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Заказ 2549 (70 грн.)« Назад
Заказ 2549 (70 грн.) 14.09.2013 06:38
Chapter 1. Introduction to the Management It is a little bit difficult nowadays to recognize more important and more multiform of activity as management. The effectiveness of production and the quality of the population service is strongly depended from management. In foreign countries management experience has been considerable in industry, trade, cooperation, agriculture, etc. due to the direct participation of people in administrative activity. It is enriched by the knowledge bases of management science, global achievements in the practice of economic and social processes. Management in all business and organizational activities is the act of getting people together to accomplish desired goals and objectives efficiently and effectively. Management comprises planning, organizing, staffing, leading or directing, and controlling an organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal. Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources. Because organizations can be viewed as systems, management can also be defined as human action, including design, to facilitate the production of useful outcomes from a system. This view opens the opportunity to 'manage' oneself, a pre-requisite to attempting to manage others. Management can also refer to the person or people who perform the act(s) of management.
Chapter 2. Developing of the management, its role and functions. At the beginning, one thinks of management functionally, as the action of measuring a quantity on a regular basis and of adjusting some initial plan; or as the actions taken to reach one's intended goal. This applies even in situations where planning does not take place. From this perspective, Frenchman Henri Fayol (1841–1925) considers management to consist of six functions: forecasting, planning, organizing, commanding, coordinating, controlling. He was one of the most influential contributors to modern concepts of management. Another way of thinking, Mary Parker Follett (1868–1933), who wrote on the topic in the early twentieth century, defined management as "the art of getting things done through people". She described management as philosophy. Some people, however, find this definition, while useful, far too narrow. The phrase "management is what managers do" occurs widely, suggesting the difficulty of defining management, the shifting nature of definitions, and the connection of managerial practices with the existence of a managerial cadre or class. In for-profit work, management has as its primary function the satisfaction of a range of stakeholders. This typically involves making a profit (for the shareholders), creating valued products at a reasonable cost (for customers), and providing rewarding employment opportunities (for employees). In non-profit management, add the importance of keeping the faith of donors. In most models of management/governance, shareholders vote for the board of directors, and the board then hires senior management. Some organizations have experimented with other methods (such as employee-voting models) of selecting or reviewing managers; but this occurs only very rarely. While management has been present for millennia, several writers have created a background of works that assisted in modern management theories. Written by Chinese general Sun Tzu in the 6th century BC, The Art of War is a military strategy book that, for managerial purposes, recommends being aware of and acting on strengths and weaknesses of both a manager's organization and a foe's. Chanakya wrote the Arthashastra around 300BC in which various strategies, techniques and management theories were written which gives an account on the management of empires, economy and family. Written in 1776 by Adam Smith, a Scottish moral philosopher, The Wealth of Nations aims for efficient organization of work through Specialization of labor. Classical economists such as Adam Smith (1723–1790) and John Stuart Mill (1806–1873) provided a theoretical background to resource-allocation, production, and pricing issues. The first comprehensive theories of management appeared around 1920. The Harvard Business School invented the Master of Business Administration degree (MBA) in 1921. Some of the more recent developments include the Theory of Constraints, management by objectives, reengineering, Six Sigma and various information-technology-driven theories such as agile software development, as well as group management theories such as Cog's Ladder. Towards the end of the 20th century, business management came to consist of six separate branches, namely:
In the 21st century observers find it increasingly difficult to subdivide management into functional categories in this way. More and more processes simultaneously involve several categories. Instead, one tends to think in terms of the various processes, tasks, and objects subject to management. Branches of management theory also exist relating to non-profits and to government: such as public administration, public management, and educational management. Further, management programs related to civil-society organizations have also spawned programs in non-profit management and social entrepreneurship. Basic functions/RolesManagement operates through various functions, often classified as planning, organizing, staffing, leading/directing, and controlling/monitoring.i.e
Chapter 3. Modern technologies of management. The grate majority of the companies have been rebuilding theirs management systems from traditional production and market system to the technological oriented. The strategic management of the technical development, or technological management, becomes the most important factor of success. The management of the product’s lifecycle and the product range are linked to the technological management. New informational technologies of the management The main direction of the restructuring of management and its radical improvement, adapting to modern conditions was the massive usage of modern computers and telecommunications equipments, forming the basis of its high-information-management technologies. Means and methods of applied science are used in management and marketing. Development of information management is associated with the organization of data processing systems, consistent with their development level of integrated management systems that include vertical and horizontal links and all levels of production and sales. Technology is inextricably linked to the mechanization of production or non-productive, especially administrative process. Management technologies are based on the use of computers and telecommunications equipment. Technological basis of information management is based on the latest generations of computers and modern communications. Integrated system for collecting, processing, transmission, usage of information for management is based on these technical devices emerging information technology. Basically it is about the creation of information technologies and use of artificial intelligence. In recent decades, management in most developed countries, particularly in the U.S. and Japan, is directed to the creative information technology which is called third (higher) level. They cover the full cycle of information - making information (knowledge), their transferring, processing, use to convert an object to achieve new higher goals. Full integration of the management autoimmunization involves the following information and coverage of administrative processes: communication, collection, preservation and access to relevant information, analysis, and preparation of text, to support individual activities, programming and decision of special tasks. To modern means of information management activities automation is: 1. Personal computers, which are linked to the local networks. 2. Electronic typewriter. 3. Contents processing systems (problem-oriented computer systems that with great functionality). 4. Copy machines. 5. Communication means, phone equipment. 6. Equipments for automation of the archive documents and information search (these include non-traditional media automation: magnetic disks and tapes, microfilm, optical recording discs). 7. Features for information exchange — “e-mail”. 8. Video information systems. 9. Local computer networks. 10. integrated organizational networks. [2] Thus, nowadays the critical importance has the creating of technical and technological bases of management that ensures the existing of the informatization processes. Main directions of work with information management lie in the organizational, social, personnel restructuring of management. Innovation Management. In the international economic literature "innovation" is interpreted as a potential transformation of scientific and technological progress in the real, which is embodied in new products and technologies. Innovation Management is one of the branches of strategic management, performed at the highest level of the company. Its purpose is to determine the main directions of scientific-technical and production activities of the company in the following areas: development and introduction of new products (innovations), modernization and improvement of products, further development of traditional products, the phasing out of obsolete products. As a result of the innovation activity such things have been created as: new ideas, new and improved products, new or improved manufacturing processes, new forms of organization and management of various spheres of economy. In modern conditions, large firms have developed mechanisms to control scientific and technological activities, reflecting the peculiarities of the process of integration of science and industry, more targeted research and development to market needs, strengthen the impact of market forces to determine the strategic position of firms. New social system of management. An integrated approach of managing as the unity of all functions allowed selecting a new character in management which is personnel management function. Human Resources Management as a management function designed to combine, coordinate, connect and integrate other functions into one unit. The function of leadership is the key point of all, its central nervous system. As complicated are the system management functions; as more important become the task of continuously improving for the leadership both within each function, and between the functional aspects. As the result of the function of increasingly embody specific function improving management as an independent function. Management system, consisting of a hierarchy of different stages (parts), involves various stages of consolidation on individual leaders or authorities (device) management. These leaders have different ranks. Thus, while developed hierarchy of higher head is not engaged to someone management function. In modern conditions, personnel management has undergone significant changes motivated: precedence acquired socio-economic and socio-psychological methods of management staff on administrative, management is now implemented the cooperation of personnel and administration in achieving its goals; received a development principle of collegiality in management. Development and socio-economic policies implemented by firms in many directions, most important of which: - Policy of income; - Policy on cooperation with trade unions; - Politics of Social Security Workers. In modern conditions, training and retraining of managers is important both at the official level and within individual firms. The transition to new technologies requires considerable costs associated with updating of knowledge and retraining workers. It is believed that retrained workers cheaper than replacing it.[8] The development of new technologies requires more sophisticated knowledge and skills. The problem is to find a mechanism to ensure regular training of all employees in the transition from one set of required knowledge and skills to the next.
Chapter 4. Value of management techniques. The technology that includes hardware and methods combine and use to get the final product produced by the organization is subject to the closest attention from management. Management must decide on the implementation of technologies and their most effective use. Recently, with the advent of increasingly advanced technologies relevant tasks of management are extremely complex significant. It is connected with the fact that their decision could lead to important and far are positive consequences for the organization. They can cause negative processes and the internal life of the organization, destroying its organizational structure, lead to demotivation workers. Therefore, today management can not only look at technology in terms of productivity and efficiency. It is important to consider how new technologies can affect the climate within the organization as they can leave the appliance exposed to its "body". In the last decade management technology became truly meaningful value. Without technological support cannot be effectively pursued effective solutions.
5. Conclusion Management is the most important term in a market economy. It has been studying by the economists, entrepreneurs, financiers, bankers, and anyone who applies to business. Change in terms of production activities, the need to adequately adapt to a system of governance, affects not only the perfection of its organization, but also on the redistribution of management functions on the levels of responsibility, their interaction forms, etc. It is primarily about such a management system (principles, methods, organizational structure), which produced an objective necessity and the laws of market economy system, linked to satisfaction in the first place individual needs, providing staff in the best interest of the final results that growth of income, the regulation of commodity-money relations, extensive use of advanced achievements of scientific-technical revolution. All this requires the industrial firms adapt to market conditions, overcoming the contradictions arising in economic and scientific-technical process. In general, effective management technologies combine the prospects for a new technology and prospects for demand. Technology is regarded as an important tool for creating and maintaining competitive advantage, which raises it to the level of strategic investment, which must operate correctly on all levels of the company. Overall, the strategic technological management is not limited to the industry with rapid technological development.
References
5.Guskova N.D., MAkarkin N.P., Neretina Е.А. . “Entrepreneurship”: MSU, 1994. 6. Land P.Е. «Management, the art of manage», М., - 1995, (с.284). 7. Lyubinova N.G. «Management. Way to success», - М., Agropromizdat, 1992, (p.189). 8.Tellow Frederic «Management», - М., 1992, (p.1).75
Presentation
17. Summarizing all above we can make such conclusion that the development of new technologies requires more sophisticated knowledge and skills. 18. Management must decide on the implementation of technologies and their most effective use. 19. Therefore, today management can not only look at technology in terms of productivity and efficiency. 20. It is important to consider how new technologies can affect the climate within the organization as they can leave the appliance exposed to its "body". 21. And now if you have any additional questions, I would be glad to answer them. 22. Thank you for your questions and for your attention. |