Knowledge of the laws of an organization allows us to formulate the rules necessary to build rational systems and processes. A rule of action resulting from a law is called principle.
Principles of organization – This general rules formation of orderly, rational systems and processes, both in nature and in society.
The principles of organization are divided into 3 groups: principles of structuring, principles of proceduralization and principles of rationalization.
Principles of structuring – these are the rules for constructing rational structures.
Principles of proceduralization – these are the rules for constructing organized, internally ordered processes.
Principles of rationalization – these are general rules for improving organizations in statics and dynamics, that is, rules for improving structures and processes.
Principles of structuring
The principles of structuring apply:
– when building new organizations;
– when assessing the rationality of the existing structure;
– when adjusting the existing structure;
– during structural reorganization.
1. Goal setting: a rational structure is one focused on the implementation of the main goals, first of all, the mission of the organization.
This means that the strategic goals of the organization have a decisive influence on the structure. For example, if the strategic goal is to conquer new markets, then its structure requires the formation of divisions by product, consumer or region.
If the main strategic goal is the transition to the production of new types of products, then the priority role in the structure will be played by the new product development department, the technology department, and the marketing department, which determines the importance of the corresponding connections in the structure of the organization.
2. Priority of functions over the composition of links: In an organization, it is necessary to ensure that the type of structure and its configuration corresponds to the complex of functions it implements.
It means:
1. All functions of the organization must be provided with an appropriate component composition and a set of intercomponent connections;
2. The structure can contain only those components and connections that directly or indirectly perform the functions of the organization.
3. Priority of the object over the subject: a rational structure should ensure the sustainability of the organization when different condition subjective factors.
This means that when forming a structure, one should proceed from the mission and goals of the organization, the set of necessary functions, the state of the external environment and objective factors of the internal environment.
4. Adaptability: the structure must be able to adapt (adapt) to changes in the external and internal environment, changes in the goals and strategy of the organization.
The adaptability of the structure is ensured due to its flexibility, which in turn is achieved by
– restructuring of the structure;
– formation of new divisions, structural blocks and communication channels;
– liquidation of part of the existing divisions, structural blocks and communication channels;
– changes in the significance and mode of functioning of divisions, blocks and communication channels in the structure of the organization.
At first glance, it may seem that the principle of adaptability contradicts the above principle of the priority of the object over the subject. However, it is not. They complement each other: the structure must be stable in relation to insignificant, current fluctuations in the external and internal environment, but must be quickly rebuilt in the event of significant and sustainable changes in the external or internal environment.
5. Full coordination: the organization must have a common control center or at least a common coordinating center to ensure the consistency of all components and connections, as well as an extensive feedback system.
Such a center could be the president of the company or the board. This principle determines the most important condition for the controllability of an organization.
6. Minimum complexity: The structure of the organization should be as simple as possible.
The main directions for simplifying the structure are:
– setting clear goals for the structure and its individual components;
– use of predominantly flat structures;
– reduction of intermediate links in common system connections;
– elimination of duplication of functions, job responsibilities and
communication channels.
7. Full scale: the organization should not have structural blocks and individual employees who are not included in a single network of system-forming connections.
This principle states that there should be no “islands” in the structure of the organization. Otherwise, their activities will be unmanageable, and the structure as a whole will be costly for the organization.
8. Limits of autonomy: Each component of the structure must have a certain independence, but at the same time the integrity of the organization’s structure must not be violated.
It is clear that independence ensures the speed of decision-making and implementation, stimulates the initiative of employees, and therefore increases the efficiency of the organization. The higher the level of hierarchy to which a component belongs, the greater the degree of autonomy it can have
9. Combination of centralization and decentralization: in a rational structure there must be an optimal level of centralization to ensure the efficiency of the organization and the fullest achievement of its goals.
Centralization- this is the concentration of decision-making rights at the highest level of management of the organization. It allows you to ensure high consistency in the actions of organizational units and improves control over their work.
Decentralization– transfer (delegation) of decision-making rights to lower levels of management. Decentralization promotes structure flexibility and allows you to quickly respond to unexpected changes in the situation at the level of individual units.
10. Controllability scale (controllability rate, control range): in a rational structure the optimal scale of controllability should be established.
Controllability scale( controllability rate, control range) is the number of employees directly subordinate to one manager.
The scale of controllability should be wide enough to maintain the autonomy of departments and reduce the cost of maintaining the management apparatus, but should not be excessive to ensure consistency in the functioning of all parts of the organization and the integrity of the organization.
11. Combination of continuity and discrete connections:in a rational structure, the relationship between continuous and discrete connections should simultaneously ensure maximum economy of connections and complete stability of the structure.
Continuous communications are necessary to ensure the constant orientation of organization members towards the implementation of common goals, the implementation of continuous processes of joint activities, and prompt response to significant changes in significant characteristics of the external and internal environment. However, they complicate the structure and increase information processing time. Therefore, they are used when necessary; in other situations, it is advisable to use discrete connections.
12. Subordination: in the rational structure of the relationship between structural levels are built on the basis of subordination, that is, lower-level links are subordinate to higher-level links.
Effective subordination presupposes:
– clarity and unambiguity of subordination relationships;
– stepwise implementation of subordination relations; this means the subordination of any employee only to the immediate supervisor;
– the required level of subordination is determined by specific conditions: the objectives of the organization, the degree of centralization and the development of peripheral connections.
13. Unity of management: in a rational structure, a clear personal assignment of management powers on each specific issue at each level and in relation to each object of management must be established for a specific manager.
For example, the head of a unit is assigned the authority to manage all aspects of the functioning of the unit, and the project manager is assigned the authority to manage the relevant project.
14. Formal recording of really existing connections: in a rational structure there must be a fundamental correspondence between formally recorded and actually existing connections.
This means that the configuration and leading connections of the structure must be formally recorded and the reality of these connections must be ensured. This allows you to provide:
–high stability of the structure, its blocks and components;
– unity and consistency of actions of all parts of the management system;
– clear distribution of functional duties and responsibilities of members of the organization;
– effectiveness of control;
– minimization of intercomponent contradictions.
Principles of proceduralization
1. Focus: the organizational process must be carried out in one clearly defined direction.
Direction is achieved by setting a goal and defining the stages of the process. For example, the direction of the technological process of product production is achieved by determining the final product, its characteristics, as well as the essence and modes of performing operations for its production.
Similarly, the direction of a subordinate’s work is ensured by determining the result expected from him and the sequence of actions to obtain this result.
2. Straightness: if there are several options for the process, you need to choose the one where there are no unnecessary and return movements.
Straightforwardness is ensured by setting a goal, defining the stages of the process and choosing the appropriate method of organizing it. In other words, production, information and other processes should follow the shortest path with a minimum number of auxiliary operations, and intermediate goals should be on the same path, directly leading to the achievement of a common goal.
In industrial enterprises in conditions of mass production, this is achieved by arranging equipment along the technological process.
3. Effectiveness: The implementation of a process must produce a result that is consistent with the purpose of the process.
In this case, the result has certain quantitative and qualitative characteristics, and intermediate results usually do not have independent significance. For example, if the product went through all stages of production, but was not sold, then the production problem was not solved, the final result was not obtained and the intermediate results were useless.
Both the transition to a new state and the maintenance of an existing state can be effective.
Effectiveness is achieved through clear goal setting that corresponds to the capabilities of the system and the current situation, as well as clear regulation of the process.
4. Efficiency: the organizational process must ensure that the best result is obtained for 1 unit of expenditure of relevant resources.
Only a sufficiently efficient process can be worthwhile. Increased efficiency can be achieved by increasing the level of controllability of processes, their clear orientation, reducing cycle time, increasing the level of directness, as well as improving a specific implementation mechanism.
5. Receptivity: the organizational process must be able to perceive influences from the subject of management and respond to them in the manner desired by the subject.
Responsiveness of the process is necessary to ensure its controllability. Sensitivity is achieved through the formation of a process that corresponds to the subject’s capabilities in terms of power and scale of action. An unresponsive process is uncontrollable.
The sensitivity of the process of functioning of the control object is achieved through the use of planning, organization, motivation and control methods that are appropriate to the operating conditions and capabilities of employees. For example, an order to perform a standard task for a qualified responsible employee can be formulated in the most general form, also in the form of a request, and at the same time you can be sure that it will be completed in a timely and correct manner, and the employee, if he is motivated, exercises control himself. An employee who is indifferent to work needs to formulate instructions only in the form of an order and use strict control methods in relation to him.
6. Information content: purposeful organization is possible only in relation to a process that can carry the information necessary to manage this process.
A process that does not have information content is hidden and therefore uncontrollable. Information about the progress of the process, its direction, qualitative characteristics, quantitative parameters and level of effectiveness is of decisive importance.
The information content of any production process is achieved through the use of a system of sensors that record various process parameters and allow changing the mode of its flow.
Similarly, in the practice of company management, great importance is attached to the study of competitors, which is an important component of strategic planning. This allows you to assess the competitiveness of the company itself and choose an appropriate strategy for its development.
Information content of the process of functioning of an individual official, division or organization as a whole is achieved by creating and applying a reporting system on work results and emerging problems, establishing direct contacts with subordinates, and using the “ open doors" etc.
Increasing the level of information content of the process involves:
– increase in the volume of observed information;
– increasing the sensitivity of the management subject’s perception of various information about the process.
7. Reliability. Reliability means the creation of such organizational conditions for the functioning of a system or production process under which this process would have virtually no failures.
To ensure reliability, reliable operational information is required, the establishment of limits for permissible deviations from the specified process parameters, the availability of additional insurance resources, duplication of those main stages of the process where the probability of failure is greatest, and a streamlined procedure for regulating the progress of the process.
An example of the implementation of this principle is the widespread use in Lately in commercial organizations detailed instructions for performing various works, including receiving and processing customer orders by phone, processing complaints, etc. This allows you to improve the quality and stability of work.
8. Continuity: the organizational process must be carried out without delays or unnecessary interruptions within certain time limits.
To do this, it is necessary to have clear goals, complete and timely information about the process, consistency between the stages of the process, as well as to have the necessary resources available and exercise clear control.
9. Flexibility: The organizational process must be capable of rapid changes during its implementation.
There is flexibility in orientation and flexibility in process implementation. Flexibility of orientation implies the ability of the process:
– to change specific goals while maintaining the main ones;
– to review the tasks, as well as the composition and content of the functions performed;
– to change direction if necessary.
Flexibility of implementation implies the ability to change:
– forms and methods of process implementation;
– composition and sequence of process stages;
– process parameters (duration, speed, intensity, etc.)
This principle is actively used in the process of strategic and operational production planning. At the same time, several variants of plans are developed, each of which comes into effect when a corresponding situation arises.
Flexibility is ensured by increasing the level of controllability due to the information content and responsiveness of the process, as well as its efficiency and the availability of alternative options.
10. Parallelism. Parallelism involves the simultaneous implementation of individual parts of the overall process (phases, operations).
Depending on the object being affected, there are 2 types of parallel processes:
1. Processes that carry out parallel effects on one specific object. Such an object can be any thing, living organism, social organization. For example, a teacher explaining to a student new material and supporting it with graphic images, it simultaneously affects the student’s hearing and vision.
2. Processes that carry out a parallel impact on a set of homogeneous objects. In this case, actions and operations are simultaneously performed in relation to various specific objects that make up the totality (a batch of parts, a group of buyers, etc.). Moreover, in relation to each individual object from this totality, this process will be consistent.
Such processes are typical for serial and mass production, when some products are at the first stages of production, others are in the middle of the cycle, and others complete it. The process of servicing customers in a supermarket is the same, since some customers hand over their belongings to the storage room, others select goods, and still others pay for their purchases.
To ensure parallelism, it is necessary to coordinate the actions of individual departments and individuals, informativeness, receptivity and flexibility of processes, provision of resources, proportionality of parameters, technical means and the number of performers.
11. Rhythm. Rhythm means the correspondence between the duration of a stage, phase of a process and the changes occurring during it.
In other words, rhythm is the proportionality between the duration of a process stage and the results obtained. There is a rhythm in the formation of results, a rhythm in the expenditure of resources, and a rhythm in changing process parameters. Rhythm is especially important in conditions of mass and serial production. The rhythm of the process increases the controllability, information content and efficiency of the process
Increased rhythm is facilitated by:
– formation of cyclical, regularly repeating processes;
– development of a clear procedure for carrying out the process;
– establishing optimal process parameters;
– formation of a mechanism for adjusting parameters in case of their deviation from the established rhythm.
12. Synchronicity. Synchronicity is to ensure a clear temporal correspondence between individual components process: phases, periods, operations.
There are several types of synchronization:
1. Docking of successive processes, when the completion of one
a phase or operation is simultaneously the beginning of another (Fig. 17 a);
2. Establishing a time shift between successive
processes (Fig. 17 b). For example, the movement of a part during processing between workstations.
3. Ensuring the simultaneity of parallel processes, that is, the simultaneity of the beginning, end, time of breaks and moments of obtaining results (Fig. 17 c). The most striking example would be the movements of partners in figure skating, synchronized swimming, etc.
4. Establishing a time shift between periods of implementation of parallel events (Fig. 17 d).
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Rice. 17. Various types of synchronization
The latter case occurs when the simultaneous implementation of parallel processes is impossible or impractical. An example of this could be staggering the start time of the working day for different organizations and categories of workers, which allows reducing the number of units of urban transport and the load on it.
To synchronize, it is necessary to ensure rhythmicity, information content, and responsiveness of processes, develop a clear procedure for their implementation, and also create a system for monitoring and correcting emerging deviations.
Principles of rationalization
In any organization, various changes constantly occur, either on the initiative of management, or on the initiative of ordinary employees, or by coincidence. Changes are determined and regulated by the law of ontogenesis and the law of unity of analysis and synthesis. The principles of rationalization form the mechanism of such transformations.
Rationalization is intended to lead to the achievement of the highest possible level of efficiency under existing conditions. this moment economic conditions. Below are the principles of rationalization.
1. Conceptualization: for scientifically based rationalization it is necessary to first select the main idea, the concept of increasing the organization of the system. For example, the main idea of rationalizing the production process may be to ensure its rhythm and synchronicity, the idea of rationalizing the management structure may be the autonomy of departments, etc.
Manifestations of the principle of conceptualization in improving the national economy of the country were the electrification strategy developed in the 20s of the last century, the strategy of industrialization and collectivization. They were the basis for a breakthrough in the development of domestic industry, although harsh methods of reform had dire social consequences for the country. On the contrary, perestroika, proclaimed by the country's leadership in the 80s of the 20th century, did not have a clear concept for reforming the country, and therefore led to marking time and, ultimately, to the collapse of the Soviet Union.
2. Algorithmization: scientifically based rationalization involves the use of a clear, logically sound program of action.
Algorithmization is especially important for streamlining large and complex systems, as well as when changing processes of high responsibility. In accordance with this principle, they develop investment projects and business plans for creating new types of products, opening new branches, for reconstruction and technical re-equipment of production, etc.
3. Normalization. Normalization consists of creating conditions that ensure the preservation of the integrity of the system, maintaining balance in the external and internal environment of the system, the implementation of its goals and the effective performance of basic functions.
If appropriate conditions are absent, then achieving a high level of organization, and sometimes even the functioning of the system, is impossible .
There are several areas of normalization:
1. Changing the external environment by influencing individual factors and the environment as a whole. For example, influencing potential buyers through advertising, stimulating sales, creating a favorable public opinion about the company, lobbying the interests of individual companies in government bodies;
2. Transition to another external environment. For example, entering new markets, developing new market segments, moving to another field of activity;
3. Isolation from the influence of the external environment. For example, isolation human body from the aquatic environment with the help of a spacesuit, isolation of the enterprise with the help of security services and access control, isolation of the country with totalitarian regime through strict border controls;
4. Changing the parameters of the internal environment, that is, adaptation to new operating conditions. For example, changing the structure of an organization when environmental conditions change, preliminary psychological preparation personnel to changes in the organization.
Normalization of conditions can be ensured by the system itself or by influence from an entity exercising external control of the system, for example, a government agency.
4. Systematization : rationalization must be systematic, that is, at each stage, each change must be consistent with other changes.
This means that the organization formed during rationalization must be an integral system in a state of dynamic equilibrium.
Unsystematic rationalization leads not to an increase, but to a decrease in the organization of any objects or processes and even to complete disorganization. This occurs because the proportionality of the system is reduced, and hence the synergistic effect.
For example, installation in a workshop modern equipment will not improve productivity and product quality if personnel are not trained to work on it. Likewise, many Russian industrial companies have a quality system developed in accordance with international standards, however, the quality of the products remains low due to violations established rules, procedures, norms and standards.
5. Classification: Science-based rationalization should be carried out using classifications of systems, structures and processes.
Classification allows you to establish the type of structure or process, its capabilities, the level of rationality in terms of compliance with the goals and the current situation, divide any set of elements into separate types and, on the basis of this, distribute roles, functions and resources between them, as well as establish the direction of restructuring the structure of the organization or, accordingly, the process.
6. Concentration: When implementing rationalization, the main efforts should be concentrated on the main object, the main area and the main direction of rationalization.
Concentration on the main object involves the selection of precisely that object, a change in the organization of which has a decisive impact on the level of organization of all objects included in this system. In this case, it is first necessary to identify the area of activity that has priority in ensuring the organization of this system.
For example, in the process of reforming an enterprise, it is first identified key issues, priority areas activities, develop reform options, select the best one for which a specific project is developed.
7. Specialization: scientifically based rationalization should provide for the specialization of the system itself, its subsystems and elements.
Specialization– this is the concentration of a system (firm, division) in a certain field of activity. All living and nonliving systems, as well as their elements, are specialized to one degree or another. For example, organs of biological systems are specialized to perform certain functions, and an enterprise is specialized to perform specific types of products.
Advantages of specialization:
– allows you to distribute functions and tasks among individual performers;
– allows you to establish the role and place of each component in the system;
– directs performers to carry out certain activities;
– promotes efficiency, reliability and improved quality of function performance.
Rational specialization must be established at all levels of the system. Moreover, the lower the level of the corresponding structural component, the more specialized its activities should be. For example, at the enterprise level, specialization is established on certain types of products, at the division level - on a specific type of activity (procurement shop, processing shop, sales department, financial department, etc.), at the employee level - on performing specific tasks and operations.
However, the level of specialization must be optimal. Excessive specialization makes it difficult to coordinate the actions of organizational units due to excessive fragmentation, and too broad specialization reduces the quality of the result.
8. Standardization: Science-based rationalization must be based on the use of a system of standards.
Standard is a sample, a standard used to compare other similar objects with it.
Development of a standard is advisable if:
– elements of a structure or process are repeated many times;
– it is necessary to achieve uniformity in the elements of the structure or process.
Standards are developed by management subjects for their application by specific performers. Sometimes a hierarchy of standards is created. Combined into unified system and documented standards represent a program for the functioning of the organization and specific employees.
Objects of standardization can be:
– processes, for example, a standard technological process on the basis of which a specific process is developed;
– procedures, for example, the procedure for hiring, vacation, dismissal, etc.;
– results, for example, the quality standard for the company’s products;
– structures, for example, the typical structure of an organization, workshop, site, department;
– systems for supporting activities, for example, systems for repair, energy, and instrumental maintenance of the main production at industrial enterprise etc.
9. Unification: scientifically based rationalization should be based on the use of unification.
Unification- this is the reduction of diverse structural elements to a general form.
Thus, unification creates conditions for the development of standardization, ensures the interchangeability of organizational elements, which makes it possible to increase the reliability and efficiency of systems, as well as reduce resource consumption.
The main types of unified elements are:
– structural blocks and divisions, for example, modules of applied computer programs, car designs, training programs;
– intrasystem connections and connections, for example, the content of connections between the functional divisions of the organization. In particular, the accounting department is connected with the production and dispatch department regarding the implementation of operational production plans, the consumption of materials for production, with the sales department regarding the costs of selling products, etc.;
– elements of processes: phases, stages, operations; for example, phases of the technological process (procurement, processing, assembly);
– elements resource provision, for example, equipment and parts necessary for the production of a certain type of product.
Using this principle allows you to most fully take into account the needs of a specific consumer. An example would be the Toyota company, which organized modular production cars. The variety of possible modifications and configurations allows you to satisfy almost any consumer.
10. Personification: scientifically based rationalization can only be carried out if the powers and responsibility for the functioning of structures and the implementation of processes are assigned to specific officials.
In the field of management, personification is subject to:
– determination of areas of activity;
- making decisions;
– management of resources;
– control of activities and evaluation of results;
– responsibility for creating conditions for the work of performers.
In the field of execution the following are personified:
– performing specific actions;
– use of resources;
– responsibility for performance results to the subject of management.
The principle of personification must be ensured in all areas of activity, at all levels and in all departments, since the absence of a system of clear personal powers and responsibilities makes the structure disordered and goals unrealizable. In practice, this is achieved by issuing organizational and administrative documents assigning functions and responsibility for their implementation to specific officials.
11. Regulation: scientifically based rationalization must provide for a certain order of functioning of the organization.
This order establishes the control subject for the process executors. First of all, you need to organize:
– connections between departments, that is, it is necessary to determine who provides whom and what information and materials for work;
– processes of the organization’s activities;
– development and adoption of the most important decisions, that is, the distribution of decision-making rights between management levels, including what issues can be resolved directly among department heads;
– processes for monitoring the functioning of the organization;
– information support processes.
All this is reflected in organizational documents. However, the level of orderliness must be optimal. Excessive regulation reduces the organization’s ability to quickly respond to unforeseen changes in the situation, and lack of regulation makes
the process of functioning of the organization is poorly managed.
Organization as: any material system goes through all or part of its life cycle stages. The stages can be divided into two groups: static and dynamic. An organization located in a static group is called a static organization. In such an organization, internal and external relations are being considered to recover from their spillage. An organization located in a dynamic life cycle pear is called a dynamic organization. Coordinating actions predominate in a dynamic organization. The principles discussed below also include the composition of the mechanism for implementing the laws of the organization and the laws of organizations.
i) Principles of static and dynamic organization
* Principles of priority: -
principle of goal priority: in the system (goal - task - fupk-tsr[ya), the highest priority is the goal, then the task and then the function (specific work); -
the principle of priority of functions over structure when creating organizations: for a specific set of functions, a set of structural units is created. If it is impossible to form a set of structural units adequate to the set of functions, then options are considered based on the principle of goal priority; -
the principle of the priority of structures over functions in existing organizations: in actually operating organizations, over time, the relationships between the elements of the structure are adjusted, the unnecessary ones gradually die off, and the missing ones gradually appear; -
the principle of priority of the subject of management over the object when creating a structural unit (link): when creating an organization, the owner or founders must select the personnel, products, location of the organization, -
the principle of priority of the object of management over the subject for existing organizations: managers and chief specialists of the organization must be selected for specific structural units, taking into account their compatibility.
* Compliance principles:
the principle of correspondence between set goals and allocated resources; Each goal must correspond to a set of material, financial and human resources designed to ensure the fulfillment of a set of tasks:
The principle of compliance between management and subordination:
each employee must have one line manager and any number of functional ones;
For more details, see: Smirnov E. A Ukap op.S. 245-29&
The principle of correspondence between production efficiency and economy: for each organization a correspondence must be found “between efficiency and costs;
The principle of the optimal combination of centralization and decentralization of production and management: as practice shows, very small and very large organizations work less efficiently than their intermediate-sized counterparts -
principle of directness: production and information processes should follow the shortest path with a minimum number of auxiliary operations; -
the principle of rhythm: production and information processes must proceed evenly according to predetermined time periods; -
the principle of proportionality of production and information processes must go according to schedule so that there is no lying or conspiracy, -
the principle of synchronization (system principle), among production and information processes it is necessary to identify a permanent or temporary synchronization center, to which the work of other departments should be adjusted.
2) Principles of formation of the organization process
The organization process reflects quantitative and qualitative changes in the management object in all its phases, stages and stages. The organizing process consists of the following stages: goal - situation - problem - solution. Each stage consists of a set of procedures and operations. The set of procedures for all stages is the same and includes; development, coordination, approval, organization and decision-making Each procedure includes the following set of operations - definition, formulation, development of alternatives, accumulation, storage, processing, analysis, evaluation, development of means of implementation, etc.
Depending on the construction and choice of this or that combination of procedures and operations, the organization process can obtain the following properties - -
sustainability is associated with the creation of a certain reserve that compensates for possible deviations when adjusting the goal, changing the situation or changing the solution; -
variability is associated with the creation of spare variots with predetermined parameters of disturbing actions; -
continuity is associated with evolutionary (gradual) changes in the execution of operations at each stage of the organization process; -
discreteness1 is associated with the gradual increase or decrease of one stage to a given final state (usually starting with the goal), and then moving on to the next stage, etc.; -
cyclicality is associated with constant correction of performed operations depending on intermediate results;
The one-time occurrence is associated with the high professionalism of the manager and the presence of favorable conditions for achieving the goal.
As a result of analyzing the properties of the organization process, the following principles of its construction can be formed: -
the process should be aimed at achieving goals, and not at eliminating disturbing influences; -
when identifying a problem, it is necessary to take into account as many controllable and uncontrollable factors affecting the process as possible; -
the influence of the subjective factor on the process should be minimized; -
the process must be supported by an optimal information environment; -
procedures and operations at each stage of the process must be justified (agreed upon, approved, etc.); -
ensuring that process properties match technical and organizational resources and the organization.
3) Principles for rationalizing the activities of an organization Various types of changes are constantly occurring in any organization. Change is an objective process and is governed by the law of unity of analysis and synthesis. The principles of rationalization form the mechanism of such transformations. This mechanism includes the technology of the mental aspects of human activity, the technology of consulting activities, the sociological and psychological palette of the organization’s perception of change, the self-organization of employees in the form of quality circles, etc.
There are three types of organization of human mental activity: rationalism, irrationalism and sensationalism. Each of them has deep historical roots and leaves a significant imprint on the implementation of changes in the organization.
Rationalism1 - improvement, the formation of a more expedient organization of something.
Irrationalism2 is the knowledge of reality through aspects of a person’s spiritual life; will (voluntarism), intuition, instinct, insight,
Sensualism3 is the knowledge of reality only through perception, feeling, sensation (sensory).
1 Rationalism - from dates. ratio - reason, - Note. aefn
2 Irrationalism - from lat. irratioiialis - inexpressible in terms of logic, reason - Note. auto
eSensualiam - from lat. sensus - feeling, sensation - Note. auto
The effectiveness of an organizational system is characterized by efficiency and cost-effectiveness, profitability, quality of work life and innovation.
4) Principles of organizational audit
The most important principles of organizational audit are as follows:-
the principle of highlighting the main thing; -
principle of correspondence; -
principle encik l one personality; -
principles of it completeness; -
principle of consistency; -
principle of centralization of accounting: -
principle of standardization; -
the principle of timely use of credentials; -
principle of elasticity; -
planning principle; -
principle of coordination; -
principle of inclusion.
7*2.4. Fourth classification of organizational principles
In her work “Social Theories of Organization* V.V. Shcherbina gives the following principles of organization1.
Principle of unity of command
This is one of the basic principles of organization and management, put forward within the framework of the classical school. Although this principle has been used in management for many centuries and the traditional linear structure was built on its basis, it was first formulated as an imperative by Fayol, this principle means: -
firstly, only one person in the organization (division) bears full responsibility for the results of activities and social processes, occurring in the organization; -
secondly, each subordinate receives instructions only from one superior, to whom he is directly subordinate.
Along with the principles of maximum delegation of authority, the principle of unity of command explains the logic of forming the scalar (hierarchical) principle of the structure of organizations. Based on the principle of unity of command, linear, linear-headquartered formal structures are built. In organizations that use the labor of narrow functional specialists (line-staff structure), thanks to this principle, the problem of conflict between global orders at the level of the direct executor is eliminated, which is typical for functional structure management, in which the right to give orders is vested in functional specialists
The principle of maximum delegation of authority in the organization
1 For more details, see V. Shcherbina. Decree. op. S Ш-Х52. 170-171.
This principle comes in two aspects: -
firstly, it is one l?a of basic principles and normative requirements developed within the framework of classical theory organizations; -
Secondly, this is a management imperative that complements the principle of unity of command and determines the logic of the vertical division of the pile and the formation of a hierarchy in the formal system of regulated administrative organizations.
As a result of applying this principle and managing an organization, a multi-level hierarchical structure of the organization is formed according to the scalar principle, as well as a type of coordination called “coordination by means of hierarchy.” Representatives of most schools of organization theory believe that when using the principle of maximum delegation of authority in an organization, the efficiency of coordination and organizational control increases.
At the same time, unlimited adherence to it will lead to an intensive growth of levels of the management hierarchy, which at a certain stage will create a coordination problem management activities the coordinating ones themselves.
The principle of minimizing coordination costs
This is one of the principles that determines the logic of the formation of an organizational structure in modern rational theoretical models organization and management practice. It was formed within the framework of the situational approach by Thompson (J. D. Thompson), who believed that the variety of existing organizational structures is determined by the variety of types of dependencies in different organizations, both between divisions of the same organization and between organizations. In this case, the type of optimal organizational structure is determined by the dominant type of dependence, and the minimization of costs for coordinating heterogeneous activities acts as a single and universal criterion for the optimality of the organizational structure.
Similar views were expressed by many researchers (for example, Simon, Likert), but it was Thompson who formulated this principle in the most clear form and correlated it with the formation of structures in both simple and complex organizations. At the same time, by the structure of the organization he understood the accepted methods of control and coordination of heterogeneous activities, and by dependence - a mechanism that ensures the integrity and integration of the heterogeneous elements of the organization,
Principle of Consent
This is one of the basic systemic principles of the effective functioning of an organization and ensuring social order within it, formulated by representatives of the school of social systems. In accordance with it, the manager is instructed to focus on ensuring compliance - (consent) between
Ay the type of organizational control (the degree of rigidity and fragmentation), on the one hand, and the level of personnel development (their readiness to cooperate, achieve organization-wide goals, independent work, professionalism, motivation of activity) - on the other. Such consent is seen as a condition for the organization's affective activity and its survival.
The concept of consent was introduced into the theory of organization by Etzioni A. It means a requirement to ensure that the forms and severity of organizational control correspond to the properties of the ww staff and the object of control. According to this researcher, differences in the types of personnel exposed to organizational influences suggest different ways of ensuring compliance. When determining the characteristics of personnel, he used Merton's scheme (Morton R. K), the fundamental properties of a social resource and the framework of two axes, 1) activity-passivity, 2) constructiveness-destructiveness. Similar points were made by Simon, who associated the tendency towards democratization of management with increasing ability of staff to self-organize. Simon named the level of their identification with the organization as the main variable determining the level of self-organization of workers.
Identification of an employee with an organization is a concept introduced by Simon and widely used in modern organization theory to denote the process as a result of which a peak worker, newly admitted to a developed organization, after a certain time, accepts its goals, begins to consider individual tasks through its prism and shows a willingness to voluntarily, independently and without external coercion, make decisions aimed at satisfying the interests and achieving the goals of the organization. At the same time, he perceives the decisions he makes not as imposed, but as corresponding to his motives and his own motivation. This concept is associated with the deep assimilation and acceptance of the so-called organizational morality.
Organizational morality is the original name for organizational culture; a set of norms, behavioral and business standards, prohibitions, regulations and values developed by employees of an organization as it develops. This concept introduced within the framework of the school of social systems by Barnard ^Barnard SK), who considered the problem of organizational morality primarily in the context of the informal authority of management in the organization, the level of which depends on the leader’s compliance with written and unwritten “moral codes* (professional, administrative, legal, civil and t, p.) and fulfilling his moral duty. A more fundamental concept was developed by Simon, who believed that organizational morality is the totality of organizational goals, values, and norms shared by the majority of members of the organization and recognized it as one of the main indicators of the development of the organization. Sh.
in his opinion, with a high level of organizational morality, organizations can use the mechanism of self-regulation to a greater extent and practically abandon forceful methods of regulating the commands of people, minimize the functions of external control, and limit the intervention of managers to coordinating activities and canceling erroneous decisions.
The principle of isomorphism
This principle was first formed by K. Boulding and seriously worked out by one of the founders of American organizational ecology, A. Ilawley. This principle manifests itself in two aspects: -
firstly, it is based on one of the system models that explains how to ensure the balance of the organization with the external environment and on this basis considers various types of organizations and organizational structures; -
secondly, this is the basic principle of modern organizational ecology
According to this principle, a prerequisite for the survival of an organization, ensuring the effectiveness of its activities and development is its development of organizational forms that are isomorphic (similar, meeting all requirements) to that fragment of the external environment ( ecological niche) with whom she interacts.
An ecological niche is one of the main concepts used in the theory of organizational ecology for an integral assessment of the set of heterogeneous parameters of that part of the external environment with which an organization or a set of organizations interacts. This concept means the totality external factors, defines the objective conditions of existence, activity and growth of a social population and is characterized by many parameters; the volume and type of resource consumed (both material and social), the possibility of selling produced products (services), the number and type of other organizations that are in a state of competition for limited resources, sales, etc.
The principle of balance
This is one of the basic principles of the functioning and development of an organization in system models. Within the framework of the universal model of the functioning of social systems proposed by Parsons T., this principle is interpreted as necessary condition their survival
In a narrow sense, balance in an organization is an indicator of a high level of integration of the organization’s internal environment, the balance of multidirectional efforts of its various subsystems and elements, which ensures the maintenance of the integrity of the system and a synergistic effect. in a broad sense- indicator of integration
The values of the elements of the internal environment of the organization and the correspondence of its structure (modes of activity) to the external environment. In early models, imbalance was seen as an organizational pathology that needed to be eliminated.
Scalar1 principle of organization structure
This principle was formulated by representatives of the classical; schools. It manifests itself in two aspects; -
the principle of a hierarchical multi-level structure of the organizational structure and the result of delegation and distribution of power and authority in administrative organizations; -
Korotkov divides them into general, specific and situational. E.A. Smirnov identifies the principles of static and dynamic states, as well as general principles of organization. Combining these approaches, we can divide all the principles into:
In addition, in the literature, the principles of organization are divided into three groups (Table 2).
Principles of organization
General principles organizations and their characteristics
Feedback principle: socio-economic systems are open and nonequilibrium systems. Their regulation is possible using the feedback principle.
The principle of development (irreversible directional change in the system): the movement of a non-equilibrium system towards the attractor of stability, which is ensured due to deviations of the values of quantities from their average values at any stage of the organization's life cycle.
Three principles of compliance:
1) goals and resources: key goals adopted in the organization must be provided with resources in a timely manner.
3) production efficiency and economy: for each organization a correspondence must be found between efficiency and costs [the effect (result) is determined by the reduction of costs
The principle of the optimal combination of centralization and decentralization of production and management: it is necessary that it be found best combination volumes of administrative, technological and patronage functions of production and management. This principle requires timely merger or separation of organizations or divisions.
The principle of rhythm and synchronization: production and information processes must proceed with a given level of uniformity during given time intervals to ensure consistency of labor productivity in different areas of a single technological process.
The principle of goal priority: the highest priority is the goal in the “goal-tasks-functions-structure-personnel” system.
The principle of personnel priority: personnel have the highest priority in the “personnel-structure-functions-tasks-goal” system. Any organization is created by people and for people.
The principle of priority of structure over functions: structure has the highest priority in the “function-structure” system.
The essence and content of the principles of organization.
A principle is an optimal rule (norm), which is formulated by people and is objective in nature.
The principles of organization are a reflection of the objective laws of management practice. They define the requirements for a specific system, structure and organization. In accordance with these requirements, management bodies are formed, relationships between its levels, between the organization and the state are established, and certain management methods are applied.
As economic life changes, the principles of organization also change. For example, at the beginning of the twentieth century. the principles developed by F. Taylor and A. Fayol were applied, and attention is currently paid to the social aspect.
The literature provides various classifications of principles. A.A. Belyaev and E.M. Korotkov divides them into general, specific and situational. E.A. Smirnov identifies the principles of static and dynamic states, as well as general principles of organization. Combining these approaches, we can divide all the principles into:
– General – for all organizations and situations;
– Particular and situational – characteristic only of a certain area or situation in the organization’s activities;
– Dynamic or static state, characteristic of a particular organization.
In addition, in the literature the principles of organization are divided into three groups
A properly formed organization must meet all the criteria presented in the table.
Feedback principle: socio-economic systems are open and nonequilibrium systems. Their regulation is possible using the feedback principle. Any control system consists of a control and controlled subsystem. There are various communication connections between them, which are transmission channels management information, the circulation of which allows us to establish the relationship between the information at the input and output of the controlled system. Comparison of information levels makes it possible to assess the state of both the controlled subsystem as a whole and its individual elements. The assessment of information by the subject of management must be prompt and reliable so that there is no loss of management quality.
The principle of development (irreversible directional change in the system): the movement of a non-equilibrium system towards the attractor of stability, which is ensured due to deviations of the values of quantities from their average values at any stage of the organization's life cycle. There are two forms of development: evolutionary (gradual quantitative and qualitative change) and revolutionary (leap-like unconscious transition from one state of the system, management process, to another). There is progressive and regressive development, which may initially cover not the entire system, but only some of its components.
The principle of competition: the viability of an organization depends on the degree of competitive principles, which identify the most effective ways of development.
The principle of complementarity: an ambivalent approach to revealing the functioning and development of organizations is a combination in the organization, on the one hand, of objective, sustainable trends, equilibrium, organized, predictable principles; and on the other hand – random, unstable, spontaneous, spontaneous, probabilistic, unpredictable principles.
Three principles of compliance:
1) goals and resources: key goals adopted in the organization must be provided with resources in a timely manner. This principle corresponds to a software-targeted technology for the production process and development of solutions, the conditions for use of which are as follows: a) the staff must be 100-2000 people; b) the time required to complete the assignment should not exceed 1 year from the date of its issuance; c) the availability of management and production resources must be ensured on time; d) the division of managerial and production labor should be clearly expressed; e) production of serial and mass products must be carried out over a long period of time;
2) management and subordination: each employee must have one line manager (performs an administrative, technological or patronage function) and any number of functional managers when performing specific work;
3) production efficiency and economy: for each organization a correspondence must be found between efficiency and costs
The principle of the optimal combination of centralization and decentralization of production and management: it is necessary that the best combination of volumes of administrative, technological and patronage functions of production and management be found. This principle requires timely merger or separation of organizations or divisions. External signals for carrying out this work are: a decrease in demand for goods, an increase in management costs, an increase in unplanned staff layoffs.
The principle of directness: production and information processes must follow the shortest path to avoid additional costs and distortions. For example, valuable information, having traveled a long way, may turn out to be unreliable.
The principle of rhythm and synchronization: production and information processes must proceed with a given level of uniformity during given time intervals to ensure consistency of labor productivity in different areas of a single technological process. At the same time, among the production divisions it is necessary to identify a permanent or temporary synchronization center, to the mode of operation of which other processes or divisions of the organization must adapt. The dynamics of market relations require flexibility in the organization of business processes: to temporarily strengthen something, to highlight someone, to refocus on new divisions or processes.
Particular and situational principles of organization
Particular and situational principles of organization have limited distribution in organizations; they are determined by the current situation or the special nature of the activity. They are divided into the following groups: 1) used in various subsystems of society (economic, social, political, family and everyday life); 2) applied in the process of various types of organizational activities (principles of civil service, principles of personnel management); 3) management of the organization.
Principles of the static state of an organization
The principle of goal priority: the highest priority is the goal in the “goal-tasks-functions-structure-personnel” system. When creating, restructuring or liquidating an organization, the overall goal should be most well developed and represented by smaller goals by area of activity (economic, organizational, technological) or by type of product (services, goods, information). Each goal must be specified in the form of tasks indicating volumes, deadlines, and resources. To solve them, management and production functions are formed, indicating complexity and similarity. On their basis, an optimal organizational structure is created, which, in turn, serves as the basis for the formation of a contingent of employees of the organization.
The principle of function priority over structure: function has the highest priority in the “function-structure” system. The manager first creates a set of necessary functions, then creates an organizational structure in accordance with it.
The principle of priority of the subject of management over the object: priority is given to management relative to future employees. First, a manager is selected who can professionally implement the goal, then he selects a team that is professional and personal qualities can work on specific tasks.
Principles of the dynamic state of the organization
The principle of personnel priority: personnel have the highest priority in the “personnel-structure-functions-tasks-goal” system. Any organization is created by people and for people. Global goal: to satisfy the needs of the individual and society as much as possible. When operating an organization, the main attention should be paid to personnel and their stimulation. Therefore, it is necessary to form a structure, functions, tasks and goals acceptable to him. If problems arise with personnel, they must be corrected.
The principle of priority of structure over functions: structure has the highest priority in the “function-structure” system. The manager either creates a structure unique to his organization, or completely copies the structure of some exemplary, in his opinion, organization with a set of functions already performed (using the benchmarking method). Practice shows that 60–80% of managers prefer to copy. Changes that occur in the structure are accompanied by the introduction of new or reduction of old production or management functions.
The principle of priority of the object of management over the subject: in an existing organization, when replacing a manager or reorganizing departments, priority should be given to the team of the unit relative to the future leader, i.e., he should be selected for specific existing structural units, taking into account his compatibility with the team of subordinates, and the manager should not reduce potential of the team or be worse than its predecessor.
Comparative analysis of the principles of operation of statistical and dynamic organizations. The essence of the contradiction in the principles of operation of a static organization is that, on the one hand, achieving a stable operating mode is one of the goals of its existence, on the other, innovations are inevitable, necessary for the organization for its successful development and survival. These innovations determine the organization's transition to a dynamic mode of operation.
The very issue of organizational principles is very complex, since it is necessary to single out from the variety of organizational elements and their interactions those that are really significant for the organization and involve their action in ensuring its functioning and existence. Such distinguished phenomena, relationships and processes in an organization can include only those that:
- 1. reflect the most significant, objectively necessary properties and aspects of the organization;
- 2. have a stable and widespread character, appearing in huge numbers formal organizations;
- 3. are associated specifically with the organization, are constantly carried out in the interaction of people, regardless of what specific types of activities they are engaged in and what technical means they use for this.
The main thing is that the principle of organization must contain the objective basis of the organization and, through its practical action, give it due rationality and efficiency, thereby the principle of organization is a scientific position (it can also be recorded in constitutional and legal form) reflecting objectively existing organizational phenomena , relationships and processes necessary for retention and reproduction and organization as a social phenomenon. Organization Theory: Textbook/ Ed. G.V. Atamchuk. - M.: Publishing house RAGS, 2007, - p.102.
These phenomena, relationships and processes are located in the organization itself, expressing the relationships and interdependencies of the organization with other social phenomena.
To properly understand and use the principles of organization, the following circumstances must be taken into account:
First: an organization is always associated with management and, accordingly, in its structure (structure, relative arrangement of elements) and functioning (behavior and activities of people) depends on the subjects of management - subjects of power who actually own and manage resources, including those created by the power of the organization.
Second: the organization has two (conditionally introduced) sections: static (structural) and dynamic (functional). Such sections are interdependent, and the principles of organization manifest themselves precisely through and in the process of interaction between static and dynamic sections.
Third: in the life of society there are distinct differences: organizations as a certain state of interaction between people as in society and a formal (managed) organization as the interaction of a certain set of people pursuing certain local goals.
Among the principles of organization that meet the noted circumstances and requirements, six fundamental ones can be named:
1. Basic principle: the predominance of internal interactions over external ones. This principle is relevant practically for levels and types of organization. Inconsistency, imbalance, and conflict in internal interaction, not to mention betrayal on the part of its individuals, naturally weaken the organization, make it vulnerable to external interactions, suppress internal sources of resistance and, ultimately, lead to its destruction. In addition, one must constantly keep in mind that the organization exists in a world of competition, competition, and struggle, in which organizations strive to expand, strengthen, and acquire greater resources and a “field of influence.”
Compliance with the principle of the predominance of internal interactions over external ones is mandatory for every organizational structure. But it is achieved only through control - tension and effort on the part of its subjects.
2. The principle that “the potential of an organization directly depends on its integrity,” that is, only that organization fully realizes its essence in which the interaction of people in various areas (information, socio-economic, technological, etc.) reached the possible completeness and completeness, generates maximum productivity of the organization.
The fact is that the integrity of the organization is ensured through not only statics (structure), but also mainly dynamics (functioning). First of all, the factor of integrity is the person, his professionalism and activity in fulfilling his social role.
3. The principle of correlative relationship between subjects and objects of management.
In any organization there is a subject of its management (in a brigade - a foreman, in a university - a rector, etc.) who is engaged in the development and implementation of management decisions and a managed object - a group (team) of people who implements the mission of the organization in the form of production, goods and services , information and capital, in a more generalized form - the production of material and spiritual products and social conditions life.
The combination and difference in the organization of the subject of management and managed objects gives rise to important consequences for the organization itself. Indeed, in an organization, the structuring and functioning of the subject of management and managed objects occurs according to for various reasons and lead to different social roles In the organisation.
Combination presupposes a certain consistency in the organizational parameters of the subjects of management and managed objects within the organization. The distinction requires that management subjects pay sufficient attention to the organizational features of managed objects, which depend on the nature and type of activity. There may be coincidences and contradictions, which is why a strong and constantly operating correlative relationship between subjects of management and managed objects is needed.
In fact, in almost all spheres of society or types of management, the correlative relationships between subjects of management and managed objects are expressed irrationally and ineffectively. Managed objects create large incomes, but they are appropriated by the subjects and are not directed to further development production. Because of this, the organization in many of its manifestations has an illusory quasi-appearance. This is a problem in almost all organizational phenomena, relationships and processes. It must be meaningful from the point of view of the state, needs and interests of society.
4. The principle of specialization and cooperation of both internal and external interactions of people.
The main thing is that in any organizational structure, within, in the interaction between certain links, there is specialization and cooperation of activities, the meaning of which ultimately comes down to high labor productivity and the efficiency of the resources used.
- 5. The principle of differentiation and specification of human interaction. Its essence is that in the organization of society (and the state as its form), more and more local formal (managed) organizations must, on the one hand, perceive the properties and parameters of the whole (larger organization), and on the other hand, be substantively adapted to to match your legal status and properly realize their legal personality (differentiation). As the organization narrows, it is expected to become more specific, leading to the fact that every person in it knows why and in what way to act.
- 6. The principle of subordination and coordination of human interaction. Subordination is understood as the unification of power and coordination of efforts, the subordination of some structures to some other, larger-scale ones. In subordination, the moment of vertical interaction is clearly expressed. Coordination means horizontal interaction aimed at obtaining a certain objective result; coordination is relevant, first of all, for managed objects that are designed to produce and consume goods, services and information.
The principle of subordination and coordination of human interaction has a multifaceted content, only the disclosure of which allows us to characterize the organization
Let's consider the general principles of organization, summarized in three main groups: basic, compliance, optimality.
Table General principles of organization
Feedback principle. Socio-economic systems are mainly open and nonequilibrium systems. An imbalance in them is possible due to various reasons. Their regulation is possible using the feedback principle. After all, any control system consists of 2 subsystems: control and controlled. There are different communication connections between them, which are channels for transmitting management information from subject to object and vice versa. Feedback can be positive (strengthening the effect of the mismatch signal) and negative. The assessment of information by the subject of management must be prompt and reliable.
Development principle. Development is an irreversible, directed change in the system. There are 2 forms of development:
evolutionary, which is characterized by gradual quantitative and qualitative changes;
revolutionary, which represents a spasmodic unconscious transition from one state of the system, control process, to another.
There is progressive and regressive development (change). Progressive and regressive development may not cover the entire system as a whole, but only one component; only over time will the entire system undergo changes.
Any stage of an organization's life cycle is accompanied by random deviations of instantaneous values from their average value. This ensures the movement of a nonequilibrium system towards the attractor of stability. (Synergetics defines an attractor as a relatively stable state of a system with many trajectories depending on different initial conditions. Attractive factors have a corrective effect on the system as a whole, on the possible trajectories of its movement).
The principle of competitiveness, competition. Practice confirms that the viability of a social system depends on the degree of development of competitive principles. Competition reveals the most effective, efficient ways of development. This is expressed in comparison, selection and implementation of the most effective management and management methods. (For some time in economic science this principle was ignored; it was believed that competition could cause harm. In fact, the lack of competition led to the inhibition of private initiative, to the fact that the system switched to a “sluggish” run, and then to stagnation. Competitive relations are contradictory: the mechanism of competition shapes the social priorities of freedom of choice, active influence to make bold management decisions. But unfair competition is dangerous).
The principle of complementarity. Organizational systems combine, on the one hand, objective, stable trends, and on the other, random, unstable ones. They complement each other. Their dialectical interaction is defined as the principle of complementarity, the essence of which is an ambivalent approach to revealing the functioning and development of the system (ambivalence indicates the duality, inconsistency of all processes and life phenomena of the organization. When making a decision, the manager must understand that it has been selected and recognized as the best with some conditionality some time that the number of arguments “for” can be balanced by the same number of arguments “against”).
Let's move on to consider the principles of compliance
The principle of matching goals and resources. Key goals adopted in the organization must be provided with resources in a timely manner. This principle corresponds to the software-target technology of the production process and development of solutions. It consists of issuing tasks (goals and objectives) for execution, indicating the means, methods and time of their implementation, with the organization of external or internal control of intermediate states of this implementation. The professionalism of completing a task is determined by the qualifications of the manager who issued the task, and the qualifications of the performer play a secondary role.
The principle of correspondence between command and subordination. Each employee must have one line manager and any number of functional ones when performing a specific job.
A function is considered administrative if, among the procedures that comprise it, the priority is the “Decision Making” or “Decision Approval” procedure. For a technological one, this is the presence, among the procedures and its components, of priority procedures: “Preparation of a decision”, “Approval” or “Organization of the implementation of a decision”. Patronage - when there are no priority functions in the set (they can be assigned to specialists from other companies).
The principle of matching production efficiency and economy. For each organization, a balance must be found between efficiency and costs. The priority should be efficiency.
E=(Results/Costs) ?100%
Let us reveal a group of principles of optimality (a combination of centralization and decentralization, straightness, rhythm, synchronization).
The principle of the optimal combination of centralization and decentralization of production and management requires managers at all levels to rationally use the capabilities of administration and collegiality (depending on the size, structure of the organization, performance results, external conditions).
The principle of straightforwardness means that production and information processes should follow the shortest path to avoid additional costs and distortions. The principle directs the administration and personnel to minimize production and management operations while complying with technology and guaranteed quality of products.
The principle of rhythm means that production and information processes must proceed with a given level of uniformity during given time intervals. Rhythm ensures the planned functioning of all elements of the organization and eliminates the alternation of periods of “calm” and “rush”.
The principle of synchronization (systematicity) promotes rapid recovery the required operating mode of the organization in the event of various deviations from the norm. (The dynamics of market relations require flexibility in the organization of business processes: something should be temporarily or permanently strengthened, something weakened. This principle contributes to the implementation of another “priority of structures over functions of existing organizations.” Instead of changing the composition of the structure, you can reorient it for new processes).
Static and dynamic state of the organization. Principles of the static state of an organization.
The static and dynamic state of the organization is determined by the stages of the organization's life cycle. These stages can be divided into two groups: static and dynamic.
Static is characterized by insensitivity. The static phase includes the liquidation stage, when companies deal with internal problems.
The dynamic group includes the stages of birth, growth, maturity, aging and rebirth. They are characterized by solving external and internal problems in conjunction.
The principles of the static state of an organization include: the principle of goal priority, priority of functions over structure, priority of the subject of management over the object.
The principle of goal priority. In the “goal - task - function - structure - personnel” system, the goal has the highest priority. It is the goal that must be well developed when creating, downsizing (etc.) an organization. It should be represented by smaller goals by area of activity. Each goal must be specified in the form of tasks indicating deadlines, resources, etc. To solve a set of problems, management functions are formed, indicating labor intensity and complexity, and on their basis an optimal organizational structure is created. The structure serves as the basis for the formation of the contingent of employees of the organization.
The principle of priority of functions over structure is implemented by those who do not seek to copy “someone else’s” structure, but create a unique structure for a set of specific functions leading to the achievement of their goals.
The principle of priority of the subject of management over the object is expressed in the sequence of creation of structural elements (divisions), selection and placement of personnel. First you need to select an experienced leader (specialist), and then entrust the creation of a team.
Principles of the dynamic state of the organization
These are: the principles of the highest priority of personnel, the priority of structures over functions, the object of control over the subject. They are implemented at the stages of inception, growth, maturity, saturation, and decline of the organization.
The principle of the highest priority of personnel provides for the establishment of the reverse sequence of system elements: “personnel - structure - tasks - function - goal.” When the control mechanism is launched, the main productive force and the highest value becomes a person. Everyone's contribution is decisive for achieving the goal.
The principle of priority of structures over functions in existing organizations is expressed in the constant optimization of its structural components(some of the structural elements die off, others are created again). Such a flexible structure allows for better redistribution of functions and tasks among employees to increase labor efficiency. In addition, it diversifies professional activity, creates new opportunities for personnel development.
The principle of priority of the control object over the subject “comes into effect” when replacing managers structural divisions. In most cases, when deciding on personnel appointments, the administration must take into account the opinion of the workforce. After all, subordinates are the main resource of the organization, which often exceeds the total potential of the leader.
The term rationalization - (reasonable) is interpreted as “improvement, more expedient organization of something.”
This group includes the principle of sequential connection, the principle of comprehensiveness of input information, the principle of comprehensiveness of recommendations for the rationalization of the company.
The principle of serial connection is implemented differentially.
The principle of comprehensiveness of input information requires that incoming information reflect all the main parameters characterizing its structure, processes and results of activity.
The principle of internal rationalization is the most important. Mass innovation is a well-proven form of stimulating the initiative and creativity of workers, and involving personnel in management.
Conclusion
So, in this course work we can draw the following conclusions: Laws play a decisive role in the theory of organization, including forming a theoretical foundation, facilitating the transition from an empirical approach to a professional one, allowing one to correctly assess the situation that has arisen and analyze foreign experience.
The law has a mechanism of action and a mechanism of use. The laws of an organization include the general and the specific. The general part of the law has a mechanism of action regardless of the location of the organization and its field of activity. Special is a part of the law that does not change its essence and reflects the characteristics of the organization as a social system.
In the course work, I especially want to highlight that for each organization, among the many principles, six fundamental ones should be named:
- 1. The basic principle is the predominance of internal interactions over external ones;
- 2. The potential of an organization directly depends on its integrity;
- 3. The principle of correlative relationship between subjects and objects of management;
- 4. The principle of specialization and cooperation of both internal and external interactions of people in the organization;
- 5. The principle of differentiation and specification of interaction between people in an organization;
- 6. The principle of subordination and coordination of people in an organization.
These principles are sufficient to improve the management of formal organizations through their practical application. After all, society and people need the material, spiritual and social consequences of the functioning of the organization, and not the organization itself as such.
"Principles of Organization"
1. General principles of organization and their characteristics
Let's consider the general principles of organization, summarized in three main groups: basic, compliance, optimality.
General principles of organization
Feedback principle. Socio-economic systems are mainly open and nonequilibrium systems. An imbalance in them is possible for various reasons. Their regulation is possible using the feedback principle. After all, any control system consists of 2 subsystems: control and controlled. There are different communication connections between them, which are channels for transmitting management information from subject to object and vice versa. Feedback can be positive (strengthening the effect of the mismatch signal) and negative. The assessment of information by the subject of management must be prompt and reliable.
Development principle. Development is an irreversible, directed change in the system. There are 2 forms of development:
evolutionary, which is characterized by gradual quantitative and qualitative changes;
revolutionary, which represents an abrupt unconscious transition from one state of the system, control process, to another.
There is progressive and regressive development (change). Progressive and regressive development may not cover the entire system as a whole, but only one component; only over time will the entire system undergo changes.
Any stage of an organization's life cycle is accompanied by random deviations of instantaneous values from their average value. This ensures the movement of a nonequilibrium system towards the attractor of stability. (Synergetics defines an attractor as a relatively stable state of a system with many trajectories depending on different initial conditions. Attractive factors have a corrective effect on the system as a whole, on the possible trajectories of its movement).
The principle of competitiveness, competition. Practice confirms that the viability of a social system depends on the degree of development of competitive principles. Competition reveals the most effective, efficient ways of development. This is expressed in comparison, selection and implementation of the most effective management and management methods. (For some time in economics this principle was ignored; it was believed that competition could be harmful. In fact, the lack of competition led to the inhibition of private initiative, to the fact that the system switched to a “sluggish” run, and then to stagnation. Competitive relations are contradictory: the mechanism competition forms social priorities of freedom of choice, active influence on the adoption of bold management decisions.But unfair competition is dangerous).
The principle of complementarity. Organizational systems combine, on the one hand, objective, stable trends, and on the other, random, unstable ones. They complement each other. Their dialectical interaction is defined as the principle of complementarity, the essence of which is an ambivalent approach to revealing the functioning and development of the system (ambivalence indicates the duality, inconsistency of all processes and life phenomena of the organization. When making a decision, the manager must understand that it has been selected and recognized as the best with some conditionality some time that the number of arguments “for” can be balanced by the same number of arguments “against”).
Let's move on to consider the principles of compliance
The principle of matching goals and resources. Key goals adopted in the organization must be provided with resources in a timely manner. This principle corresponds to the software-target technology of the production process and development of solutions. It consists of issuing tasks (goals and objectives) for execution, indicating the means, methods and time of their implementation, with the organization of external or internal control of intermediate states of this implementation. The professionalism of completing a task is determined by the qualifications of the manager who issued the task, and the qualifications of the performer play a secondary role.
The principle of correspondence between command and subordination. Each employee must have one line manager and any number of functional ones when performing a specific job.
A function is considered administrative if, among the procedures that comprise it, the priority is the “Decision Making” or “Decision Approval” procedure. For a technological one, this is the presence, among the procedures and its components, of priority procedures: “Preparation of a decision”, “Approval” or “Organization of the implementation of a decision”. Patronage - when there are no priority functions in the set (they can be assigned to specialists from other companies.
The principle of matching production efficiency and economy. For each organization, a balance must be found between efficiency and costs. The priority should be efficiency.
E=(Results/Costs) Х100%
Let us reveal a group of principles of optimality (a combination of centralization and decentralization, straightness, rhythm, synchronization).
The principle of the optimal combination of centralization and decentralization of production and management requires managers at all levels to rationally use the capabilities of administration and collegiality (depending on the size, structure of the organization, performance results, external conditions).
The principle of straightforwardness means that production and information processes should follow the shortest path to avoid additional costs and distortions. The principle directs the administration and personnel to minimize production and management operations while complying with technology and guaranteed quality of products.
The principle of rhythm means that production and information processes must proceed with a given level of uniformity during given time intervals. Rhythm ensures the planned functioning of all elements of the organization and eliminates the alternation of periods of “calm” and “rush”.
The principle of synchronization (systematicity) contributes to the rapid restoration of the desired mode of functioning of the organization in the event of various deviations from the norm. (The dynamics of market relations require flexibility in the organization of business processes: something should be temporarily or permanently strengthened, something weakened. This principle contributes to the implementation of another “priority of structures over functions of existing organizations.” Instead of changing the composition of the structure, you can reorient it for new processes).
2. Static and dynamic state of the organization. Principles of the static state of an organization
The static and dynamic state of the organization is determined by the stages of the organization's life cycle. These stages can be divided into two groups: static and dynamic.
Static is characterized by insensitivity. The static phase includes the liquidation stage, when companies deal with internal problems.
The dynamic group includes the stages of birth, growth, maturity, aging and rebirth. They are characterized by solving external and internal problems in conjunction.
The principles of the static state of an organization include: the principle of goal priority, priority of functions over structure, priority of the subject of management over the object.
The principle of goal priority. In the “goal - task - function - structure - personnel” system, the highest priority is target. It is the goal that must be well developed when creating, downsizing (etc.) an organization. It should be represented by smaller goals by area of activity. Each goal must be specified in the form of tasks indicating deadlines, resources, etc. To solve a set of problems, management functions are formed, indicating labor intensity and complexity, and on their basis an optimal organizational structure is created. The structure serves as the basis for the formation of the contingent of employees of the organization.
The principle of priority of functions over structure is implemented by those who do not seek to copy “someone else’s” structure, but create a unique structure for a set of specific functions leading to the achievement of their goals.
The principle of priority of the subject of management over the object is expressed in the sequence of creation of structural elements (divisions), selection and placement of personnel. First you need to select an experienced leader (specialist), and then entrust the creation of a team.
3. Principles of the dynamic state of the organization
These are: the principles of the highest priority of personnel, the priority of structures over functions, the object of control over the subject. They are implemented at the stages of inception, growth, maturity, saturation, and decline of the organization.
The principle of the highest priority of personnel provides for the establishment of the reverse sequence of system elements: “personnel - structure - tasks - function - goal.” When the control mechanism is launched, the main productive force and the highest value becomes a person. Everyone's contribution is decisive for achieving the goal.
The principle of priority of structures over functions in existing organizations is expressed in the constant optimization of its structural components (some of the structural elements die off, others are created again). Such a flexible structure allows for better redistribution of functions and tasks among employees to increase labor efficiency. In addition, it diversifies professional activities and creates new opportunities for personnel development.
The principle of priority of the control object over the subject “comes into effect” when replacing heads of structural divisions. In most cases, when deciding on personnel appointments, the administration must take into account the opinion of the workforce. After all, subordinates are the main resource of the organization, which often exceeds the total potential of the leader.
organization leader principle management
4. Principles of organizational rationalization
Term rationalization - ( reasonable) is interpreted as “improvement, more expedient organization of something.”
This group includes the principle of sequential connection, the principle of comprehensiveness of input information, the principle of comprehensiveness of recommendations for the rationalization of the company.
The principle of serial connection is implemented differentially.
The principle of comprehensiveness of input information requires that incoming information reflect all the main parameters characterizing its structure, processes and results of activity.
The principle of internal rationalization is the most important. Mass innovation is a well-proven form of stimulating the initiative and creativity of workers, and involving personnel in management.
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