined by the ratio of indicators reflecting the social result to the costs necessary to achieve it. Social results are manifested in improving the living conditions and life of the population, maintaining and strengthening human health, facilitating and increasing the content of his work.

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Introduction

1. Theoretical part

1.1 The essence of management effectiveness

1.2 Criteria and indicators of management effectiveness

1.2.1 Quantitative performance indicators

1.2.2 Qualitative performance indicators

1.3 Economic evaluation of management effectiveness

1.4 Influence of culture on organizational performance

2. Practical part

Conclusion

Bibliography

INTRODUCTION

Traditional economic theory assumes that in the organization of the work of any enterprise it is necessary to compare the costs and results of work, to apply certain indicators. At the same time, the criterion for the effectiveness of management as a whole is maximizing productivity and minimizing costs. Moreover, this should be given the most close attention, when it comes to successful business activities, to advance in the market, to achieve superiority over their competitors.

Management efficiency is a complex, multifaceted category. She reflects characteristics economic, social and other phenomena. An analysis of the category of efficiency, factors determining it allows us to conclude that adequate content and forms of manifestation of efficiency are groups of indicators of economic efficiency, which can act as a measure, a criterion for the effectiveness of the organization. An analysis of the category of efficiency, factors determining it allows us to conclude that adequate content and forms of manifestation of efficiency are groups of indicators of economic efficiency, which can act as a measure, a criterion for the effectiveness of the organization. As a criterion for the efficiency of production and management, private indicators of the use of certain types of resources are used: material resources, fixed production assets, capital investments, labor productivity, which characterizes economic activity personnel, and generalizing indicators characterizing the final results. Improving the performance of the organization is possible as a result of the development and implementation of ways to increase the economic efficiency of management.

1 THEORETICAL PART

1.1 The essence of management effectiveness

The concept of management efficiency largely coincides with the concept of the efficiency of the organization's production activities. However, production management has its own specific economic characteristics. The level of efficiency of the managed object acts as the main criterion for the effectiveness of management. The problem of management efficiency is an integral part of management economics, which includes consideration of:

· Managerial capacity, i.е. the totality of all resources available and used by the management system. Managerial potential appears in material and intellectual forms;

· Costs and expenses for management, which are determined by the content, organization, technology and scope of work to implement the relevant management functions;

The nature of managerial work;

· Efficiency of management, i.e. the effectiveness of people's actions in the process of the organization's activities, in the process of realizing interests, in achieving certain goals.

Efficiency is the effectiveness of the functioning of the system and the management process as the interaction of the managed and control systems, i.e. integrated result of the interaction of control components. Efficiency shows the extent to which the governing body implements the goals, achieves the planned results. The effectiveness of management is manifested in the efficiency of production, is part of the efficiency of production. The results of the action, correlated with the goal and costs, are the content of efficiency as a managerial category.

A number of factors influence the effectiveness of a manager's activity: the employee's potential, his ability to perform certain work; means of production; social aspects of the activities of the staff and the team as a whole; organization culture. All these factors act together, in an integration unity.

Thus, management efficiency is one of the main indicators of management improvement, determined by comparing the results of management and the resources spent to achieve them. It is possible to evaluate the effectiveness of management by comparing the received profit and management costs. But such a simplified estimate is not always correct, because:

1) the result of management is not always in profit;

2) such an assessment leads to a direct and indirect result, which hides the role of management in achieving it. Profit often acts as an indirect result;

3) the result of management can be not only economic, but also social, socio-economic;

4) management costs can not always be clearly identified.

Of fundamental importance for evaluating the effectiveness of a management system is the choice of a basis for comparison or determining the level of efficiency, which is taken as normative. One of the differentiation approaches is reduced to comparison with indicators that characterize the effectiveness of the organizational structure of the reference version of control systems. The reference version can be developed and designed using all available control system design methods and tools. The characteristics of this option are accepted as normative. A comparison can also be applied with performance indicators and characteristics of the management system chosen as a benchmark that determines the acceptable or sufficient level of efficiency of the organizational structure.

If management activity fully or partially solves the task, is embodied in the expected result, and ensures its achievement based on the optimal use of available resources, then it is considered effective. In the first case, we are talking about external efficiency, in the second - about internal.

External efficiency is otherwise called profitability, and internal efficiency is called efficiency, showing the price that had to be paid for the result obtained (for this it is correlated with the amount of costs). The more the result exceeds the costs, the more economical the activity.

However, often the main thing is not how many times the result more costs and whether it is more valuable.

Management efficiency can be tactical and strategic, and they contradict each other. For example, the orientation of the company's management to obtain momentary benefits does not leave resources for its development in the future.

Management efficiency can also be spoken of as potential or real. Potential efficiency is assessed in advance, while the real one is determined by the degree of achievement of the goals themselves, the results obtained in practice. Since different methods are used in management, it is also legitimate to evaluate their effectiveness.

It should be noted that there is no one-to-one correspondence between profitability and profitability. Highly economical management can be ineffective in terms of achieving the goal itself, leading away from it, and effective management can be uneconomical if the goal is achieved at too high a price.

Therefore, in practice, a certain compromise must always be reached between these two approaches, taking into account the requirements of a particular situation.

A change in a more favorable direction of the ratio between the results obtained and the costs associated with them is called the economization of activity. In practice, it is far from always possible, and often its stabilization and even the reverse process takes place.

The economization of management itself is achieved in several ways:

1) cost reduction with the same results;

2) an increase in the result with a smaller increase in costs;

3) increase in results while reducing costs (the most favorable option);

4) a decrease in the result with an even greater reduction in costs.

Thus, the economization of management is by no means always associated with an increase in profitability, since the absolute result can even be reduced. Therefore, the profitability criterion is taken into account only when assessing the achievement of a specific management goal, regardless of other tasks.

Management efficiency can be defined in general terms or in relative terms, for example, as the ratio of the goal and the result obtained (the degree of goal realization), the result obtained and the resources used to obtain it, the economic effect and costs, the need and its satisfaction, or in absolute terms, say , in the mass profit.

In practice, management efficiency can be measured both by general indicators that characterize the work of the company (labor productivity, profitability, production growth, etc.), and by specific ones (cost savings by streamlining information flows, reducing the proportion of managers in the staff, reducing the number of management levels). etc.).

Effective management is consistent with the purpose and strategy of the organization.

Effective management activities must be timely, which requires the choice of the most appropriate moment to start it, the optimal sequence of individual stages, the exclusion of unjustified interruptions and loss of time. It is difficult to overestimate the importance of taking these circumstances into account in the conditions of constant complication of economic processes.

The most important conditions for effective management today are the use of the latest information and management technologies, maximum automation and computerization of business processes. They allow you to free a person not only from hard work, but also from performing routine operations that hinder his creative possibilities.

Evaluation of management effectiveness

enterprise

When considering the essence and content of the effectiveness of enterprise management, it is necessary to take into account the purposefulness of management activities, which reflects the degree of achievement of the goals. In a general sense, efficiency is characterized by a certain ratio of the result with the goals or the result with the costs of obtaining it, that is, it is a relative value.

Achieving any goals requires a certain activity, which is characterized by such features as spatio-temporal certainty, spontaneity or regularity, independence or subordination. If the activity fully or partially leads to the achievement of the set goals, it is considered effective. Approximately, the effectiveness can be determined even before the start of the activity itself as potential, while the real efficiency depends on the degree of achievement of the goals themselves, that is, on the results obtained in practice. Since various methods and methods are used to achieve management efficiency, it is also necessary to evaluate their effectiveness. Characteristics of ways and methods to achieve the effectiveness of enterprise management are given in table. 8.3.

Table 8.3

Ways to achieve management efficiency

Continuation of the table. 8.3

Efficiency as the degree of achievement of management goals can be assessed using the profitability of the result obtained and the cost-effectiveness of activities to achieve the goals.

The indicators used to measure and evaluate the effectiveness should be considered separately for models of closed and open systems management. Measurement of efficiency, according to models of a closed type, is based on indicators that reflect the use of internal resources used in production. The main attention is paid to internal efficiency, which characterizes the output per unit of cost. This ensures quality, satisfaction of demand, low prices and costs, and the efficient allocation of resources, products or services.

Performance indicators are calculated in relation to profit and characterize the profitability of the use of enterprise resources. The degree of use of resources (current costs) is determined by comparing costs with sales volume. The effectiveness of the use of various resources can be assessed by indicators of resource efficiency, determined on the basis of a comparison of the result with the consumption of various resources.

The methodology for evaluating the effectiveness of management also uses a system of indicators to determine the degree of achievement of the goals of management by increasing labor productivity, forming and ensuring the quality of working life.

In systems open type efficiency is measured taking into account environmental factors. The main attention in the assessment is paid to the ability of the enterprise to attract and economically use resources, quickly respond to changes in the external environment and flexibly adapt to the conditions of these changes. At the same time, enterprises should strive to get the maximum effect from interaction with the external environment, which is estimated in foreign practice the following indicators:

Economic efficiency enterprise activities and management system;

Internal integration and coordination of management processes;

Adaptability and speed of response to external influences;

The level of use of human capital.

The effectiveness of enterprise management depends on the efficiency of the manager's work, the main evaluation criterion is the results of the work of the team as a whole and each of its members individually. They are measured by various indicators, which are influenced by technical, organizational economic decisions. The actions of these decisions are most effective when they simultaneously form positive attitudes of employees towards work, develop comradely mutual assistance, team cohesion, increase job satisfaction and improve the socio-psychological climate. Thus, the effectiveness of the manager's work is assessed by socio-psychological and production and economic indicators.

The study of approaches to assessing the effectiveness of enterprise management makes it possible to form a system of general criteria, the characteristics of which are given in Table. 8.4.

Table 8.4

Hierarchy of criteria for evaluating management effectiveness

Continuation of the table. 8.4

When building an enterprise management system, an important place is occupied by an assessment of the internal effectiveness of management processes, which shows how the satisfaction of certain needs affects the dynamics of the goals of the enterprise and individual groups. The most important goals are considered to increase sales, profits, market share and provide competitive advantages /8/.

In foreign practice, when evaluating management efficiency, the indicator of maximizing sales rates is often used, calculated in accordance with two variables: investment and profit /8/. The use of these variables as independent is explained by the fact that investments are formed both from profit and from external sources financing. Maximizing the rate of sales in the short term may lead to a decrease in the profit margin, but in the long run it provides an increase in the volume of profit.

The internal efficiency of enterprise management depends entirely on the level of aggregate labor productivity. The increase in individual labor productivity should be ensured by the mechanism of motivation operating at the enterprise. The growth of the productivity of the entire production system depends on the use of methods of scientific organization of labor, the degree of technical equipment of production, the rational use of resources and the effectiveness of management methods.

Taking into account the dual nature of productivity, the management system should be built on the basis of effective labor motivation with a rational combination of its horizontal and vertical division and on the basis of the production and information technologies used. Consequently, the effectiveness of enterprise management depends on the level of efficiency of personnel management and the level of efficiency of management of organizational and technical elements of the production system.

AT strategic analysis performance indicator is important as a component in determining the level of costs per unit of output. Since, in a general sense, efficiency reflects the effectiveness of production management, in order to make a profit, the cost of products must exceed the costs of manufacturing them. Therefore, in efficient production the ratio of these indicators should be greater than or equal to one, i.e. the effectiveness of achieving management goals is determined by the concept of "cost effectiveness". It is advisable that a single procedure for determining productivity and efficiency be developed for all departments of the enterprise.

The most important mechanisms for managing the effectiveness of activities are the processes of motivating employees and feedback, with the help of which the enterprise adapts to changing conditions. These processes actively involve not only managers, but also all interested groups, both external (potential investors, creditors, consumers and suppliers) and internal (workers, trade unions and informal groups).