Organizational structure and organizational management mechanisms. Big encyclopedia of oil and gas

The essence of the control mechanism.

A comprehensive mechanism for managing an organization.

Economic control mechanism.

Motivational control mechanism.

Rice. 9.2. Algorithm for forming the structure of the control mechanism

RU], [FKU, RU]. The result of these impacts will be bringing the control object in line with the set goals. If the required amount of resources cannot be mobilized, it will be necessary either to revise management methods, or again return to the pair [OS, TA] (Fig. 9.2.).

Formation of a system of goals of the organization. The goal of any functioning organization is the result of the activity of this organization, which is desirable to achieve at a given time. The set of goals of different levels represent interrelated goals. Often the system is presented in the form of a tree of goals.

The starting points for the formation of a system of goals of an industrial organization and the formation of a pair [O U, TS] are the representation of the control object as a developing production and socio-economic system and the implementation of a targeted approach to management. Further, for the purposefulness of management and its focus on specific end results, criteria (or indicators) are determined for each goal, according to which the activities of enterprises are planned and evaluated, numerical values these criteria, conditions are created that provide the required results (a management mechanism is formed) and the work of the labor collective (personnel) is organized to achieve the goals set. All this together is implemented by target management.

When forming a system of activity goals, a number of requirements must be met, including the requirement subordination of goals, their completeness, comparability, interdependence, consistency, certainty, reality .

Coordination of management criteria and management factors (a pair of KU, PKU). Control is carried out by influencing certain control factors, that is, the properties and elements of the control object as a whole, the properties of these elements, their relationship with other elements, the connection of the control object with the external environment. The very methods of influencing certain management factors belong to another category of management - management methods or to an analogue of methods - resources. At the same time, the ability (property) of an enterprise to reproduce, accumulate and effectively use these resources is a category that must be attributed to management factors. Since the control object has integrity properties, a change in the state of one or another factor under the influence of a control action leads to a change in the state of the control object as a whole or its individual parts.

Any production system is a complex object of management, and in order to identify the entire set of factors, it is necessary to divide it into a number of simpler objects. Such dismemberment can be done in several ways, including:

• differentiation of the structure of the enterprise by the levels of departments (production, workshop, work area, workplace);
• differentiation of the technological process of production into technological chains, technological lines, technological transitions;
• division life cycle products at the stage, stages, phases and other processes; dividing the range of manufactured products into groups of technologically and structurally homogeneous products, by quality levels, consumer groups or by programs formed in relation to specific objects and management goals.

The main factors of production are the most important resources of any enterprise. When the OU is presented as a tree or as a set of interrelated elements production process, easier setting specific purpose, defining the task to achieve this goal (KU) and specifying the factors that ensure the fulfillment of this task (FKU). To organize the impact on PKU of various nature, it is necessary to identify their totality and the degree of compliance of factors with management criteria in order to assess the need and possibility of mobilizing resources to bring PKU in line with the goal (criterion) when forming a pair [PKU, RU].

The degree of consistency of the components of the pair [KU, PKU] can be assessed by comparing the planned and achieved values ​​of the vector of indicators of the state of factors and indicators of results (costs, effects, efficiency), the achievement of which is ensured by the mobilization of these factors.

Coordination of management factors and management methods (PKU, MU). The nature of the impact depends on the nature of the factor and its susceptibility to certain methods of exposure. Management decision consists in the formation of a rational pair of sets "a number of control factors", "a number of methods of influencing these factors", that is, a pair [PKU, MU]. In the management of enterprises, economic, social (motivating), organizational, administrative and legal methods, as well as their various combinations, are widely used. If it is necessary to influence the state of the “capital” factor, one should put in action economic methods(for example, capitalization of depreciation), social methods (for example, motivation for the quality operation of equipment by personnel), organizational methods (for example, organizing interaction with suppliers of raw materials and components), legal methods (for example, the legal discipline of supplies). If it is necessary to influence the state of the “labor” factor, one should apply motivating methods in order to strengthen the motives of work and (or) carry out a shift in motives for the set goals. The complexity of the methods of influencing factors of various nature determines the objective need for the formation of an integrated management mechanism industrial enterprises.

Coordination of management methods and management resources (pairs of MU, RU, FkU, RU). Management resources should be understood as sources of influence on control factors. In production systems, these sources can be:

• material resources of the production system, including monetary and clothing capital, as well as investment, production and scientific and technical potentials;
• social (personal and collective) potential of the organization;
• organizational potential of the production system.

These three sources are not isolated, as they are formed as a result of mutual influence. Thus, social potential is created under the influence of the system and norms of remuneration, the level of scientific and technical development of production and professional training of personnel, production culture, management organization and other factors. In turn, the material resources of the production system are the fruit of living and materialized labor, that is, the result of the mobilization of social potential.

Under organizational potential of the enterprise understand the range of organizational possibilities of its functional services(marketing, manufacturing, R&D), as well as general corporate governance. Obviously, the organizational potential is formed under the influence of material resources, scientific, technical and social potentials of the production system.

Resource constraints may lead to the need to revise the previously formed pair [FcU, MU] in terms of the composition of the selected factors and methods of influencing them. Changing the pair [FkU, MU], in turn, will require in the pair [TsU, PkU] to bring the management goals in line with the real possibilities of influencing factors. Only if there is such a correspondence, it can be considered that a number of factors, the impact on which can give real results, have been identified.

In conditions of limited resources, the task arises of determining the priority of factors, the significance of which is determined by the goals of management. To achieve each goal, there is a set of priority factors. The identification of these series is one of the main tasks in the formation of specific control mechanisms. The need to rank management factors according to their priority is confirmed by both domestic and foreign experience.

The properties of the production system develop under the influence of control actions and are themselves control factors. The most important of these factors is the ability of the enterprise to reproduce, accumulate and effectively use the material and labor resources necessary for development. This factor includes:

• the investment potential of the enterprise, determined by the growth of the share price and the reinvestment of profits;
• starting conditions for development;
• the presence of its own scientific, experimental, industrial and educational base capable of developing (its own development system);
• ability to use research and production potential external environment enterprises ( external system development);
• the susceptibility of the production system to innovations and its ability to self-learn;
• controllability of the production system, the ability of management to foresee the objective course of development, to form and consistently implement technical policy for a sufficiently long term.

2. Comprehensive management mechanism is a set of economic, motivational, organizational and legal (and in some cases also political) ways of purposeful interaction of business entities (subjects of entrepreneurship and scientific and technological development) and the impact on their activities, ensuring the coordination of the interests of the interacting parties, objects and subjects of management. Since management factors can be of an economic, social, organizational, legal and political nature, a comprehensive ­ The mechanism of management should be a system of economic, motivational, organizational and political mechanisms formed under the influence of law.

Previously operating mechanisms were formed as monomechanisms - mechanisms of the same nature. In the pre-reform period, a predominantly organizational and administrative mechanism operated. Its purpose was to transform the goals and decisions of the central authorities into the interests of the people. However, such a transformation can lead to an increase in the motivation of people's activities only if these decisions correspond to their interests. This correspondence is achieved in an integrated control mechanism.

Transition to market economy was marked by the rejection of the organizational-administrative mono-mechanism, not only because of its inefficiency, but also because it, in its former form, contradicts the principles of joint-stock democracy. The task of creating a monomechanism of a different nature was brought to the fore. However, the role of motivational mechanisms is still unreasonably ignored. The rejection of organizational management mechanisms instead of their adaptation to new economic conditions and ignoring motivational mechanisms lead to the inefficiency of the newly created economic mechanism, which is clearly confirmed by the course of economic reform, accompanied by degradation of production and economic instability. Successfully solve the problem of overcoming the economic downturn and ensure economic, scientific, technical and social development it is possible if, in the course of economic and socio-political reform, an effective management mechanism is created, in which mechanisms of various nature are optimally combined.

Allocation of mechanisms according to the principle of homogeneity of nature is possible by the presence in them of leading features. However, in general, it is difficult to single out any "pure" mechanisms that would be only economic or only organizational, or only motivational. So, for example, product standardization can be considered as a mechanism for coordinating the activities of business entities in the processes of the product life cycle, that is, as an organizational mechanism. In turn, the requirements of the standards are established on the basis of economically optimal solutions. And, therefore, standardization is also an economic mechanism (a mechanism for coordinating economic interests). If the harmonization of national standards with the standards of other countries is carried out during standardization, then standardization acquires the features of a political mechanism.

The complex of control mechanisms of an industrial organization is a multi-level system of interrelated mechanisms of various nature: economic, motivational, organizational, legal and political. As mentioned above, it is usually difficult to single out any "pure" homogeneous mechanisms that would not bear the features of mechanisms of a different nature (for example, they would be only purely motivational, not bearing the features of an economic, organizational or legal nature). Therefore, the allocation of mechanisms according to the principle of homogeneity is carried out by the presence in them of the leading features. The division of one or another mechanism into more specific mechanisms can be ambiguous. Below is one of the options for structuring the complex management mechanism of a large industrial enterprise that has the organizational and legal form - a joint-stock company (Fig. 9.3).

Rice. 9.3. Comprehensive organization management mechanism

The complex mechanism for managing a joint-stock company (two levels of structure) includes:

1. ECONOMIC MECHANISMS:

1.1. The mechanism of competition and market pricing.

1.2. Mechanism of self-sufficiency (reproduction of factors of production).

1.3. Shareholding mechanism for self-financing of investments in industrial, scientific, technical and social development.

1.4. The mechanism of borrowed funds invested in the development of the enterprise.

1.5. Mechanism state regulation and state support.

2. MOTIVATIONAL MECHANISMS:

2.1. Mechanism of motivation of high-quality work.

2.2. The mechanism of motivation of scientific and technical development of production.

2.3. Entrepreneurship motivation mechanism.

2.4. The mechanism of business motivation.

3. ORGANIZATIONAL MECHANISMS:

3.1. Structural mechanisms.

3.2. Organization of management and the mechanism of shareholder democracy.

3.3. Organizational and economic mechanism of corporate planning.

3.4. Organizational-technical and organizational-administrative mechanisms.

3.5. Information mechanisms.

4. LEGAL MECHANISMS:

4.1. Norms and institutions of economic law.

4.2. Arbitration mechanism for economic disputes.

4.3. Norms and institutions of corporate law.

5. POLITICAL MECHANISMS:

5.1. Socio-economic policy.

5.2. Foreign economic policy.

5.3. Scientific and technical policy.

3. rod economic management mechanism the organization is a market mechanism of competition and pricing, a traditional mechanism for the reproduction of production factors (self-sufficiency mechanism) and a joint-stock mechanism for the development of production (self-financing mechanism).

basis market mechanism of competition and pricing make up the competitive environment and competitive strategies of market participants (sellers and buyers). The competitive environment is determined by the form of the market (polypoly, oligopoly, monopoly and their modifications). The competition of sellers for the sale of their goods when supply exceeds demand, and the competition of buyers for the purchase of the desired product when demand exceeds supply, form a price mechanism that establishes the equilibrium price. Competitive strategies are determined by supply and demand factors. The dynamics of supply and demand under the influence of various factors generates a process of continuous adaptation of enterprises and consumers of their products to market conditions. The state regulates the market by supporting fair competition, prohibiting unfair competition and limiting monopolistic activity.

The mechanism of reproduction of production factors designed to ensure continuous self-sufficiency of the enterprise. It includes mechanisms for remuneration, reproduction of production stocks and reproduction of basic production assets(capital). The transition to a market economy is accompanied in Ukraine by the degradation of the capital reproduction mechanism (mechanisms working capital and depreciation), which required the creation of a specific mechanism for the insolvency (bankruptcy) of the enterprise. The latter is designed to restore the viability of the self-sufficiency mechanism, or to liquidate a loss-making enterprise that has become an insolvent debtor.

share mechanism is implemented by accumulating equity capital and investing it in development, as well as by reinvesting profits. Capital accumulation is achieved by issuing shares and increasing their value in the secondary market as a result of efficient operation. joint-stock company. The share of profit reinvested in development is determined by the investment policy of the joint-stock company, which depends on the existing structure of shareholding (share distribution among shareholders). If a group of shareholders interested in receiving income in the future plays a decisive role in the management of a joint-stock company, then priority in the distribution of profits will be given to its reinvestment in development; if a vital role belongs to a group interested in obtaining current income, priority will be given to paying dividends to the detriment of development.

The shareholding mechanism of a successfully operating joint stock company is strengthened by the mechanism of borrowed funds, which is implemented through the traditional mechanism of investment lending, mechanisms of leasing and venture (risk) financing that are fundamentally new for our enterprises, as well as by issuing own bonds by the joint stock company. The field of venture financing is risky enterprises that put forward and are ready to implement promising ideas and projects. Leasing is a kind of investment in which the lessor finances the lessee's investments by giving him a loan not in cash, but in property (fixed capital). The issue of the company's bonds is designed for a mass investor and can become an effective mechanism for the development of only successfully operating joint-stock enterprises that have the ability to secure a loan and a high image.

Mechanisms of state regulation of activities organizations have an economic, organizational-administrative, legal and political nature. AT economic mechanism , at the stage of reforming the economy, essential have:

· privatization policy, under the influence of which joint-stock entrepreneurship is formed and developed and a joint-stock management mechanism is formed;

· participation of the state in the capital of joint-stock companies in order to ensure state priorities in the most important industries;

· antitrust policy, aimed at creating a competitive market and, consequently, at the formation of a market mechanism for competition and pricing.

Despite the fact that the transformation of forms of ownership allows joint-stock enterprises to independently finance the scientific and technical development of production, the mechanism of state support remains an obligatory component of the economic mechanism for managing development. This is due to a number of circumstances.

First, the length of the period during which the costs are paid off. It is during this period that enterprises need financial support, subsequently compensating for the state's costs by increasing tax deductions due to increased production efficiency.

Second, radical and especially transformative innovations driven by market demands (transition to a new technology/demand life cycle and change of technological specialization) are capital-intensive and require the concentration of large resources. The state is interested in such innovations, since their implementation leads to the rise of industrial production to a qualitatively new level.

Thirdly, the coming post-industrial era is characterized by the creation of new technologies and products designed to inculcate new needs. The duration of the innovation cycle of such industries increases, as it includes the stage of recognition of new products by the consumer. At the same time, the transfer of production to the level of the post-industrial era creates ample opportunities for the inclusion of the state economy in the world economy.

Mechanisms of state support for scientific and technological development production is varied. These mechanisms are based on budget financing of science and education and a rational system of taxes. Science is called upon to create fundamentally new technologies and products, the education system is to train highly qualified workers, specialists and managers; the tax system should allow enterprises to have a sufficient level of reinvestment of profits and depreciation, thus ensuring the independence of enterprises in the development of production.

Other mechanisms of state support are: various forms encouragement of investment activity and progressive technologies. One of these forms, for example, can be venture financing by the state of risky projects, the implementation of which allows the creation of leading technologies; rationalization of the structure of state demand and placement of orders in order to achieve the profitability of state orders at a level not lower than the profitability of market demand; state regulation of prices, tariffs and duties, which often has not only an economic, but also a political orientation.

The structure of the economic mechanism for managing a joint-stock company is shown in Figure 9.4.

4. Motivation - the process of motivating influences, that is, influences on the motivating factors of a person, under the influence of which he has a need to work in such a way as to contribute to the achievement of the goals of the organization. Thus, motivation is a function of management.

Motivational mechanism- a set of motives that are formed under the influence of motivating influences.

Motivating factors- factors of various nature, under the influence of which motive-forming influences take place.

Motivational goal- the goal to achieve which this or that set of motives is directed.

Rice. 9.4. The structure of the economic mechanism for managing a large industrial enterprise ( possible variant)

The motivational mechanism is one of the components of the mechanism of interest in achieving the maximum economic and social results of entrepreneurial activity. The concept of motivation means the totality of motivating factors and processes that ensure the emergence of motivation in people to achieve vital goals. Such a desire involves activity in a changing environment and requires a situational response. In the process of situational development of motivation, the possibility is assessed and the way to achieve the desired result is determined.

An effective mechanism of motivation can be created under conditions of freedom for each person to choose the types and forms of activity he needs, under conditions of free development of all forms of ownership.

The motivational mechanism of the production process (scientific and production, production and marketing activities of the company) can be represented by four subsets of motives (motivational mechanisms), each of which is aimed at achieving a certain subset of the company's goals (Fig. 9.5.):

• motivational mechanism of high quality productive labor(MM 1);

• motivational mechanism of scientific and technical development of production (MM 2);
• motivational mechanism of entrepreneurship (MM 3);
• motivational mechanism of management (MM 4).

Let's bring brief description motivational complexes that make up the motivational mechanism of company management.

Motivational mechanism of high-quality productive labor is targeted at rational use production resources, increasing labor productivity, defect-free manufacturing of products, reducing the time for mastering the production of new competitive products. It is based on internal motives determined by the predisposition of the individual to work (VM), external positive motives that cause a positive reaction in workers and encourage them to work (VPM), and external negative motives that cause a negative reaction and, as it were, force them to work (VOM) .

Motivational mechanism for the development of production is directed, first of all, to increase the scientific and technical level of production, the creation and development of new types of products. This mechanism is based on the motives of innovations in production, generated by the internal elements of the production process and the external environment, the motives for the perception of innovations by the production system, the motives of engineering and technical creativity, both direct participants in the process of technical development, and participants in the production process.

Motivational mechanism of entrepreneurship is aimed at achieving success and survival in competition in the near and long term based on flexible diversified responses to changes in the external environment and the implementation of a continuous chain of innovations in products and technology. The effectiveness of this mechanism is ensured by the motives of competition and cooperation in the creation of new products and technologies, entrepreneurial strategies, motives for entrepreneurial risk, motives for entrepreneurial reactions to changes in the external environment, motives for intra-company entrepreneurship, which ensures management flexibility and the perception of innovations.

Motivational mechanism of management is aimed at maximizing income, its optimal distribution and the most profitable use on the basis of the transformation of forms of ownership and the democratization of enterprise management. The basis of this mechanism is the motives of responsibility for the results of production and economic activities and for the development of the enterprise, the motives for active participation in the management of production and the affairs of the joint-stock company, the motives for professional growth, the motives for rationalizing the organizational structure of the enterprise and the management system.

The structure of the motivational mechanism as part of a comprehensive mechanism for managing the development of production of a joint-stock company is shown in fig. 9.5.

For many labor collectives and managers of enterprises, as well as higher-level management bodies, the foundation of entrepreneurship - the scientific and technical development of production and the rationalization of the organizational structure and management system - does not currently have a motivational significance. The goals of entrepreneurship and the development of production in this case remain only guidelines for the future. Without a shift in motives for these goals, one cannot count on their achievement. First of all, a shift towards the goals of entrepreneurship and scientific and technological development of economic motives is necessary in order to ensure the accumulation of profit and its reinvestment in development.

Rice. 9.5. Motivational control mechanism joint stock company

Entrepreneurial type

Participating in labor, the worker, as a rule, has a number of needs, interests, immediate and distant intentions and value orientations, under the influence of which labor motives are formed. Thus, the need for creativity generates interest in creative work, which is already perceived as a value. If for someone the most important value orientation is the creative nature of labor, then earnings or working conditions may fade into the background; if - material well-being, then the worker can neglect the content of labor.

Production teams, like other business entities, are interested in focusing labor motives on the rational use of production resources, increasing labor productivity, defect-free manufacturing of products, reducing the time for mastering innovations, and supporting progressive innovations in production. To shift motives for these purposes, it is necessary to coordinate the interests of individual employees (persons) and business entities. The varying degree of coherence of these interests gives rise to various labor motives. With full coordination of interests, the most important value orientation becomes the satisfaction of social needs, achieved by the release of high-quality products in combination with high labor productivity. The mismatch of interests gives rise to personal or collective selfishness to the detriment of meeting social needs.

Rice. 9.6. Interaction of the motivational mechanism of high-quality productive labor, management and entrepreneurship

Topic 9 "Organization management mechanism"

Page 1

The organizational mechanism for managing a particular industrial company (enterprise, corporation) should be built on a flexible combination of the principles of centralization and decentralization. This is determined by the objective needs of the development of social production. On the one hand, the growth in the scale and complexity of production, the territorial disunity of enterprises within the framework of large enterprises and corporations, the diversification of their products objectively necessitate an increase in the number of organizational (structural) units and the provision of operational independence to the latter. All this leads to decentralization of management. On the other hand, there are continuous changes in the conditions of production associated with the development of scientific and technological progress (STP), market globalization and increased competition. The orientation of production to a specific market and a specific consumer requires the use of centralized marketing, planning and forecasting in the intra-company management, the development of new forms and methods of cooperation with banks and industrial enterprises, the implementation of strict control and coordination of the activities of all departments. This manifests an objective need to strengthen the centralization of management activities within the company.

The organizational mechanism for managing a company has many components, but it must necessarily represent a single system in which the functioning individual elements interdependent and interdependent. There are currently a lot of problems in the field of management organization in Russia due to the peculiarities state of the art its transitional economy.

The organizational mechanism for managing TNCs is built on a flexible combination of the principles of centralization and decentralization. The growth in the scale and complexity of production, the territorial dispersal of enterprises, the diversification of manufactured products objectively causes the need to increase the number of organizational units and provide them with operational independence, which leads to decentralization of management. At the same time, continuous changes in the conditions of production associated with the development of the scientific and technological revolution, the orientation of production to a specific market and a specific consumer require the use of marketing, planning and forecasting in the intra-company management, the development of new forms and methods of contacts with banks and industrial firms, the implementation strict control and coordination of activities of all departments. This manifests an objective need to strengthen the centralization of management activities.

The organizational mechanism for managing TNCs is built on a flexible combination of the principles of centralization and decentralization. The growth in the scale and complexity of production, territorial dispersed enterprises, diversification of manufactured products objectively causes the need to increase the number of organizational units and provide them with operational independence, which leads to decentralization of management. At the same time, continuous changes in the conditions of production associated with the development of the scientific and technological revolution, the orientation of production to a specific market and a specific consumer require the use of marketing, planning and forecasting in the intra-company management, the development of new forms and methods of contacts with banks and industrial firms, the implementation strict control and coordination of activities of all departments. This manifests an objective need to strengthen the centralization of management activities.

The combination of the algorithm of the organizational control mechanism with the algorithm of technological information processing, carried out by constructing organigrams, makes it possible to link the process of streamlining technological routes and information flows with streamlining the relationships between the structural elements of the control system that arise when organizing the cooperative implementation of its tasks and functions.

When creating legal and organizational mechanisms for managing activities for the protection and use of the environment, the strategy of environmental authorities should take into account the need to create a unified regulatory framework for environmental management (see § 2 of Chapter 3) and the following approaches and directions.

But the effective functioning of the organizational management mechanism is possible only if there is a legal framework that ensures the delimitation of areas of competence and mutual responsibility between structures of different levels.

New methodological techniques make it possible to significantly improve the organizational management mechanism due to more flexible regulation of organizational relations, a better balance of powers, and the creation of more favorable conditions to develop informal relationships. Some of the advantages of this technique are shown in table. 3 on the example of differences in the developed positions on positions.

The organizational section involves the development in the RTH system of an organizational mechanism for managing the implementation of the latter and monitoring its implementation.

The book deals with the issues of building organizational structures and creating an organizational mechanism for managing departments related to the scientific and technical development of large enterprises, associations and industrial complexes. A special section of the book is devoted to the consideration of organizational forms of program-targeted management of the creation and implementation new technology on the different levels. Specific recommendations are given for the development of a program-target approach in the organization of management.

The organizational chart of interrelations between the bodies of the program-target and linear-functional structures, together with the matrices of the distribution of functions and powers between them, give the necessary idea of ​​the organizational mechanism of management in a matrix structure. Their development is one of the main tasks of organizational design and necessary condition successful introduction of new organizational forms of management of scientific and technological progress.

The list of subdivisions involved in testing and fine-tuning structures should be established depending on the specific content of the work. However, their features and the organizational mechanism for managing design preparation suggest that complete copying of the structure of design departments is unacceptable here.

It should be noted that, despite a fairly similar understanding of the essence of management functions by most specialists, there is no single generally accepted definition of this concept in the scientific literature. In this regard, when considering the organizational mechanism of management, it is advisable to give, perhaps not quite complete, but the operational meaning of the concept of management function in order to unambiguously use it for analysis and conclusions.

However, the possibilities of restructuring the existing linear-functional structure of the technical services of enterprises and associations are limited due to their close dependence on the production structure of the latter. Therefore, the real direction of solving the problem set by the congress should be the improvement of the organizational mechanism for managing scientific and technological progress, the creation of new forms of organizational ties and their redistribution on the basis of a program-target approach.

1. Learning to teach. Active technologists in learning (RKMTCHP). What is RCMCHP: The Critical Thinking Through Reading and Writing Project was launched in the spring of 1997 to help teachers in Eastern Europe and the former Soviet Union learn and apply teaching methods that develop active learning and critical thinking skills. With the support of the International Reading Association, the Project reached over 50,000 teachers in over 40 countries. In Russia, the abbreviation RKCHP is widely known and has become part of the daily practice of teachers throughout the country. RKCHP is part of the methodological arsenal of the best teachers in almost all subject areas.

Why teachers of RKCHP: The main goal is to help teachers change the way they work in the classroom, regardless of the age of the children and the subject being studied, so that: - a situation of active research is created in the classroom; - educational process was student-centered; - students could express their point of view; - the students could solve the problem; - students can think critically; - students can learn together; - students' knowledge would be assessed more objectively; - the letter was an aid to thinking.

1. RKCHP is based on classroom activities. RKCHP does not require the student to attend additional classes. There is no need for additional tasks.

2. RKCHP can be applied at all stages of schooling, for almost all subjects. Using the methods of RKCHP, one can work both in primary and secondary schools, and in the classroom at universities.

3. RKCHP gives the Project participants the ability to plan and teach strategies to their colleagues.

4. RKCHP is easily adaptable to local curricula: the teacher can start using the strategies immediately after attending a workshop. This does not require new subjects and separate study hours. There is no need to change the curriculum. No new learning materials required.

What is the result:

Thanks to RKCHP, teachers will be better able to help students: - understand what they read and hear; - participate in meaningful discussions; - to use learned in life; - work together to solve problems; - write to learn; - Conduct collaborative research.

This is achieved through: - planning active lessons; - conducting thematic classes; - the development of genuine assessment, through which it is possible to assess the depth of knowledge of students and the process of learning itself.

The International Education Bureau (IEB) - an international center dealing with the content of education (the first intergovernmental educational organization), classifies the RKCHP as one of the 25 recommended and well-known methods for preventing crisis situations and establishing peace on the planet.

Who might be interested in RKCHP: - teachers who would like to diversify their methodological arsenal; - teachers who are not satisfied with existing approaches and teaching practices and strive to find a new, individual approach to students; - teachers who are preparing to work according to the new Federal State Educational Standard and want to master the necessary methods and techniques to achieve the goals set in the Federal State Educational Standard.

How is the training: Training takes place in the mode of modeling a real educational process using a variety of active methods of organizing work in the classroom: frontal, group, individual, written and oral. Participants of the training seminars will have the opportunity to play the role of a teacher and a student, to analyze what, how and why is happening, to assess the degree of adaptability of methods for working within their subject in their educational institution.

2. Organizational management system and its elements: subject, object, mechanism, environment. Chapter 1.The concept and content of the organizational management mechanism

The methodological apparatus that has developed in our country for solving organizational problems of management corresponded to a totalitarian system with a centrally planned management of the economy. For a long time, empirical methods were predominant in the methodology of management organization. The methods of standardization and typification were most successfully used: standard organizational management structures, standard staff of managerial employees, enterprise management standard, etc., etc. Despite the fact that model provisions were developed on the basis of the study of best practices and experimental testing, they could not take into account the whole variety of features of enterprises and the nature of their functioning, even in a planned economy.

In the late 60s and 70s, attempts to reform the forms, status, conditions for planning and functioning of enterprises were accompanied by the development of organizational and economic mechanisms for managing them Vechkanov G.S., Vechkanova G.R. Micro- and Macroeconomics: Encyclopedic Dictionary / Ed. ed. G.S. Vechkanova. SPb., 2001.- p.236.

In theory, the concept of "mechanism" is used in combination with the words "economic", "economic", "organizational", etc. At the same time, these concepts are associated with management.

The word "mechanism" is literally used in technical significance, its interpretation is connected with internal device cars.

In a figurative sense, this word is interpreted as “a system, a device that determines the order of some type of activity. State Mechanism”.

In the economic dictionary, the concept of “mechanism” is interpreted as “a sequence of states, processes that determine some kind of action, phenomenon”, or “a system, device that determines the order of some type of activity” Modern Economic Dictionary. M., 2004. - p.345.

The economic mechanism is defined as “a set of economic structures, institutions, forms and methods of management. It serves to link and harmonize public, group and private interests, ensures the functioning and development of the national economy. “The economic mechanism is determined either by the nature of the initial phenomenon, or by the end result of a series of phenomena”, “the constituent elements of the mechanism are always both the initial phenomenon and the final phenomena, and the entire process that occurs in the interval between them.” In other words, any organizational and economic mechanism is a certain set or sequence of economic phenomena. Ibid. - p.347.

The concept of "mechanism" is combined with the epithet "mechanical". The latter means “deliberately not regulated”, therefore, when using the concept of “mechanism”, it is supposed to create such a system (economic, economic, organizational) that provides a constant control action aimed at ensuring certain results of activity Vechkanov G.S., Vechkanova G.R. . Micro- and Macroeconomics: Encyclopedic Dictionary / Ed. ed. G.S. Vechkanova. SPb., 2001.- p.236.

The scientific literature notes that the organizational mechanism includes a set of elements of the production process (labor resources, means of labor, objects of labor, information); ways of organizing links between elements, organizational forms, methods, legal norms and standards that ensure the rational functioning of the entire production system Novikov D.A. Institutional management of organizational systems. M., 2003. - p.99.

On the other hand, the organizational mechanism can be viewed as a set of rules, laws and procedures governing the interaction of participants in the organizational system.

A narrower understanding of the essence of the organizational management mechanism is its understanding as a set of management decision-making procedures. Thus, this mechanism determines how the members of the organization behave and how they make decisions. In order for the managing body (for example, a leader) to choose one or another decision-making procedure (one or another management mechanism, that is, the dependence of its actions on the goals of the organization and the actions of managed entities - performers in the case of project management), it must be able to predict the behavior of performers - their response to certain control actions. Experimenting in life, applying various control actions and studying the reaction of subordinates, is not effective and is almost never possible. From this point of view, the organizational mechanism of management can be considered as a synonym for the method of management, since both determine how management is carried out Balabanov I.T. Fundamentals of financial management: Proc. allowance. M., 1997. - p.103.

In addition, the organizational mechanism is a system of methods, methods and techniques for the formation and regulation of the relations of objects with the internal and external environment.

The concept of an organizational mechanism is associated with the objectivity of the action of tektological and economic laws, patterns and principles that form their basis and essence and are a means of ensuring the necessary results. Features of the organizational mechanism are determined by the nature of the actions to organize management. The latter are:

Actions for the formation, creation, formation of the whole, as a set of interrelated and interacting parts, the combination of which is due to the goals of the structure of the whole - the control system (CS);

Actions for the formation, creation of elements (parts) of the whole, as subsystems of the RS;

Actions to ensure internal order, consistency, interaction of more or less differentiated and autonomous parts control system;

Actions to bring the MS and its elements in line with the strategic mission, goals and nature of the management object;

Actions to adapt the control system to the external environment.

Thus, actions to organize management can be represented as formative, ordering and regulating. It is the nature of the actions that determines those methodological approaches, methods and techniques that are the tools of organizational mechanisms. These are, first of all, methods of division (dismemberment) of the whole into elements and methods of connection (combination, combination), association. The former are widely represented in organizational mechanisms by graphical methods, structuring methods, heuristic methods, optimization methods, relationship and dependency matrices, etc., the latter - by the network planning and management method, functional cost analysis, decision optimization methods, graphical and heuristic methods, etc. p Vechkanov G.S., Vechkanova G.R. Micro- and Macroeconomics: Encyclopedic Dictionary / Ed. ed. G.S. Vechkanova. SPb., 2001.- p.236.

This situation does not allow sufficient specification of the mechanisms in such a system of interactions as management, which quite unequivocally in organizational activity begins on the basis of mutual voluntariness of inclusion in the interaction processes, but also includes elements of coercion of various natures and forms.

Structurally, the organizational mechanism looks in the form of functions in the organizer-performer system. Such a scheme does not go beyond the functionality of the activity and in this respect is no different from the technological processes of production, in which the structure, regulation and means are equally important and the staffing of the activity itself is no different from any tool, whether it be a hammer and a puncher or an ultra-modern production line.

In a functional system, the main function is the function, the constant reproduction of which in a certain sequence and in combination with other functions provides a result that is determined by the quality of management functions and the technological efficiency of processes.

The universal components of organizational mechanisms are the methods and ways of connecting and disconnecting the elements of the system and combining them with other systems. However, the effectiveness of these actions may be different. It depends on the properties of the elements: activities and resistances, which reflect their relationships (their reaction to connection and disconnection).

On the other hand, these terms are:

Structural mechanisms. The organizational basis of the management system is its structure. The structure determines the composition of the units included in the management system, their subordination and interrelationships, the form of division of management decisions by levels, and, consequently, the very number of management levels. In other words, the management structure is the organizational form within which the management process is carried out. Thus, it is important to determine a sufficiently effective management structure, which means to identify such a ratio of its elements, in which the requirements of the management object are met most quickly and in a timely manner.

Organizational and administrative mechanisms. This is the relationship between departments and positions in the organization, the distribution of roles, powers and responsibilities between them, as well as the order of functional and technological links that arise in management processes.

Information mechanisms, which are characterized by the relative location of sources and recipients of messages in the organization, the composition and relationships of information carriers, the direction and configuration of communication networks, etc. Balabanov I.T. Fundamentals of financial management: Proc. allowance. M., 1997. - p.112.

Note that management is multi-level. The main link of management is the enterprise. The control mechanism at the micro level is formed under the influence of the laws of the production process and its links with the market environment. The mechanisms operating at the micro level should be guided by state and regional governments in the formation of an economic development strategy and the development of economic law norms.

At the same time, it is important to determine the methods for constructing organizational mechanisms. The need to ensure compatibility, compliance and correlation requires at each stage of its formation the division into elements, and the elements into parts in such a way as to detect compatibility or incompatibility with intrasystem and external factors. This determines the widespread use of structuring, decomposition, and desegregation methods. Structurization methods are the main ones here.

The complication of control objects, their connections and interactions with objects of the external environment required the use of such methodological approaches to solving organizational issues, which, based on the methods of dividing problems into elements, include a whole arsenal of methods and techniques.

Thus, the program-target method covers the following methods and techniques:

1. Structuring the problem into sub-problems and activities to the extent that allows you to reveal the problem. Identification of subproblems in it allows us to determine the composition of the goal-realizing complex.

2. The division of the problem into tasks and activities, which allows you to develop a program for solving the problem.

3. An assessment of the priority and sequence of the implementation of activities, which is used to develop the technology for performing work throughout the program in the form of a network schedule, as well as the distribution of resources (investment, material, labor) between organizations of the target-realizing complex.

4. The mechanism for managing the implementation of a comprehensive program for solving the problem, which includes methods for optimizing the timing of work, the use of resources, incentive methods and a system of sanctions.

5. Organizational mechanism for managing problem solving in general. Empirical methods, methods of economic and mathematical modeling, network methods of planning and management, regression analysis, financial analysis and investment design are widely used at each stage of solving a problem with the help of a program-targeted methodology. Novikov D.A. Institutional management of organizational systems. M., 2003. - p.106.

Thus, in this part of the work, some definitions of the organizational management mechanism and the specifics of its content, methods for building organizational management mechanisms in conditions of optimal interaction with the external and internal environment of the organization were considered.

Chapter 2. Elements and factors in the formation of the organizational management mechanism

Based on the research of A.A. Bogdanov, who considered the essence and content of organizational mechanisms, three main elements can be distinguished in them: the object of selection, factors of selection and the basis of selection. In this case, the object is that which is subjected to selection, i.e., that which is formed by selection. As an object and its subdivisions (components); enterprise management system and its elements.

The control system as an object of selection has specific features that should be taken into account when developing a mechanism for its formation. The first feature is that the RS is the subject of management of a particular enterprise operating under certain conditions. The second feature lies in the nature of the activities of the enterprise's MS. Its actions are aimed both at developing the goals of the functioning of the enterprise, and at organizing their implementation, control, motivation of the activities of a team of employees, as well as at regulating the interaction of the enterprise with objects of the external environment. The third feature of the CM of an enterprise is related to its multidimensionality, the need to form the element-by-element and structural composition of systems, as well as to design management processes in areas and areas of activity.

Selection factors are those that affect the object, preserving or destroying it. The features of the control system as an “object of selection” also determine the factors that must be taken into account when performing actions to connect or disconnect its elements. They can be intrasystem and extrasystem. Intrasystem factors are determined by the features of the selection object. For example, for a control system, such factors are the composition of the control system and the requirements imposed by the elements of the system on each other. Thus, the technical means of control used require both appropriate knowledge and skills of personnel. The functional composition of the MS units requires an appropriate professional and qualification composition of managerial employees, the ratio of managers and performers, etc.

Non-systemic factors are divided into internal and external. Internal factors are determined by the characteristics of the enterprise for which the control system is being formed. This is, first of all, the nature of the organizational and legal form of the enterprise, the nature of the corporate scheme (the presence of a holding company, subsidiaries, intermediary firms, etc.), the level of internal cooperation, the combination and specialization of production units, the composition and nature of the internal infrastructure, etc.

External factors reflect areas of contact, interaction of the selection object with other systems. These factors represent the possible impact on the object of selection of all segments of the external environment: production, scientific and technical, commercial, consumer, resource, financial, labor, raw materials, fuel and energy, infrastructure. Of particular importance in a market economy are the factors of state influence: the taxation system, customs policy, pricing, etc.

The third component of organizational mechanisms: the basis of selection is, according to the definition of Bogdanov A.A., that side of the object on which its preservation or elimination depends, i.e. this is what determines the possibility of the system's viability in specific conditions. The concept of the basis includes, first of all, the nature of economic relations in the country, the level of technical development of production in this and other industries, the state of science in the state, the economic policy pursued in the country, the level of competitiveness of the enterprise, etc.

All actions for the formation, ordering and regulation of the object must be consistent, combined with the conceptual model of the object, the basis and selection factors. Three levels of agreement can be distinguished. Three principles of compatibility serve as the basis for their selection: the principle of compatibility, the principle of correspondence and the principle of correlation.

The principle of compatibility is fundamental. It determines the most important thing - the possibility of the system's viability in the existing conditions. In this case, the existing conditions are determined by the selection basis. The capacity of the MS is determined by the ability to perform the main function of setting and justifying the strategic mission of the enterprise, its long-term and short-term goals and objectives, as well as ways and means to achieve them. The capacity of the control system is possible if it is compatible with the nature of the economy and the level of development of economic relations in the country, with the legal and organizational status of enterprises, while ensuring the ability of the system to foresee and anticipate, perceive and respond to the impacts of the internal and external environment, as well as in accordance with the RS achievements techniques, organization and sociology in the field of management.

There are many examples of incompatibility of the RS with the objects of management, public administration. Thus, already from the first years of perestroika, the incompatibility of management systems with the economic policy of the state was a serious reason for undermining the viability of enterprises. The transition of the country's economy to market relations put enterprises in difficult conditions. Managers and employees of enterprise management services did not possess at that time the methodology of marketing, strategic management, entrepreneurship and financial lending, methods of equity capital management and other tools. Organizational management structures corresponded to the system of centralized planned management of the economy.

Table No. 1 provides an indicative list of characteristics that can be used to establish the compatibility of an enterprise control system with internal and external conditions functioning.

Table 1.

Compatibility of the enterprise control system with internal and external conditions

The principle of conformity determines, as it were, the degree of capacity of the RS, its effectiveness. If at the first stage of the formation of the management system, from the standpoint of the principle of compatibility, corporate governance schemes are established, the type of organizational management structure (OCS), management levels, the composition of services in the OSS are justified, then at the second stage, from the standpoint of the principle of compliance, the tasks of formation are detailed, the composition of bodies (committees , commissions) strategic management, functional management services, management schemes for production departments. To establish the degree of compliance, it is advisable to use the parameters of factors of the internal and external environment, intra-system and extra-system.

The third principle of formation of control - the principle of correlation allows you to set the necessary quantitative values ​​of the parameters of the control system. For example, such parameters as: the number, professional and qualification composition of employees of structural divisions, manageability standards, the number of necessary office equipment and computer equipment by type and division, contingents of personnel training and advanced training. On fig. 1 shows a diagram of the selection of system elements.

The stability of the results of the selection and the duration of the capacity of the formed RS depends on the periods of development and the nature of the change in the environment. The environment can change through slow or rapid evolutionary development (social relations of the economy, the pace of technical development) or through revolutionary transformations. At the same time, the more conservative the extra-systemic and intra-systemic situation, the longer the effectiveness of the selection and the more complete the correspondence of the developed forms with this situation is obtained. And what is important to note: the highest degree of compliance with this environment means non-compliance with any other environment Bogdanov A.A. Tectology: (general organizational science) / Book 1 / Ed.: ac. Abalkin L.I. et al. M., 1989. -p.131.

These conclusions are confirmed by the experience of organizing the management of domestic enterprises. Enterprise management systems were formed before 1965 in strict accordance with the command-administrative system of government. Economic reforms to transfer enterprises to the principles of self-sufficiency, self-financing and self-government, to new planning and incentive conditions in terms of growth in sales volume and profitability gave good results, but the principle of enterprise self-government contradicted the state system of centralized economic management. The economic reform of 1965 did not correspond to the existing environment. Ibid. - p.143.

Organizational management mechanisms are influenced not only by subject relations in the organization, but also by the relations that arise during the implementation of management functions, which in turn can be called factors in the formation of organizational mechanisms. Consider some of these relationships.

1. Disposition - submission. This relationship arises when one of the organs is endowed with authority and a real opportunity to prescribe to the other what and when he should do and what means he can use for this. Accordingly, the subordinate body is in a situation where it must voluntarily or involuntarily comply with the orders received.

Line management is the most direct and direct type of managerial-subordination relationship, characterized by the leader's full responsibility for the results of the activities of his subordinates and, accordingly, by his broadest direct authority to issue orders and orders relating to both the goals and objectives that are set for subordinates, and their actions aimed at achieving these goals and objectives.

Relations of this type are accompanied by vertical connections and may have a number of modifications in addition to the linear management noted above. These include: functional management, characterized by the fact that within the framework of the goals set by the line manager, specific tasks, resources, restrictions, conditions, etc. are specified. As a rule, it refers to one of the phases (functions) in the management process or the adoption of managerial methodological guidance, consisting in indicating ways to achieve the goals set by the line and functional manager within the specified resources. A special part of the relations of the type "management - subordination" are the relations of "control - accountability".

Control consists in obtaining the necessary information about the controlled object and the influence of the controlling body on the controlled one in order to ensure the implementation of the decisions made and the maintenance of established performance standards. Accountability is expressed not only in informing about the work done and its results, but also in subordination to the supervisory body. The relations of "disposition - subordination", based on the principle of unity of command and linear leadership as the main type of relations, determine the emergence of a pyramidal hierarchical structure and corresponding organizational mechanisms.

2. Shared decision making. This type of relationship is characterized by the approximate equality of all interacting bodies in the decision-making process. The purpose of relations is to develop the most correct and mutually acceptable assessments of problems, alternatives for their solutions, courses of action, etc. Joint decision-making activities are carried out at all stages of management, except for the approval of decisions (which is always done individually). Other relationships that arise in the process of joint development and decision-making include:

Collective consideration of problems, their study and evaluation, joint development of alternatives for their solution;

Coordination - confirmation of the correctness and validity of the developed estimates, formulations, alternatives, etc.;

Sighting - confirmation of consent to change working conditions, accepted goals, criteria, etc.;

Compliance - the implementation of an independent part of the decision-making stage, taking into account the results, conditions and restrictions proposed by other participants in the work;

Refinement - changing the results of the activities of other units within one stage of the decision-making process in order to bring them into line with the goals and criteria of more high level, achieving a common terminology or form of balancing resources, adjusting deadlines.

The connections that arise within the framework of joint decision-making are often horizontal (due to the equality of the bodies that interact). Bodies that are in a relationship of equal, determined by the structure of the decision-making process, subordination, belong to the same level of the organizational structure. They are not in the relationship “management - subordination” and form the concept of “management link” as a set of bodies located at the same level of the management structure.

3. Technical interaction. Such interaction occurs between the governing bodies in the presence of division and cooperation of labor in processes that are not directly related to decision-making in the narrow sense, that is, as an act of choosing decisions. The form of technical interaction is the division of labor between departments and performers in collecting, fixing, storing and searching for information, performing calculation, experimental, design work, etc., as well as in office work, technical, administrative and housekeeping services for departments and individual employees.

The orderliness of the relations listed above between the bodies and positions of the administrative apparatus is manifested primarily in the distribution of responsibilities and rights that are vested in each manager or functional link. The concept of "responsibility" in general terms is determined by the tasks assigned to a particular management body (division, position) and the appropriate forms of encouragement or punishment for their implementation or non-fulfillment. Organizational responsibility is inherent only in the social elements of the production and economic system. It follows from the goals of the production and economic organization and the role that each body of the system must perform in the process of making and implementing management decisions. The most complete and clear definition of the responsibility of managers and performers in the management process should include such features as a sub-goal of the system (task) of the management body, for the implementation of which this person (group) is responsible; form of responsibility (administrative-legal, material, moral, etc.) and its measure; duties (role) of the employee in the process of performing the task assigned to him. However, the degree of depth of responsibility regulation depends on the degree of predictability of tasks and roles and on the type of management structure. The desire to excessively regulate responsibility and the corresponding forms of control in rather uncertain situations can reduce the objectively necessary flexibility and adaptability of the organization, harm the achievement of its ultimate goals.

Establishing the responsibility of employees of the administrative apparatus is associated with vesting them with appropriate rights, which is understood as a legalized and regulated opportunity to make decisions or participate in the process of their development and implementation. It is important to clearly identify the object of management rights. They can be set in relation to other members of the organization, resources, documents, and, more generally, in relation to participation in the decision-making process.

Consideration of responsibility without the rights that provide it makes this concept abstract, speculative, leads to distortions in real decision-making processes, the emergence in the system of such informal relations that not only differ significantly from the relations regulated by the organizational structure, but can also fundamentally contradict them. and harm the cause.

But, in addition, vesting any governing body with rights without a clear definition of its responsibility for performing specific tasks and obtaining certain results can cause the development of departmental tendencies, parochialism, and voluntarism in leadership. That is why the issues of harmonization, balancing powers and responsibilities are given such great importance.

In solving this problem, one of the main points is to consider the possibility of delegating powers, transferring part of the rights of higher bodies to lower levels in order to unload the top echelon of management, which, however, does not relieve this echelon of responsibility and from the rights that it was originally endowed with.

In order to obtain a complete and specific description of the management system, in addition to the stable, invariant aspect of the system (characterized by its structure), its changeable variable aspect should be taken into account. To do this, a broader concept is introduced, covering both the invariant and variable aspects of the system, namely the concept of an organizational mechanism as a system of connections in a given organization that arise in dynamics.

Communication as a form of manifestation of relations in the control system provides for the exchange of elements of the system with materials (products, semi-finished products), energy or information. Links in the control system can be classified according to various criteria. According to the subject of exchange, they can be divided into material, energy and information, according to the implementation cycle - into direct and reverse, in relation to the structural hierarchy - into horizontal and vertical, according to the nature of the influence of organs on each other - into linear and functional . Within the framework of the named features, the connections can be divided according to purpose, content, volume and frequency Burkov V.N., Gratsiansky E.V., Enaleev A.K., Umrikhina E.V. Organizational mechanisms for managing scientific and technical programs. M., 1993. - p.87.

On the basis of the influence on the formation of the organizational mechanism, the set of connections for management in a complex organizational system can be divided into three groups:

1) linear relationships in terms of impact on performers (goal setting, management, motivation and feedback);

2) functional links for the performance of work by departments of the organization (setting specific tasks and requirements for functions, methodological guidance, intra-functional control);

3) interfunctional communications for the integration of the entire organization into a single whole, the coordination of its elements and relations with the environment.

When linear-functional (linear-headquarters) organizational structures of management are used in management practice, the linear-functional blocks included in them are relatively closed hierarchical subsystems, the organizational connections of which with other subsystems are carried out, as a rule, through the highest level of management. This means that all interfunctional connections between the specialized units of the system must, strictly speaking, follow the contours of linear connections. Thus, the stability and reliability of the linear-functional structure, the coordination of decisions made at each level, and the assessment of their effectiveness from the standpoint of the entire system are increased. But at the same time, the efficiency of communications decreases, the actual involvement of top line managers in functional activities occurs, and they are overloaded with current and coordination problems. In a well-functioning linear-functional structure, these shortcomings are overcome by developing informal links between different levels and links of interacting subsystems, which give flexibility and adaptability to the formal management system.

These kind of unregulated, informal links are built in such a way as to minimize the length of the links and the number of intermediate links included in the link. This ensures higher cost-effectiveness and efficiency for decisions made. However, as the load on the management system increases, informal connections, as some recognized deviation from strictly hierarchical relations, can no longer compensate for the inflexibility of linear-functional structures. Therefore, a special development of a more adaptive organizational mechanism based on the principles of program-target management is required.

This mechanism is based on the creation and use of a special governing body, endowed with the authority to perceive, transform and implement cross-functional links, that is, links that ensure the interaction and coordination of linear-functional systems. At the same time, the mechanism of distribution and regulation of linear and functional links that ensure the interaction of internal links of structural subsystems is in principle preserved, although it is somewhat modified. The main task of the new governing body is to replace the process of informal streamlining of cross-functional relations with a formal one. The program-target body can be called an integrator of cross-functional relations, where integration is carried out horizontally, and not vertically.

The target program as a form of cross-functional activity planning becomes a specific object of management. The governing body in the program-target subsystem should be in line with the leader who is responsible for achieving the ultimate goal of the program. The transfer of rights and responsibility for decision-making to this body is carried out by delegating from the named leader the authority to achieve a clearly defined and specified end result.

As a result, the executors of work under the program find themselves at the point of intersection of cross-functional relationships regulated by both the program manager and functional managers. Such an intersection of organizational links gives the resulting structure a matrix character.

The goal of developing matrix management structures is to achieve the best balance between the stability and reliability of the linear-functional mechanism for regulating established routine processes, on the one hand, and the dynamism and efficiency of the mechanism for coordinating functional and interfunctional relationships to achieve changing goals, on the other. Especially important in this case is the development of not only the organizational structure, but also the organizational management processes Novikov D.A. Institutional management of organizational systems. M., 2003. - p.118.

On the other hand, the factors of influence on the organizational mechanism can be called the functions of the management mechanism, namely the functions that provide one or another mechanism and reflect one or another type of management - process, target (project) or procedural. In process management, the main management functions are distinguished - planning, organization, stimulation (motivation) and control. The functions of target (project) management are classified depending on the phases of the project life cycle. In procedural management, motive, purpose, method (content of activity technology, its forms, methods and means of achievement) and result are distinguished as functions. In accordance with this, the mechanisms of planning, organization, stimulation and control are distinguished, with a division into the mechanisms of project and process management.

In general, there is a methodological relationship in the subject area of ​​some scientific disciplines that study organizational management mechanisms. This relationship is based on the interdependence and interdependence of the elements of the management mechanism, organizational relationships at a specific level of management and organizational activity. For example, one can single out such interrelations as organizational relations of management - integration of organizational systems - organizational regulation of managerial work; objects, goals, objectives, methods, style of management - building organizational structures of management - organizational design, processes, mechanisms, resources, products. The presence of these and a number of other relationships allows a broader understanding of the essence, elements and factors of the formation of organizational management mechanisms.

3. External environment and its characteristics. International organizations. Characteristics of the external environment, role, significance.

The external environment of an organization is understood as all the conditions and factors that arise in the environment, regardless of the activities of a particular company, but which have or may have an impact on its functioning and therefore require management decisions.

However, the set of these factors and the assessment of their impact on economic activity are different, and not only for the authors of scientific publications on management issues, but also for each company. Usually, in the process of management, the company itself determines which factors and to what extent can affect the results of its activities in the present period and for the future, the conclusion of ongoing research or current events is accompanied by the development of specific tools and methods for making appropriate management decisions. Moreover, first of all, environmental factors that affect the state of the internal environment of the company are identified and taken into account.

The external environment of the organization is a source that feeds the organization with the resources necessary to maintain its internal potential at the proper level. The organization is in a state of constant exchange with the external environment, thereby providing itself with the possibility of survival. But the resources of the external environment are not unlimited. And they are claimed by many other organizations that are in the same environment. Therefore, there is always the possibility that the organization will not be able to obtain the necessary resources from the external environment. This can weaken its potential and lead to many negative consequences for the organization. The task of strategic management is to ensure such interaction of the organization with the environment, which would allow it to maintain its potential at the level necessary to achieve its goals, and thus enable it to survive in the long term.

And so, in order to determine the strategy of the organization's behavior and put this strategy into practice, management must have an in-depth understanding of both the internal environment of the organization, its potential and development trends, and the external environment, its development trends and the place occupied by the organization in it. .

Many environmental factors can influence an organization. Previously, managers focused mainly on economic and technical circumstances, but changing attitudes of people, social values, political forces and areas of legal responsibility forced to expand the range of external influences that need to be taken into account.

The main characteristics of the external environment:

1. Interconnection of factors: the strength with which a change in one factor affects other factors.

2. Complexity: The number and variety of factors that affect the organization in a meaningful way.

3. Mobility: the relative rate of change in the environment.

4. Uncertainty: the relative amount of information about the environment and confidence in its accuracy.

The relationship of environmental factors is the level of force with which a change in one factor affects other factors. Just as a change in any internal variable can affect others, a change in one environmental factor can change others. For example, in the 1970s, the decline in oil supplies, primarily due to the political structure and goals of other countries, had a strong impact on the overall health of the US economy.

Rising prices for refined products led to a general increase in prices for everything. The same change was the catalyst for a series of government actions, such as: attempts to regulate the temperature in public places, distribute fuel, set standards for fuel efficiency, establish a major federal project to overcome energy dependence on other countries.

The fact of interconnectedness is especially significant for the world market, as the world is rapidly turning into a single market. External factors can no longer be considered in isolation, they are interrelated and change rapidly. Experts even introduced the concept of “chaotic change” (hyperturbulence) to describe the external environment of the 80s, which was characterized by even faster changes and stronger interconnectedness compared to the previous period. Going forward, the pace of change will continue to increase and the survival of the organization will be critically related to the level of knowledge the organization has of its environment.

Under the complexity of the external environment refers to the number of factors an organization is required to respond to, as well as the level of variability in each factor.

An organization that is under direct pressure from government regulations, union contracting, interest groups, multiple competitors, and rapid technological change is in a more complex environment than, for example, an organization that is concerned with the actions of only a few suppliers, a few competitors, where there are no unions. and technology changes are slow. In terms of the diversity of factors in more than difficult conditions there will be an organization using numerous and different technologies undergoing faster development than the organization, which is not affected by all this. In a less complex environment, a less complex organizational structure is also needed, and such organizations also have to deal with a small number of parameters necessary for decision making.

Mobility of the environment is the rate at which changes occur in the organization's environment. The environment of modern organizations is changing at an accelerating rate. The external environment is especially mobile, for example, in the pharmaceutical, chemical and electronic industries, while in mechanical engineering, the production of spare parts for automobiles, and in the confectionery industry, the rate of change is much lower. In addition, the mobility of the external environment may be higher for some departments of the organization and lower for others. For example, a research and development department may be faced with a highly fluid environment, while a manufacturing department may be immersed in a relatively slowly changing environment. Given the complexity of operating in a highly mobile environment, an organization or its departments must rely on more diverse information to make effective decisions about their internal variables. This makes decision making more difficult.

Uncertainty of the external environment is a function of the amount of information that an organization (or person) has about a particular factor, as well as a function of confidence in this information. If there is little information or doubts about its accuracy, the environment becomes more uncertain than in a situation where there is adequate information and there is reason to believe that it is highly reliable. Dependence on the opinions of foreign experts or analytical materials presented in a foreign language exacerbates uncertainty. The more uncertain the external environment, the more difficult it is to make effective decisions.

The components of the organizational mechanism of management (structural, organizational-administrative, informational mechanisms) have the property of a complex impact, since, being organizational in the main nature of their impact, they simultaneously bear the features of economic and motivational mechanisms and, therefore, have strong relationships with the latter.

The grassroots (enterprise) and middle (corporation) levels of organization of production and management are characterized by the following composition of structural development mechanisms: a mechanism for flexible restructuring of the system of goals (prioritization), a mechanism for strengthening the organizational potential of enterprises and corporations by rationalizing the structure of the organization (structural restructuring) and a mechanism interaction and interpenetration of business entities. At the regional and interregional levels this composition supplemented by a mechanism for structural restructuring of the economy.

The main components of the organizational and administrative mechanism are program-target planning for the development of production (investment programs, business plans), standardization and certification. Program-target planning has an organizational and economic content, standardization and certification - organizational and technical. These mechanisms are characterized by the administrative nature of the impact, as they are mandatory. The complexity of their impact can be achieved by including standardization and certification plans in the targeted program.

Note that on state level standardization and certification are not only mandatory (as rules of law), but in some cases contain recommendatory rules, thereby ensuring freedom of choice.

As norms of law, they are mechanisms for the implementation of the industrial policy of the state, that is, mechanisms for state regulation of production.

In a market economy, in conditions of decentralized management, the role of information mechanisms is increasing, especially for industries whose potential corresponds to the post-industrial era. The inclusion of enterprises and corporations in international industrial cooperation is possible provided that their information potential is significantly increased. The information mechanism should become the most important component of an integrated mechanism for managing the activities and development of production.

For modern stage development of production, it is advisable to form an information mechanism consisting of:

The mechanism for organizing operational and fundamental scientific and technical information about the latest achievements of domestic and foreign science and technology;

The mechanism of distribution (diffusion) of innovations based on various contacts between developers and consumers of technical and organizational innovations;

The mechanism of marketing information on the state of the consumer goods market, the technology market and the industrial (intellectual) property market;

The mechanism of reflexive interaction between enterprises competing in the market and competing organizations - developers of new types of products and technologies. The structure of the organizational mechanism for managing a joint stock company is shown in Scheme 1.4.

Scheme 1.4. Structure of the organizational mechanism

joint stock company management