16. Organization as an open system

Organization - a group of people whose activities are coordinated to achieve common goals.

The group must meet the requirements:

· The presence of at least two people who consider themselves part of the group;

· The presence of a goal, which is accepted as common for all members of the organization;

· The presence of group members who work together to achieve common goals.

Organizations are formal and informal.

Formal organizations are organizations that are officially registered and operate on the basis of existing legislation and established regulations.

Informal organizations are organizations that operate outside the framework of the law, while groups arise spontaneously, but people interact with each other quite regularly. Informal organizations exist in every formal organization.

An organization interacts with the external environment, must adapt to changes in it in order to function normally, and therefore must be considered as an "open system". An open system depends on energy, information, materials that come from external environment... Any organization is an open system, as it always depends on the external environment.

From the point of view of a systems approach, an organization as an open system is a mechanism for transforming input information or resources into final products (in accordance with its goals). The main types of input resources: materials, equipment, capital, labor. The situational approach made it possible to expand the theory of systems by developing a concept according to which the solution in any situation is determined by external and internal factors and circumstances. Thus, the manager, before making a decision, must necessarily analyze all the existing factors affecting this problem, for a successful solution. External factors are classified into direct impact factors and indirect impact factors.

Any organization has a division of labor, but not just a random distribution of work among the entire staff of the organization, but a specialized division of labor. It means assigning a specific job to the person who is the best in the organization to do it, that is, to a specialist. An example is the separation management functions between specialists in finance, production, sales, etc.

Organization is an open system

Input - Transformation - Output

RESOURCES - PRODUCTION - PRODUCTS

Materials - Technology - Products

Capital - Organization - Goods

People - Procedures - Services

Information - Offers

Thus, an organization is an open system, since it receives resources from the external environment, transforms them and gives the result of its activities to the external environment in the form of a product or service.

The toolkit of this approach: system, system effect, subsystems, internal and external environment, system analysis, etc.

17. Organization management structure. Forms of organization of the management system

The organizational structure of management ensures the implementation of general and specific management functions, maintains appropriate vertical and horizontal links and separation of control elements. Vertical division is determined by the number of levels of management, as well as their subordination and directive relationships. The horizontal division is carried out according to industry characteristics.

The organizational structure of the management apparatus is a form of the division of labor for the management of production. Each department and position is created to perform a specific set of management functions or jobs. To perform the functions of a subdivision, they officials are endowed with certain rights to dispose of resources and are responsible for the implementation of the functions assigned to the unit. The diagram of the organizational structure of management reflects the static position of departments and positions and the nature of the relationship between them.

Depending on the nature of the relationship, there are several main forms (types) of organizational structures of management: linear (each manager provides guidance to subordinate units in all types of activities); functional (realizes a close relationship of administrative management with the implementation of functional management); linear-functional (line managers are sole managers, and they are assisted by functional bodies; line managers of lower levels are not administratively subordinate to functional leaders of higher levels of management); matrix (characterized by the fact that the performer can have two or more managers (one is a linear, the other is a program or direction manager); divisional (divisions or branches are allocated either by area of ​​activity or geographically); multiple (unites various structures at different levels of management, for example, a branch management structure can be applied to the entire company, and in branches - a linear-functional or matrix).

Organizational structure, connection method different parts organizations into a single integrity. Most known types structures are:

Simple structures are usually found at the initial stage life cycle organizations or organizations with a professional rather than managerial orientation relatively independent specialists.

o Entrepreneurial: dominance of one or more people (group in the center). It is caused by the form of ownership, the high value of special experience, or the need for activities under strict control. Moderate size, simple technology, one dominant technical field.

o Independent: a simple organizational form to support the independent activities of specialists, with little coordination.

Hierarchical (bureaucratic) types of structures: similar management structures prevailing in many Russian enterprises are built in accordance with the principles of management formulated at the beginning of the twentieth century (M. Weber, A. Fayol)

o Linear organizational structure: the basis of linear structures is the so-called "mine" principle of construction and specialization of the management process according to the functional subsystems of the organization (marketing, production, research and development, finance, personnel, etc.). For each subsystem, a hierarchy of services is formed that permeates the entire organization from top to bottom. The performance of each service is assessed by indicators that characterize the fulfillment of their goals and objectives.

o Linear - headquarters organizational structure: this type of organizational structure is a linear development and is designed to eliminate its most important drawback associated with the lack of strategic planning links. The line-staff structure includes specialized divisions (headquarters) that do not have the right to make decisions and manage any lower divisions, but only help the relevant leader in performing certain functions, primarily the functions of strategic planning and analysis. Otherwise, this structure is linear.

o Divisional (divisional) management structure: the emergence of such structures is due to a sharp increase in the size of enterprises, the diversification of their activities (diversification), the complication of technological processes in a dynamically changing environment. In this regard, divisional management structures began to emerge, primarily in large corporations, which began to provide certain independence to their production divisions, leaving the development strategy, research and development, financial and investment policy, etc., to the management of the corporation. In this type of structure, an attempt is made to combine centralized coordination and control of activities with decentralized management.

· Organic types of structures: the main property of management structures of an organic type is their ability to change their shape, adapting to changing conditions.

o Brigade (cross - functional) structure: the basis of this management structure is the organization of work by working groups (brigades), in many respects directly opposite to the hierarchical type of structures. The basic principles of such a management organization are:

§ autonomous work working groups (brigades);

§ self-acceptance decisions by working groups and horizontal coordination;

§ replacement of rigid administrative ties of a bureaucratic type with flexible ties;

§ attraction of employees from different departments for the development and solution of tasks.

These principles are destroyed by the rigid distribution of employees inherent in hierarchical structures among production, engineering, economic and management services, which form isolated systems with their own goals and interests.

· Project management structure: the basic principle of building a project structure is a project concept, which means any purposeful change in the system, for example, mastering and manufacturing a new product, introducing new technologies, building facilities, etc. each of which has a fixed start and end. For each project, labor, financial, industrial, etc. resources are allocated, which are managed by the project manager. Each project has its own structure and project management includes defining its goals, forming a structure, planning and organizing work, coordinating the actions of performers. After the project is completed, the project structure disintegrates, its components, including employees, go into new project or quit (if they worked on a contract basis).

Matrix (program-target) management structure: such a structure is a network structure built on the principle of double subordination of performers: on the one hand, to the direct head of the functional service, which provides personnel and technical assistance to the project manager, on the other, to the project manager or target program , which is endowed with the necessary powers to carry out the management process. With such an organization, the project manager interacts with 2 groups of subordinates: with permanent members of the project group and with other employees of functional departments who are subordinate to him temporarily and on a limited range of issues. At the same time, their subordination to the direct heads of divisions, departments, services is preserved. The matrix type of structure has many modifications

A system is a certain set of interrelated and interacting elements with the properties of integrity, emergence and stability. From this point of view, the concept of "organization" as an ordered state of the whole is identical to the concept of "system". However, the concept of "organization" is somewhat broader than the concept of "system", since it reflects not only the state of order, but also the processes of ordering. It is this duality of the nature of the concept of "organization" that makes its interpretation much more meaningful. Any system can be considered as the result of organizational transformations replacing one of its equilibrium states with another.

The representation of an organization as a system allows one to single out a number of its inherent common properties observed in organizations of any nature.

The well-known Aristotelian proposition "The whole is greater than the sum of its parts" still remains essential characteristic organized integrity. The creation of the whole is carried out through integration. Integration is the bringing together of parts into a single whole. Any organization can be viewed as an integrated whole in which each structural element occupies a strictly defined place.

The concept of integrity is inextricably linked with the concept of emergence. Emergence is the presence of qualitatively new properties of the whole that are absent in its component parts... This means that the properties of the whole are not a simple sum of the properties of its constituent elements, although they depend on them. However, the elements combined into a system (whole) can lose properties inherent in them outside the system, or acquire new ones.

An organization, being an integral, systemic formation, has the property of sustainability, i.e. always strives to restore the disturbed balance, compensating for the changes arising under the influence of external factors.

Open and closed systems

A comprehensive analysis of the internal structure of an organization is provided using a systematic approach. A system is a collection of interrelated and interdependent parts arranged in an order that allows the whole to be reproduced. Unique characteristics when considering systems are internal relations parts. Each system is characterized by both differentiation and integration. The system uses a variety of specialized functions. Each part of the organization performs its own specific functions. In order to support the individual parts in one organism and form a complete whole, integration is carried out in each system. For this, means such as coordination of levels of the hierarchy of management, direct observation, rules, procedures, course of action are used.

Although organizations fall into discrete parts or constituent elements, they are themselves subsystems within more large system... There are not only systems and subsystems, but also super-systems. The classification of these concepts depends on the characteristics of the subject of analysis. At the same time, the whole is not a simple sum of parts, since the system should be considered as their unity.

Distinguish between open and closed systems. The concept of a closed system originated in physics. It is a self-contained system. Its main characteristic is that it essentially ignores the effect of external influences. A perfect closed system would be one that does not receive energy from external sources and does not give energy to the external environment. A closed organizational system has little applicability.

An open system assumes dynamic interaction with the outside world. Organizations receive raw materials and human resources from the external environment. They depend on external customers and customers who consume their products. Banks that actively interact with the external environment open deposits, convert them into loans and investments, use the profits earned to support development, pay dividends and pay taxes.

Figure 2.1 shows an industrial organization as an open system. At the input of the system is the flow of materials, labor, capital. The technological process is organized for the processing of raw materials into the final product. The final product, in turn, is sold to the customer. Financial institutions, labor, suppliers and customers, government are all part of the external environment.

Figure 2.1

The division of systems into open or closed is not rigid, once and for all established. An open system can become closed if contact with the environment diminishes over time. In principle, the opposite situation is also possible. Open systems tend to be more complex and differentiated. In other words, the growth of an open system is accompanied by an increase in the level of specialization of its elements and a more complex structure, often expanding the boundaries of the system or creating a new super-system. If a business enterprise grows, then there is a significant differentiation and complication of its structure. New specialized departments are being created, new types of raw materials and materials are acquired, the range of products is expanding, new sales offices are being organized.

There are two main types of systems: closed and open.

Closed system - a system isolated from the external environment, the elements of which interact only with each other, without having contacts with the external environment.

Open system (open system) - a system that interacts with its environment in any aspect: informational, energy, material, etc.

All organizations are open systems and depend on the outside world for their survival. The organization exchanges information and materials with the external environment across permeable boundaries. An open system is not self-sustaining, as it depends on energy, information and materials from outside. In addition, an open system has the ability fit to changes in the external environment and must do so in order to continue its functioning.

An organization as a complex system consists of large constituent parts, which are called subsystems. Subsystems can, in turn, be composed of smaller subsystems. Since they are all interdependent, malfunctioning of even the smallest subsystem can affect the system as a whole. Therefore, the work of every employee and every department in the organization is very important to the success of the organization as a whole.

The model of the organization as an open system in a simplified form is shown in Fig. 2.3. Inputs models are received

organization from the environment information, capital, human resources and materials. Organization in progress transformations processes these inputs, transforming them into products or services - exits organizations that it transfers to the environment. In the course of the transformation process, the added value of inputs is created if the organization is managed effectively. As a result, additional outputs such as profit, increase in market share, increase in sales (in business), implementation of social responsibility, employee satisfaction, organizational growth, etc.

Internal and external environment of the organization

The internal environment of the organization is a set of internal variables of the organization that have a direct impact on the processes carried out in the organization and, mainly, are the result of management decisions, i.e. controlled by management. The most significant variables can be swept aside: goals, structure, tasks, resources, technology, organizational culture. All internal variables are interconnected, a change in one of them to a certain extent affects all the others. Improvements in one variable, such as technology, may not necessarily lead to increased productivity if those changes negatively affect another variable, such as people.

The success of an organization also depends to a large extent on forces external to the organization. The concept of the importance of the external environment and the need to take into account forces external to the organization appeared in management thought in the late 1950s. This became one of the most important contributions of the systems approach to the science of management, as it emphasized the need for a leader to view his organization as a whole, consisting of interconnected parts related to outside world... Even if the changes were not so dramatic, leaders would still have to consider the environment, since the organization as an open system depends on the outside world for the supply of resources, energy, people, and consumers. Since the survival of the organization depends on leadership, the manager must be able to identify the significant factors in the environment that will affect his organization. Moreover, he must suggest suitable ways of responding to external influences.

The main environmental factors include: technology, economic conditions, sociocultural factors, political factors, international factors, suppliers, laws and government bodies, consumers, competitors.

The significance of external factors varies from organization to organization and from department to department in the same organization. All factors of the external environment are interdependent and interact with each other. The complexity of the external environment refers to the number and variety of external factors to which the organization is forced to respond. The mobility of the environment is characterized by the rate at which changes occur in the environment. The uncertainty of the environment is a function of the amount of information available for a particular factor and the confidence in the reliability of this information.

Thus, modern organizations you have to adapt to changes in the external environment and accordingly carry out changes within yourself.

• L. I. Lopatchikov Dictionary of Economics and Mathematics. P. 251.
• Mescon M., Albert L /., Hedouri F. Fundamentals of management. M., 2009.S. 68.

System there is a set of interrelated and interdependent parts, put together in such an order that allows you to reproduce the whole for purposeful activity.

A unique characteristic when considering systems are the internal relationships between parts - the presence of connections. Each system is characterized by both differentiation and integration. The system uses a variety of specialized functions. Each part of the organization has its own specific functions. At the same time, in order to maintain individual parts in one organism and form a complete whole, an integration process is carried out in each system. In organizations, this integration is usually achieved through the coordination of hierarchy levels, direct observation, rules, procedures, course of action.

The system as a whole is not a simple sum of parts, since the system should be seen as a unity.

Although organizations are made up of parts or building blocks, they are themselves subsystems within a larger system ( industries). Subsystem - a set of elements that represent an autonomous area within the system.

Classification systems can be represented on a variety of grounds, for example, intangible and material, natural and artificial, deterministic and stochastic, soft and hard, simple and complex, active and passive. You can also highlight systems technical, biological and social.

Systems differ open and closed... Concept closed system generated by the physical sciences. It is customary here to understand that the system is self-contained. Its main characteristic is that it essentially ignores the effect of external influences.

Open system recognizes dynamic interaction with the outside world. Organizations obtain their raw materials and human resources from the world around them. Οʜᴎ depend on customers and customers from the outside world who consume their products.

On the diagram, representing an industrial organization as an open system (Figure 1.5), you can see the flow of materials, labor, capital.

Figure 1.5 - Industrial organization as an open system

A technological process is created to process raw materials into a final product, which, in turn, is sold to the customer. Financial institutions, labor, suppliers and customers, government are all part of the environment.

All open systems have an entrance, a transformation process, and an exit. Οʜᴎ receive raw materials, energy, information, other resources and transform them into goods and services, profit, waste, etc. Open systems have, however, some specific features... One such feature is the recognition of the interdependence between the system and the outside world. There is a boundary that separates the system from its environment. Changes in the environment affect one or more attributes of the system, and vice versa, changes in the system affect the environment.

The organization must reflect the external environment ( Dividing the environment into a macro environment: political, economic, social, resource, technological components - and a micro environment: suppliers, consumers, competitors, authorities, market infrastructure institutions). Its construction is based on the prerequisites of an economic, scientific and technical, political, social or ethical nature. The organization must be designed to function well, receive input from all its members, and effectively help workers achieve their goals, now and in the future. This foundation for the existence of the organization is laid in missions... In this sense, an effective organization cannot be static. She must quickly learn about all changes in the environment, understand their significance, choose the best response that contributes to the achievement of her goals, and effectively respond to environmental influences.

Without a boundary, there is no system, and the boundary or boundaries define where systems or subsystems begin and end. Boundaries are physical, have psychological content through symbols such as names, clothing, rituals.

Feedback is fundamental to the functioning of organizations. Open systems constantly receive information from their environment. This helps to adapt and allows corrective action to be taken to correct deviations from the course. Here, feedback is usually understood as a process that allows a part of the output to be received back into the system in the form of information or money in order to modify the production of the same output or to establish the release of new products.

It should also be borne in mind that organizations are staffed with people. The behavior of members of the organization can be viewed as its internal environment (Figure 6).

The organization is constantly faced with problems that can change its position, and for all its elements to work and be reasonably coordinated, it is extremely important to have a continuous flow of resources, due to their wear and tear. To ensure the viability of an organization, resources are essential without interrupting production process, replace with elements of equal performance.

Figure 1.6 - Internal structure organization

Other internal problems arise from lack of communication and coordination across the organization.

The organization is characterized by a cyclical nature of functioning. The output of the system provides the means for new investment, which allows the cycle to be repeated.

It should also be emphasized that organizational systems prone to shrinking or falling apart. Since a closed system does not receive energy and new investments from its external environment, it can contract over time. In contrast, an open system is characterized by negative entropy, ᴛ.ᴇ. it can reconstruct itself, maintain its structure, avoid liquidation and even grow, because it has the ability to receive energy from the outside to a greater extent than it gives out. The inflow of energy to prevent entropy maintains an inconsistent exchange of energy, resulting in a relatively stable position.

A certain balance of the system is provided. When an open system actively recycles investment in output, it is nevertheless able to sustain itself for a certain amount of time.

Research shows that large and complex organizational systems tend to grow and expand further. Οʜᴎ get a certain margin of safety, which goes beyond the limits of ensuring only survival. As the organization grows, its top leaders are forced to increasingly delegate their responsibility for making decisions to the lower levels, which makes the division of labor in the field of management extremely important.

Open systems seek to reconcile two often conflicting courses of action. The actions to maintain the balance of the system ensure consistency and interaction with the external environment, which, in turn, prevents very rapid changes that can unbalance the system. On the contrary, actions to adapt the system to various changes allow it to adapt to the dynamics of internal and external demand.

Stable and well-equipped organizations, but not adapted to changing conditions, will not be able to last long. On the other hand, adaptable but not stable organizations will be ineffective and also unlikely to last long.

It is necessary to consider various forms and ways of solving emerging problems, and not look for any one "optimal" way out

A system is an unification of parts into a whole, the properties of which may differ from the properties of its parts. Any organization can be called a system.

Systems are open and closed. Open system is a system that is fed from the outside by any energy or resources. Closed system has a source of energy (resources) within itself. Examples of closed systems: running hours from internal source energy, working car, airplane, automatic production with its own source energy, etc.

Examples of open systems: calculator or radio with solar battery(energy comes from outside), industrial enterprise, factory, firm, company, etc.

It is obvious that business organizations cannot exist autonomously; to carry out their activities, supply, sales, work with potential buyers, etc. are necessary. That is why they can be legitimately classified as large open systems.

In economics, an organization is an economic entity that realizes its own interests through production and the sale of goods on the market. Since each organization, as a rule, has several goals, for the achievement of which it is required to achieve intermediate goals, then in the organization many systems can be distinguished. Any organization is characterized by 3 elements: - login to the system; - the process of converting a product into a product; - exit from the system Removing one of the elements, or changing their properties destroys this system or converts it to another. In the control system, there must be a control subject, combined with the elements of the information link control object. All control systems are complex, they are characterized by next properties: - big number elements - the presence of several goals - Several levels and ways to achieve goals - the mismatch of interests of groups of subjects - the presence of functional elements in conditions of uncertainty. For research complex systems apply decomposition, i.e. division of the system into parts, which are considered as independent objects. Decomposition- analysis of the system different purposes, functions, ways to achieve goals. Organization is a group of people and necessary resources, whose activities are deliberately and purposefully coordinated to achieve common goal... In other words, organization is a system that solves specific problems and related tasks. There are certain conditions for the formation or creation of an organization: - The presence of at least 2 people who consider themselves part of the organization - The presence of at least one goal (mission), which is accepted by a group of these people as a common one - The presence of plans for the development of the organization Main characteristics of the organization: - Having a goal - Having the necessary resources - Relationship with the external environment

Centuries of experience human activity and the theoretical generalization of its results have developed certain rules for the formation of structures of subjects of activity, the implementation of which even in the very general case ensures the acceptable quality of the organization of activity processes. The most general approaches to solving these problems can be formulated in the form of certain principles decomposition.

In accordance with the logic, any subject of activity is structured, first of all, on a territorial basis. In this way, territorially separated parts of a single entity are formed. These can be separate enterprises, divisions, branches or other structural units of business (SEB).

Any integral system of activity, like any in its composition structural unit are decomposed into two subsystems: production facility and managing (leading) subject.

Decomposition of a production facility is carried out on the basis of the following principles:

• separation of subdivisions in its structure, taking into account the fulfillment of the requirements of the minimum volume of activities;
• giving them certain forms of intra-industrial specialization;
• formation of a vertical structure of subdivisions according to the "shop - section - production line - brigade" scheme;
• giving the selected items a status economic entity or a subject of internal entrepreneurship;
• formation of horizontal structures of processes (business processes) on the principles of engineering;
• creation of the necessary subdivisions of material and technical support.

The formed structure of specialized units and the relationships between them in the process of carrying out activities is called production structure.

Decomposition of the controlling entity is carried out on the basis of the following principles:

• formation of contours of linear, functional, matrix, diagonal, target, venture, divisional management;
• the formation of centralized and decentralized management bodies according to the functions of organization, planning, accounting, analysis, control, regulation, etc .;
• the formation of management subsystems by stages of the implementation of business processes, from their technical and material preparation to the sale of products and work on the market, covering personnel, financial, Information Support, repair and other service functions.

The structure of the governing entity is called organizational structure of management.

1. Properties of large systems.

NADDITIVITY. As a rule, large systems are characterized by non-additivity, i.e. the effectiveness of their activities varies over time and is not always equal to the algebraic sum of the effects of the parts included in it.

For example, the profit of an industrial firm, other things being equal, changes depending on the performance of its subdivisions, which (with the same formal organization structure and principles of labor incentives) is determined by the quality of personnel, leadership styles, personal relationships, etc.

Another example. In most cases, a 7-person group is more efficient than a 17-member group. Many psychologists believe that working group(the leader plus the performers interacting with each other) from the point of view of the effectiveness and efficiency of management, the interaction of members and cost savings should have a staff of at least 5 and no more than 9 people (the so-called law "7 plus or minus 2").

EMERGENCE. Emergence means a mismatch between the goals of the organization and the goals of its constituent parts. For example, the goal of a corporation is to maximize profits while minimizing labor costs. The "personnel" subsystem is guided by the goal of maximizing wages while minimizing energy costs. The ability to smooth out such contradictions is the skill of leaders.

Another example is the “state” system, the goal of which is to maximize tax revenues. The purpose of the “people” subsystem is to maximize the income of its parts, and hence to minimize tax deductions. Obviously, the goals of the system and the subsystem do not coincide: with an unreasonably large increase in tax rates, the population will hide their income, which will lead to a reduction in the tax base of the state.
SYNERGY. Under synergy (from the Greek.synerqeila- cooperation, commonwealth) is understood as the unidirectionality of actions, the integration of efforts in the system, which lead to an increase (multiplication) of the final result. For example, an experienced athlete, overcoming the bar at a high altitude, pushing the barbell, performing complex figures on skates, strives for optimal coordination of the movements of all his muscles and receives best result... In managing an organization, synergy means the conscious, unidirectional activity of all team members (subdivisions) in pursuit of a common goal. Many firms spend huge amounts of money looking for sources of increased synergy.
More generally speaking about science synergetics, studying the laws of ordering and self-organization of parts of the system from a state of chaos. Increasing synergy in the organization is carried out primarily through competent work with personnel. Management needs to have information about the psychology and social structure of workers (education, age, gender, nationality, marital status etc.), their ethics, views, morals and customs, traditions and culture, on the basis of which it is built efficient system organization management.

MULTIPLICATIVITY. Speaking of multiplicativity, they mean control actions or spontaneous processes aimed at multiplying the efficiency of the system. For example, the reconstruction of production allowed the company to achieve a sharp increase in profits, made it possible to increase the share of funds allocated for investments, and increased the volume and range of products. Further, as the complexity increases organizational structure the bureaucratic apparatus grows in the company, the reaction to new market requirements and environmental conditions slows down, and its market positions deteriorate rapidly (multiplicatively). Thus, the multiplicativity can be either positive or negative. Negative multiplicativity means fast development destructive organizational processes, the system tends to a state of chaos and gradually self-destructs. The positive multiplicativity of the system is facilitated by the following factors: the relative simplicity of the organization (and its management systems), the correspondence of the communicative structure of the organization to the goals and objectives, the quality of personnel. When destructive processes in an organization begin to grow, it is very important not to fuss, to avoid quick and often rash decisions, but to try to adjust to the course of the destructive process, to understand its drama and meaning. It is very important to be clearly aware of the time when it is necessary to make responsible decisions. Experienced leaders have this quality.

SUSTAINABILITY. The stability of the system can be violated in case of unreasonable complication or simplification of the organizational structure. Management experience shows that in order to increase the stability of work, as a rule, it is necessary to eliminate unnecessary links or control subsystems and much less often to add new ones. The stability of the organization's work is influenced by external factors (for example, inflation, demand, relationships with partners and the state). To increase the sustainability of work, it is necessary to quickly restructure the organization's communications in accordance with new goals and objectives.

ADAPTABILITY. Adaptability refers to the ability of an organization to adapt to new external conditions, opportunities for self-regulation and restoration of sustainable activities. Adaptive organizations often have an organic structure, when each subject of management (department, work group, employee) has the ability to interact with everyone, for example, as in Fig. 1.

CENTRALIZATION. It is about the property of the system to be guided from some a single center when all parts of the organization are guided by teams from the center and use pre-defined rights. Living organisms, for example, function under the direction of a central nervous system... In the team, centralization is exercised by the leader, leader, manager; at enterprises - administration, management apparatus; in the country - the state apparatus. With a high complexity of the system or the impossibility of a unified leadership from the center, the latter transfers part of the power autonomies, there is a decentralization of management.

SINGULARITY. Isolation means the striving of the system for autonomy, isolation and manifests itself in solving issues of the distribution of resources and powers of authority of parts of a large organization, conglomerate associations, centralization and decentralization of management. Contribute to the isolation and contradictions of goals and interests, the process of distribution of profits between parts of the whole. Personnel segregation processes are often observed in informal groups based on personal connections, sympathies, common views and character traits, close educational level, ethnicity, age, official position, etc. The processes of separating parts of the system are poorly studied and are of interest to researchers.

COMPATIBILITY. Compatibility is understood as the mutual adaptability and mutual adaptability of the parts of the system. At the level of the state as a large system, there are problems of compatibility of the national economy with the economies of regions and industries. In Russia, for example, donor regions with a larger volume of natural resources or highly efficient industries, are forced to give to the center most of the profits (in the form of tax deductions), which are subsequently directed to the needs of subsidized regions of the North, Siberia, Of the Far East, which leads to the emergence of centrifugal tendencies, disintegration, various contradictions and conflicts. At the enterprise level, there are often contradictions between the interests of the organization and the needs of its divisions. For example, the management of a company may decide to channel most of the profits earned by one division into the development of another, in this moment unprofitable.

If in long term conflicts do not arise, we can talk about good work compatibility.

Otherwise, it is necessary to rebuild the organization, change the "rules of the game", the system of resource distribution. Compatibility problems in large systems must be solved with the help of centralized mechanisms to overcome repulsive forces, or adaptation mechanisms that convert centrifugal forces into centripetal ones. Problems psychological compatibility team members and working groups are also devoted to a large number of scientific papers.

FEEDBACK PROPERTY. A fundamental property of large systems is the establishment of feedbacks, the essence of which is that information (resources, energy) from the output of the system (or subsystems included in it) enters the input of this system (or subsystems included in it). For production system the feedback principle works as follows. Output information such as metrics economic activity, under the influence of various circumstances, constantly vary over time, the management constantly analyzes and compares them with the set goals (system input). Based on the comparison results, management decisions are made that correct the operation of the system (if necessary), which ensures adaptability systems (adapting it to new working conditions) and promptness(flexibility) of its management. Feedback often negative systemic roles also play. For example, in the "personnel" subsystem, the amount of remuneration affects labor efforts and the results obtained by employees. If the remuneration for labor is incommensurate with the efforts, the system begins to self-destruct, the incentives to perform work tasks decrease, and the results of labor (the volume of production, its quality) also decrease (Fig. 2).

Similar information.