The difference between organizations depends on the nature of the interaction between the individual and the organization as a whole. The basis of this difference is the difference in the priorities of the interacting parties on a number of important organizational variables that characterize this interaction. Key among these variables are those related to organizational culture, namely: value orientations, norms, etc. Organizations of corporate and individualist types are considered here.
Corporate body. In this context, a corporate organization (corporation) is considered as a special system of communication between people in the process of their joint activities. This understanding of the corporation should be distinguished from the understanding of the corporation as a subject of law - legal entity. Corporations, as a social type of organization, are closed groups of people with limited access, maximum centralization and authoritarian leadership, opposing themselves to other social societies on the basis of their narrow corporate interests. The corporation is the oldest form of human association.
Thanks to the pooling of resources and, first of all, human ones, a corporation as a form of organizing joint activities of people provides and provides the opportunity for the very existence of one or another social group. However, the unification of people in a corporate organization occurs through their division according to social, professional and other criteria.
In addition to the pooling of resources, an important weapon of the corporate organization in the struggle for survival is monopoly, and mainly the monopoly of information. By maintaining a monopoly, the corporation seeks to standardize its activities and its results, and to prevent internal competition from being destructive to it. Supporting the weak and limiting the strong is the basic principle in the fight against internal competitors. Hence the tendency towards equalization.
Bringing people together through division and maintaining a monopoly is impossible in a corporate organization unless it is dominated by hierarchical power structures. This is how the interests of “divided” people are coordinated by the leaders of the organization. This is the main source of their power. This scheme is based on the principle of “divide and conquer”.
An important condition and the way to maintain the existence of a corporate organization is to constantly maintain a shortage of certain resources in it.
The distribution of this deficit by corporate leaders under monopoly conditions serves as another important source of power for them.
From the concept of a corporation it is clear that the subject of interest in it is the group itself, the team, the workforce or the entire organization. A priority is established in goals, characterized by the primacy of the organization’s goals over individual ones. An individual may have his own personal interests or goals that are different from the organization, but in order to receive from the corporation the conditions for maintaining his existence, he is capable of self-sacrifice for the sake of the collective. Hence (well known to us) false solidarity, quasi-patriotism, groupism and other corporate paraphernalia. Outwardly, the organization appears to act as a single whole. A deceptive impression of her power and omnipotence is created. In fact, it often happens that this is a “Colossus with feet of clay.”
A corporate organization takes responsibility for its members, for the individual. This allows her to be free in her actions towards a person. There is the so-called sovereignty of the organization. As a result, the organization or all its members become superior to each individual. Such “collective” responsibility puts a person in strong dependence and practically deprives him of independence. The principle “the organization is always right” applies.
Decision making in a corporate organization is based on the principle of majority or seniority. The struggle of the minority for its opinion often ends with its departure from the organization. The desire to win the support of the majority forces the leader to take populist actions. The struggle for supporters in the organization develops the political abilities of the leader more than professional and business skills and abilities.
In a corporate organization, the interests of the employee always exist “tomorrow”, and the interests of the corporation always exist “today”.
A corporate organization corresponds to a certain morality, as a rule, a double morality in behavior - individualistic morality and corporate morality. Individualism within the framework of corporate ideology has no right to exist and therefore is not regulated. In practice, he often acts in a perverted form, ignoring the rules of civilized and sometimes legal behavior. Hence, for example, corruption and bribery. Corporate morality only works when there are people interested in it.
In corporate structures, loyalty to the organization dominates, obedience and diligence are encouraged, which ultimately give rise to irresponsibility.
Individualist organization. The opposite of the corporate type is the individualist type of organization. This is also an association of people who carry out joint activities, but the association is free, open and voluntary. The organization itself is a collection or community of semi-autonomous entities, for example, collective property - the property of each member of the team.
Monopoly in individualist organization is replaced by a combination of competition and cooperation in the activities of its members.
Instead of a power hierarchy, this organization is dominated by the principle of linking the interests of all members within the framework of democratic processes. Thus, management by objectives procedures and participation in management are effective ways to combine the interests of all members of the organization.
The deficit or limitation of the capabilities of organization members in their activities is replaced in this case by the creation of conditions for the free search for opportunities and their fullest use. The creation of open communication systems in organizations and the development of intra-business commercial accounting make it possible to expand this search.
The subject of interest in an individualistic organization is the individual. Everything in the organization begins to be built around the individual. In such organizations, effectiveness means how well the needs of each individual are met. The organization, in this case, cannot have goals different from the goals of its members. Practice shows that the competitiveness of such organizations is very high.
In such a situation, a person begins to be responsible for himself. Individual sovereignty emerges. Populism in the actions of the leadership is eliminated, politicking is replaced by efficiency and professionalism. Loyalty to beliefs prevails, which further strengthens the individual’s confidence in the correctness of his actions.
The degree of its development and ability to flexibly and quickly change in accordance with the requirements of the time largely depends on what type of organization is common in the economy - corporate or individualistic.
Below in the table. Table 3.2 shows the characteristics of corporate and individualistic organizations.
1. Fayol’s “principle of orientation” is to group the elements of management according to
types of work performed
2. Depending on the nature of interaction with the external environment, organizations are divided into two types
mechanistic and organic
3. Humanity has entered a new stage of building an information society
last quarter of the twentieth century.
4. In accordance with the matrix method, the most competitive enterprises are those that have
largest market share
5. Interrelation, coordination, bringing into correspondence of parts of the whole is
coordination
6. Internal order, consistency, interaction of parts of the whole or a set of processes and actions between parts of the whole is
organization
7. Two or more mutually exclusive possibilities, as well as each of the mutually exclusive possibilities, are called
alternative
8. Delegation of authority is integral part
decentralization
9. To assess the competitive potential of an enterprise in foreign business, the following methods are used
indicator and matrix
10. A completed action or a series of interconnected actions aimed at solving a specific problem is called
operation
11. A closed group of people with limited access, maximum centralization and authoritarian leadership, opposing themselves to others social communities based on one's interests is called
corporate
12. Stagnation in production, trade, and the economy is called
stagnation
13. Costs of various kinds, usually components of prices, are
costs
14. The famous developer of the foundations of bureaucratic organization is
Weber
15. To factors internal environment organizations include
goals, objectives and resources of the organization
16. The key (main) goal of the marketing subsystem in the organization is
increase in sales
17. Key figures in the management of organizations with a divisional structure are
managers heading production departments
18. Concentration of leadership and management in one body, division, place, person (with the absence of transfer of powers and known limits of competence) is
centralization
19. Large functional component complex system- This
subsystem
20. Marketing is
modern production and sales management system commercial enterprises, based on comprehensive market analysis
21. A methodical assessment of an organization's functional areas to identify strategic strengths and weaknesses is called
management survey
22. Mission is
the overall purpose of an enterprise expressing the reason for its existence
23. Many experts consider the mechanistic approach to be synonymous with organization
bureaucratic
24. Model of an integrated, systematic approach to determining the composition of goals, based on the ordering of their hierarchy through decomposition main goal on subgoals, called
goal tree
25. The most obvious and recognized form of growth is
corporate merger
26. The most radical version of the reduction strategy is
liquidation
27. The highest level of decentralization of management is typical for
conglomerates
28. Some integrity of interrelated units subordinate to one or more main goals is organizational(s)
structure
29. A certain integrity consisting of interdependent parts is
system
30. Insolvency, lack of funds from the debtor is
bankruptcy
31. The new status of divisions producing fundamentally new products will be
investment centers
32. The new status of divisions producing traditional final products will be
profit centers
33. The overall purpose of an enterprise, expressing the reason for its existence, is
mission
34. The overall comprehensive plan designed to implement the mission and achieve the economic goals of the organization is
strategy
35. Restricted growth, contraction and their combination are the main types
strategic alternatives
36. The operating system of an organization’s production activities includes subsystems
planning, controlling, processing, providing
37. Organizations (depending on the relationship between the organization and its employees) are classified into
corporate and individualistic
38. Organizations with extensive use of formal rules and procedures, centralized decision making, narrowly defined work responsibilities, and a rigid hierarchy of authority are
mechanistic
39. An organizational structure based on the autonomy of a working group of people with production autonomy and independence, full responsibility for performance results and flexibility of connections is called
brigade
40. An organizational structure built on the basis of direct distribution of job responsibilities from top to bottom is called
linear
41. An organizational structure, which is a group of people entrusted with solving special problems, is called
commission
42. An organizational structure formed on a temporary basis in order to ensure the implementation of a specific task, program, scope of work is called
design
43. Organizational structures that focus on product, customer, or region are called
divisional
44. An organization whose key organizational factors are people, groups and their qualifications, the priority of individual competence and initiative, flexibility and network building, an emphasis on existing capabilities and efficiency is called
entrepreneurial
45. An organization based on the power of competence and knowledge, high personal responsibility and degree of freedom of employees, a minimum of formalities, high qualifications and creativity of personnel, flexibility and mobility of the structure is called
edhocratic
46. An organization built on the participation of workers at all levels in management, the accountability of all persons, joint control, and a creative attitude to work is called
participative
47. The main modern idea for the development of a management system is the creation
intra-organizational market
48. The basis of the matrix method for assessing the competitiveness of an enterprise is
product life cycle curve
49. Relative speed changes in the external environment is called its
mobility
50. The relatively complete amount of information about the external environment and its possible inaccuracy is called
uncertainty
51. According to Tofler, the ongoing socio-technological revolution is
information and computer
52. The complete system of production activities of an organization, consisting of four subsystems: planning, controlling, processing and providing, is called
operating room
53. Since people are the social components of any organization, the latter is a system
sociotechnical
54. The advantage of centralized management is
better control over the activities of enterprises
55. When company performance deteriorates, there is an economic downturn, or simply to save organizations, they resort to strategy
reductions
56. Bringing to a single system, form, uniformity is
unification
57. The production resources of the system, ordered in a certain sequence, form
technological line
58. The process of transferring authority to subordinate managers to perform special tasks is
delegation of authority
59. Development organizational structures will lead to the transformation of the workshop status into
production cost center
60. The spread of economic activity to new areas is
diversification
61. A lattice organization built on the principle of double subordination of performers: on the one hand - to the immediate head of the functional service, on the other - to the project manager - is called
matrix structure
62. A list of income and expenses of the state, institution, family or individual for a certain period is
budget
63. An independent economic entity created in accordance with the procedure established by law is called
enterprise
64. A free, open, voluntary organization that is a collection or community of semi-autonomous entities is called
individualistic
65. The force with which a change in one factor affects other factors is called
interconnectedness of factors
66. A management system that involves providing greater freedom of action to departments along with strict personal subordination of their leaders to the first person of the organization is called
selective centralization
67. A system that interacts with the external environment and adapts to changes in it is called
open
68. A system that has rigid fixed boundaries, the actions of which are relatively independent of the environment, is called
closed
69. The totality of resources available to an enterprise and the ability of its employees and managers to use them in order to create goods, services and obtain maximum income is
economic potential
70. A set of stable connections components object that ensures its integrity is
structure
71. A set of characteristics that make it possible to describe in a formalized form the state of the parameters of a particular object under study and, on their basis, to select recommendations for improving the effectiveness of its functioning, is called
indicator
72. Composition and ratio of individual types of products, selection various types and types of goods - these are
range
73. A comparative characteristic of an enterprise’s potential, containing a comprehensive assessment of the state of its most important parameters relative to any selected standards, is called
competitiveness
74. A strategy of last resort is called a strategy
reductions
75. The structure of the organization and its individual layers, as well as the system of differentiation signs is
stratification
76. Management structures in which the planning and distribution of basic resources are centralized, and divisions, differentiated by territorial or product characteristics, make operational decisions and are responsible for making a profit, are called
divisional
77. Size reduction with dysfunction is
atrophy
78. The level of force with which a change in one environmental factor affects others is called
interconnectedness of environmental factors
79. Factors that do not have a direct immediate impact on the organization's operations, but nevertheless affect them, are environmental factors
indirect impact
80. Factors that directly influence and are affected by the operations of an organization are environmental factors
direct impact
81. The form of social division of labor, consisting in the concentration of production of certain types of products or their parts in independent industries, industries, at separate enterprises, is called
production specialization
82. The form of modern economic associations carried out through functional mergers or through investment mergers is called
conglomerate
83. The center of research on organization as a process is
Human
84. The number of employees directly subordinate to one boss is
control scale
85. The number and variety of environmental factors, in a meaningful way influencing the organization is called
complexity of the external environment
86. Labor efficiency in the production process is
performance
87. A phenomenon or object towards which someone’s activity is directed is called
object
1. The authors of the matrix method for determining leadership style are
R. Blake and J. S. Mouton
2. The author of the hierarchy of needs is
Maslow
3. The author of Theory “Y” is
McGregor
4. The author of the “Z” theory is
Ouchi
5. The author of theory “X” is
McGregor
6. The author of the ERG theory of motivation is
K. Alderfer
7. According to Maslow’s theory of motivation, there are main types of needs
5
8. Verbal means of communication are transmitted (received)
7% of messages
9. The type of controlled inter-goal tension associated with the opposition of parallel goals along a single horizontal line is called conflict
positional
10. Power built on the strength of personal qualities or the ability of a leader is
charismatic
11. Reward is
everything that a person considers valuable to himself
12. Rewards are divided into two types
internal and external
13. Vroom introduced a new concept of a measure of values -
valence
14. The main provisions of Theory “Y” are prerequisites for leadership style
democratic
15. The main provisions of theory “X” are prerequisites for leadership style
authoritarian
16. Differentiation of human needs into two groups: hygiene factors and motivators is distinctive feature motivation theories
Herzberg
17. The differentiation of human needs into three groups: the needs of existence, connection or relationship and growth - is a distinctive feature of the theory of motivation
Alderfera
18. The differentiation of human needs into three main types: the need for power, for success and for belonging (involvement) is a distinctive feature of the theory of motivation
McClelland
19. Engineers, MOP, AUP, workers, employees, students - these are categories of personnel
industrial enterprise
20. The hierarchy of needs involves the priority satisfaction of needs
lower levels
21. A change in the behavior of the recipient due to the transmission of a message is called
communication effect
22. A change in the number of employees due to hiring or dismissal is
labor turnover
23. An incident is an action from the outside
opponents aimed at mastering the object
24. Tests, interviews and testing are methods
personnel selection
25. Source, channel, message, recipient - these are the four main components of the model
communications
26. External rewards include
symbol of official status and prestige
27. Which of the following communicative roles is typical for the secretary of the head of a company or organization?
"watchman"
28. Collegial and parallel relationships form a group
lateral
29. The communication role of controlling input information flows is
watchman
30. The communication role, which consists of exerting an informal decisive influence on the behavior of others, is
opinion leader
31. The communication role of interconnecting groups is
liaison
32. The communication role, which consists in interconnecting the system with the external environment, is
cosmopolitan
33. A communication network in which individuals interact with others who are not in contact with each other is called
radial personality network
34. A communication network in which those associated with an individual also interact with each other is called
interconnected personal network
35. A communication network covering stable communication patterns of all individuals in the system is called
complete system network
36. A communication network, which is a subsystem whose elements interact with each other relatively more often than with other network elements, is called
group
37. A communication network, which is a stable pattern of communication flows of a given individual with any other individual, is called
personal
38. A leader, administrator, planner, entrepreneur is
manager archetypes
39. Leadership is the ability to effectively use all available
sources of power
40. Personnel or employees of an institution, enterprise, constituting a group based on professional or service characteristics are
staff
41. The leadership style matrix is based on a combination of two approaches to management
caring for people and caring for production
42. The most “manager-intensive” companies are
insurance and financial
43. The most common form of organizational conflict is
intergroup vertical conflicts
44. The most widely used method of personnel selection is
interview
45. The greatest opportunities for influencing subordinates through persuasion are created by the leader
with parsative control
46. Non-verbal means of communication are transmitted (received)
93% of messages
47. Needing something is
need
48. Labor turnover due to retirement at will, for violation of labor discipline - this is
labor turnover
49. Feedback is
communication along the line “subordinates - leader”
50. Defining the value of reward as a product of valences is a hallmark of motivation theory
Vrooma
51. The main starting point of any theory, doctrine, science is
principle
52. The main composition of qualified employees of enterprises, government agencies, public organizations- This
personnel
53. The main element of the personnel management system is
personnel service
54. The main conflict-generating factor is the struggle over issues
authorities
55. The main remuneration systems are
time-based and piecework
56. There are main archetypes of managers
4
57. There are main communication roles
4
58. There are main styles of leadership using the matrix method
5
59. A distinctive feature of conflict is
impossibility of realizing the goals of any of the interacting parties
60. The relationship between a manager and his subordinates is called
linear
61. The relationship between employees of the same department, subordinate to the same boss, is called
collegial
62. The relationship between employees occupying the same position in the organization, but working in different departments, is called
parallel
63. The relationship of a specialist who performs a certain function within the entire organization with other members of the organization is called
functional
64. A feeling of lack of something, a behavioral manifestation of need is
motivation
65. Translation, transformation of the meaning of a message idea into symbols is
coding
66. The listed authors: Maslow, Herzberg, McClelland, Vroom are the developers of theories
motivation
67. There are two ways to encourage the performer to actively cooperate:
persuasion and participation
68. Interference and distortion in the communication process that prevent the achievement of a given result are called
noise
69. Consistent, gradual movement of elements of any structure (organization) is
rotation
70. The permanent composition of the institution’s employees is
state
71. There is a potential for a conflict situation when using power based on
coercion
72. Right, will and power, freedom of action and orders are
power
73. In what form of power in an organization can a subordinate temporarily have more power than a manager?
under expert power
74. Hiring in connection with the expansion of production and dismissal due to a reduction in production, due to the seasonality of work, as a result of transfer to another enterprise, conscription into the army, retirement - this is
required labor turnover
75. An employee promotion program that helps to reveal all abilities and use them in the best way for the organization is
career management
76. Promotion in any field of activity is
career
77. The process of interaction of an individual or social group with the social environment, including the assimilation of norms and values of the environment - this is social
adaptation
78. The process of communication, transfer of information from person to person is
communication
79. Process theories of motivation are based on identification
human behavior, perception and cognition
80. The path of research, theory, teaching, way of achieving a goal, solving a specific problem is
method
81. Employees who are not on staff are a composition
unlisted
82. There are two types of personal communication networks:
radial and interconnected
83. The leader’s reaction to the behavior of followers is the basis of the concept
attributive leadership
84. The recipient's reaction to the source's message is called
feedback
85. Symbols of communication are divided into
verbal and non-verbal
86. The set of methods of any work, activity, behavior is
style
87. Content theories of motivation are based on identification
needs
88. Message maker is
source
89. Messages sent to the top of the organization are most often distorted.
due to a discrepancy between the statuses of organizational levels
90. A state that encourages activity aimed at satisfying needs is
motivation
91. Employees of the marketing department of a company or organization can mainly be classified as
"cosmopolitans"
92. The combination of various combinations of two approaches to management (management with a concern for people and an emphasis on the production process) forms
leadership style matrix
93. The ability to influence employees through persuasion depends most on
on the authority of the leader and the reasoning of his decisions
94. The means by which a message is transmitted from a source to a recipient is called
channel
95. The means of influencing power based on rewards is
positive reinforcement
96. The means of influence of power based on coercion is
fear
97. The means of influence of legitimate power is
traditions
98. The means of influence of expert power is
reasonable faith
99. The means of influence of the reference power is
charisma
100. The degree of difference between a “source-receiver” pair according to certain characteristics is called
heterophily
101. The degree of similarity of a “source-receiver” pair according to certain characteristics is called
homophily
102. A leadership style characterized by non-interference in the work of subordinates, low responsibility, and often connivance is called
liberal
103. Leadership style characterized by partnerships, collegial discussion of problems, independence and initiative, mutual control, is called
democratic
104. A leadership style characterized by centralization of power, unity of command, excessive demands, and coercive methods is called
authoritarian
105. Watchman, opinion leader, cosmopolitan, liaison - this is
communication roles
106. The sum of wage costs, interest on capital, rent and profit is
added value
107. The motivation theories of Vroom, Porter and Lawler are
procedural
108. Maslow, McClelland and Herberg's theories of motivation are
meaningful
109. Motivation theories fall into two categories.
substantive and procedural
110. A management role that requires specialized knowledge, skills and character traits is
manager archetype
111. Management theory that describes two models of leader behavior, conventionally designated by the symbols “X” and “Y”, is known as
McGregor dichotomy
112. The condition for a conflict to arise is the presence
conflict situation and incident
113. The purpose of an action is
idea of the future result of an action that a person wants to achieve
114. Number of employees by staffing table- this is the number
payroll
Test tasks in the discipline “Fundamentals of Management”
Section 1. Introduction to management.
Topic 1: Management as a combination of science and art of management
8. program-targeted(They combine into a single whole individual species activities and the units themselves that perform these activities
2. criterion: Types of organizations for interaction with the external environment: mechanistic, organic.
In domestic and foreign practice, two levels of organizational structures are used:
1)mechanistic (bureaucratic);
2) organic (adaptive).
Mechanical - the name of the bureaucratic structure is due to the fact that the first approach was developed by M. Weber, who proposed a normative model called rational bureaucracy (ideal structure). According to this model, all employees of the organization must act strictly according to instructions and not deviate from them. The second name of the mechanistic structure comes from the machine mechanism.
Characteristics of the mechanistic structure:
1) systematic;
2) a large number of horizontal divisions;
3)high degree formalization of management processes;
4) a high level of centralization of management, therefore a low level of participation of ordinary employees in decisions made.
These are rigid structures, i.e. they are not amenable to change. It is impossible to manage change processes using this structure.
Organic structures - these structures have come into use recently. They got their name organic because of their resemblance to the body. They are capable of change.
Characteristic:
1)high flexibility;
2)moderate use of formal rules and procedures;
3) decentralization of management hence the participation of ordinary workers in decisions made;
4) a small number of management levels;
5) broad responsibility of employees.
Each of these types of structures has several varieties.
Types of mechanistic structures:
1) linear structures (Advantages - clarity of distribution and ease of management. Disadvantages - high demands on the manager, since they must be fully prepared. Application - used by small and medium-sized companies that carry out simple production in the absence of operational ties between enterprises. These structures can only be used by small enterprises, so other structures have arisen.);
2) functional (Advantages - competence of specialists and freeing managers from performing special issues. Disadvantages - violation of the principle of unity, management. Application - used in the management of mass or large-scale organizations that produce a limited range of products, the enterprise operates in stable conditions);
3) linear-functional (Advantage - universal nature. Disadvantage - lack of unity of action of links. Application - in various production facilities.);
4) diffusion (product) (used in large and largest companies. Features - strengthening the orientation of activities towards the final result and the ability to organize profit centers).
These structures are rarely used in their pure form; mixed structures are more often used.
Varieties of organic structures:
1) project (basis - a project is a group of activities aimed at solving a one-time task, formed within a section. Advantages - flexibility and goal orientation.);
2)matrix (Dignity – best use highly skilled labor. The disadvantage is a violation of the principle of unity of command. Used in knowledge-intensive industries.);
3) program-targeted (They combine into a single whole individual types of activities and the units themselves that perform these types of activities. They are used in organizations with changing goals.)
3 criterion:Types of organizations for human interaction: corporate organization, individualistic organization.
A corporate organization, or, more simply, a corporation, is considered as a special system of communication between people in the process of carrying out joint activities. Thanks to the pooling of resources, and primarily human ones, a corporation as a form of organizing the joint activities of people provides and provides the opportunity for the very existence and reproduction of a particular social group, profession, caste, etc. However, the unification of people in a corporate organization occurs through their division according to social, professional and other criteria. In addition to the pooling of resources, an important weapon of the corporate organization in the struggle for survival is the monopoly, and mainly the monopoly of information. By maintaining a monopoly, the corporation seeks to standardize its activities and its results, and to prevent internal competition from being destructive to it. An important condition and way of maintaining the existence of a corporate organization is the constant maintenance of a shortage of certain resources in it, and if necessary, then an aggravation of the deficiency. The distribution of this deficit by corporate leaders under monopoly conditions serves as another important source of power for them. A corporate organization takes responsibility for its members, for the individual. This allows her to be free in her actions towards a person. There is organizational sovereignty. As a result, the organization or all its members become superior to each individual. Such “collective” responsibility puts a person in strong dependence and practically deprives him of independence. The principle “the organization is always right” applies. Decision making in a corporate organization is based on the principle of majority or seniority. The struggle of a minority for its opinion often ends with its departure from the organization.
The opposite of the corporate type is the individualist type of organization. This is also an association of people carrying out joint activities, but the association is free, open and voluntary. The organization itself is a collection or community of semi-autonomous entities. Instead of a power hierarchy, an individualist organization is dominated by the principle of linking the interests of all members within the framework of democratic processes. The subject of interest in an individualistic organization is the individual. Everything in the organization begins to be built around the person. Practice shows that the competitiveness of such organizations is very high. In such a situation, a person begins to be responsible for himself. Individual sovereignty emerges. The individual becomes free within the organization, which contributes to the development of creativity and initiative in his work. Decision making in an individualistic organization is based on the principle of minority or veto power. Universal morality and common sense in behavior distinguish an individualistic organization from a corporate one. Individualism becomes the basis of morality and culture in the organization, as it is recognized and tolerated by all its members. Hence, true, and not fake respect for oneself and in relationships between people, calculation instead of blind faith.
Criteria: New in types of organization: ehocratic organization, multidimensional organization, participatory organization, entrepreneurial organization, market-oriented organization.
Edhocracy- this is at the same time both a management style and an organizational design. Competence is key and is highly valued. Control in management is maintained by setting goals, usually challenging ones. The means to achieve goals are chosen by the performers themselves. Everyone is directly responsible for their actions, and those who succeed are rewarded. In an edhocratic organization the individual experiences strong pressure from the outside, which is partially weakened group work, creating a sense of community at work. The risk, as well as the rewards, is divided between the participants. Formalities are not typical for an edhocratic organization and are reduced to a minimum. This applies to hierarchy, working conditions and premises, benefits, clothing, etc. Thus, in such an organization it is often difficult to distinguish a manager from a worker. The key elements of edhocratic design are: working in areas of high or sophisticated technology, requiring creativity, innovation and efficiency collaboration(group relationship of work); employees are highly qualified experts in their field, perform complex production operations and are able to communicate with each other in a highly effective manner; the structure has an organic basis and is not clearly defined; informal and horizontal connections predominate. The hierarchical structure is constantly changing. Many managers are not strictly tied to any one job. Parts of the structure are kept small; decision-making rights and power are based on expert knowledge, financial control is exercised from above; the remuneration system is based on expert knowledge, the contribution of the employee, his competence and the degree of participation in the overall work, the remuneration is of a group nature; vertical and horizontal relations are predominantly informal; there is often no diagram of the structure of such an organization. Organizations may have varying degrees edhocraticism. However, it is quite clear that this is determined by the level of technology, the quality of workers and the training of managers.
basis multidimensional The organization is an autonomous working group that simultaneously performs three tasks: providing production activities with the necessary resources; production for a specific consumer, market or territory of a product or service; serving a specific consumer, developing or penetrating a specific market, conducting an operation within a certain territory. In a multidimensional organization, the relationship of members of an autonomous group with the management of the organization and its other units is no different from the relationship with an outside client. Each unit in a multidimensional organization can be organized in the same way as the organization as a whole. The multidimensional structure is applicable to any, down to the smallest, unit of the organization. The smaller the department or part of the organization, the smaller its staff and the more varied responsibilities its leader has. The main advantages of multidimensional organizations: there is no need to carry out any reorganizations in order to change the priority of the criteria used in the design of work. Emphases can be changed by redistributing resources by the organization's management; divisions can be created, eliminated or modified without major changes in the position of other divisions. The more parts of the organization that are in contact with the “multidimensional” group, the less it is affected by changes in those parts; the most favorable situation is created for delegation of authority, while the role of the organization’s management remains leading; a unified, clearly fixed and easily measured measure of efficiency is applied to each multidimensional formation - the profit received, which prevents the implementation of pseudo-work and the emergence of elements of bad bureaucracy. At the same time, profit, considered as a necessary condition for business development, is not the only measure of success. The overriding goal is the development of a multidimensional organization and its members. Despite the many advantages of a multidimensional organization, even with its help it can be difficult to create a structure that would suit all members of the organization and adequately motivate their activities.
Underlying participative in an organization, the participation of employees at all levels in management involves: participation in decision making; participation in goal setting; participation in problem solving. The degree and forms of participation in management fill participatory behavior with a certain content. There are three degrees of participation: making proposals; developing an alternative; selection of the final solution. When properly organized, participation in management improves the quality of decisions made. Considering a larger number of alternatives brings more experience to the discussion, and the assessment of the external environment becomes richer. Participation develops a creative attitude towards work, generates more ideas, and enriches the work as a whole. However, if not designed correctly, participatory organizations face a number of problems. Thus, the incompatibility of hierarchy and democracy inherent in a person’s thinking can constantly return him to the assumption that power always goes in one direction.
Entrepreneurial structures should not be identified with small businesses, starting a business, investment projects, or simply a way to get rich quick. Entrepreneurial organizations are not associated with the size of the business, with a particular industry, with a territory or with a culture. Entrepreneurial organizations are growth-oriented and rely more on available opportunities than on controllable resources. The management structure of a business organization is characterized by a small number of levels, flexibility and network construction. The performance of such an organization is usually evaluated not on the basis of productivity, but on the basis of efficiency. From a structural point of view, an entrepreneurial organization is an inverted pyramid, at the base of which is the leadership of this organization. At the same time, management not only changes its place, but also changes its main functions. The main responsibility of the management of a business organization, instead of traditional control, is to fully support the efforts of employees doing business.
A market-oriented organization, or what is also called a “market-driven” organization, can be described as follows. By the nature of interaction with the external environment, this is an organic type of organization that quickly adapts to changes occurring outside it. By the nature of the interaction of parts within the organization, this is either a developed divisional or a real matrix structure. By the nature of the individual’s interaction with the organization, this is an individualist type. The fundamental difference of this type of organization from others is that if in previous cases only part of the organization was grouped directly around the market, then in this case we're talking about about grouping all parts of an organization around a market or markets. One of the options by which to build general scheme structure of a market-oriented organization: only the key functions that determine its position in the market are usually centralized at the top of the organization. The next level of organization typically decentralizes production operations. At the lower level, the organization is grouped according to product or geographic principles with the creation of profit centers on this basis.
Classification: strong and weak; dynamic and static; active and passive; focused and unfocused; extroverted and introverted; open and closed; conformist and confrontational; subjectivist and objectivist; Individualistic and collectivist.
3. Control - this is one of the main functions of management, which is to ensure the achievement of the goals set by the organization, the implementation of adopted management decisions. With the help of control, the organization's management determines the correctness of its decisions and establishes the need for their adjustment.
To exercise control means, on the one hand, to set standards, to measure the actual results achieved and their deviations from established standards; on the other hand, to monitor the progress of implementation of management decisions and evaluate the results achieved during their implementation.
It is the results of control that become the basis for the organization’s managers to adjust previously made decisions if deviations in the implementation of previously made decisions are significant.
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| Mechanistic type of organization | Organic type of organization |
| Characteristics | |
| Narrow specialization in workWork according to rules Clear rights and responsibilities Clarity in the levels of hierarchy Objective reward system Objective criteria for personnel selection Relationships are formal and of an official nature | Wide specialization in work Few rules and procedures Ambitious responsibility Levels of management are blurred Subjective reward system Subjective criteria for personnel selection Relationships are informal and personal in nature |
| Conditions | |
| Uncomplicated, stable environment Goals and objectives are known Objectives can be divided Objectives are simple and clear Work is measurable Remuneration motivates This power is recognized | Complex, unstable environment Uncertainty of goals and objectives Tasks do not have clear boundaries Tasks are complex Work is difficult to measure Motivating higher needs The authority of power is being gained |
Most experts see the future in the organic approach and continue to criticize the mechanical approach. However, managers must take into account the specific conditions in which a particular organization operates and make final choices on this basis. In management, as in any other field social activity human, there is no concept of a “good” or “bad” system. There are choices that correspond or do not correspond to existing conditions, so when conditions change, the choice may change. A clear example is the transition in the 80s of electronic companies from a mechanical approach to an organic one in organizational design. O.S. Vikhansky and A.I. Naumov interprets the relationship between the characteristics of the organizational system, which are presented in Fig. 14.
From the point of view of the relationship between the organization and the individual, corporate and individualistic organizations differ. A corporate organization is a closed group of people with limited access, maximum centralization and authoritarian leadership,
opposing itself to other social communities on the basis of its narrow corporate interests. An individualist organization is a free, open and voluntary association of people engaged in joint activities. Such an organization
is a collection or community of semi-autonomous entities.
An object generally means any phenomenon, an object to which someone’s activity, someone’s attention is directed. Management is the activity of changing state, i.e. as a result, some process should begin, slow down, speed up, maybe
its direction and properties of the control object will change. Thus, we can talk about control as a vector, i.e. a quantity characterized by numerical value and direction. Therefore, you need to manage only what can be changed. IN
In connection with this, the question of classifying management objects at the enterprise arises. In general, these can be objects (for example, machines, mechanisms, people), processes (production, sales, document flow, supply) and properties (quality, costs, etc.).
From the point of view of objectively existing areas, management activities are differentiated into personnel, innovation, financial, technological (production) management, and marketing. Each direction has its own sub-directions.
In personnel management, the objects of management are the processes of hiring, dismissal, training, certification (which, in turn, serve to manage qualifications, and through it productivity), and labor turnover. Some authors also talk about management
time, implying the establishment of a work and rest schedule for employees (internal regulations).
Orientation
For organizations, for problems, for consumers
Figure 9.1
Production management is aimed at ensuring rhythmic, uninterrupted production of high-quality products (performance of work, provision of services). The objects of management in financial management are, for example, amounts expected to be invested, own funds, borrowed funds.
Innovation management involves managing the creation of new equipment, discontinuation of obsolete products and the introduction of new products, replacement of technologies and equipment. Marketing is designed to manage the promotion of enterprise products to sales markets.
A special aspect of management is the management of properties, primarily such a complex property of an enterprise as its potential.
Enterprise potential management. The success of any entrepreneurial activity is largely determined by the correctly chosen strategy for managing the potential of the enterprise, which is constituent element management in business. Choosing a strategy in your own
turn, depends on several factors: how much potential the enterprise has; how high is the level of competitiveness of the enterprise's potential; what is its market share and whether it is a leader, a rival or an outsider; What goals does the company set for itself - to strengthen leadership, become a leader, gain a foothold in the middle, or avoid bankruptcy. Depending on the goals set, the company chooses one or another strategy of behavior in the market.
The enterprise potential management technology includes the following stages:
1) assessment of the structure, dynamics and efficiency of using the potential of the enterprise, its market share;
2) assessment of the competitiveness of the enterprise;
3) analysis of reserves and losses of the enterprise;
4) choosing a strategy and tactics to increase the competitiveness of the enterprise;
5) carrying out measures to increase the competitiveness of the enterprise based on the chosen strategy and tactics.
Thus, managing the potential of an enterprise in market conditions comes down, in essence, to managing its competitiveness (to the assessment and analysis of factors that increase or decrease the competitiveness of an enterprise, the selection and implementation of appropriate strategies and tactics to achieve one or another intended goal). To choose the right strategy, a manager must first know what economic potential is.
The economic potential of an enterprise (any) is the totality of resources (labor, material, intangible, financial, etc.) available to the enterprise, and the ability of its employees and managers to use resources to create goods, services and
obtaining maximum income. The economic potential of an enterprise is characterized by four main features.
1. The economic potential of an enterprise is determined by its real capabilities in a particular area economic activity. At the same time, not only realized opportunities, but also unrealized ones for some reason.
2. The capabilities of any enterprise largely depend on its available resources and reserves (economic, social) that are not involved in production. Therefore, the potential of an enterprise is also characterized by a certain amount of resources and reserves as
those involved or not involved in production, but prepared for use in it.
3. Possession of resources is necessary, but insufficient condition for success in any business. You also need the ability to manage available resources, which is task number one in any business. The manager should remember that the potential of the enterprise
is determined not only and not so much by the capabilities and resources available to him, but by his ability to use them in order to create goods, services and obtain maximum income.
4. The level and results of realizing the enterprise’s potential (volume of created products or income) are also determined by the chosen form of entrepreneurship and the corresponding organizational structure of the enterprise.
In the theory and practice of foreign business, until recently there was no such concept that would combine all these four features of the economic potential of an enterprise. This was explained by the fact that during the technocratic boom in the West, priority was given to fixed capital: machines, machines, equipment and other types of material resources. Then, due to the exhaustion of possibilities for obtaining greater effect from the technical factor, the main attention
began to focus on human capital, namely the abilities of employees, the full realization of their personal potential. This strategy brings considerable income to the company even when, it would seem, all others technical capabilities already exhausted. Therefore, today the model of the economic potential of a successful company looks like this:
Human capital
+ fixed capital
+ working capital
= economic potential of the company
Western businessmen see the balance of all these elements of economic potential, and above all human and fixed capital, as the “key” to success in any business activity. As Lee Iacocca, a well-known authority in business circles, writes: “All business operations can ultimately be summed up in three words: people, product, profit. People come first. If you don’t have a reliable team, then little else will work.” do".
If previously in foreign business human capital was taken into account only partially and indirectly (in the form of wage costs as part of working capital), today human capital is an independent main factor in the development of production. Western
businessmen who know how to count money have learned from their own experience that investing in people (expenses for advanced training, education, healthcare, leisure and recreation at the expense of the company) multiplies income and increases competitiveness.
So, the model of the economic potential of any enterprise is determined by the following factors:
The volume and quality of the resources it has: the number of employees, fixed production and non-productive assets, working capital or inventories, financial and intangible resources - patents, licenses, information,
technology);
The abilities of employees (specialists, workers, support staff) to create any products, in other words, their educational, qualification, psychophysiological and motivational potential;
The ability of management to optimally use the resources available to the enterprise, the training, talent and professional adaptation of managers, the ability to create and update the organizational structures of the enterprise;
Innovative abilities, i.e. the ability of the enterprise to update production, change technology, etc.;
Information abilities, i.e. the ability to process and “digest” information for use in production;
Financial abilities: the creditworthiness of the enterprise, internal and external debt, etc.
In total, they form the total (economic and social) ability of the enterprise, which, when compared with the similar ability of other enterprises, reflects the level of its
competitiveness.
Thus, the competitiveness of an enterprise's potential is a comparative characteristic of the potential, containing a comprehensive assessment of the state of its most important parameters relative to any selected standards - world, national economic, industry, or another enterprise. To assess the competitiveness of an enterprise's potential in foreign business, various methods are used.
Indicator method. It is based on a system of indicators with the help of which the competitive potential of a firm, company, corporation, other enterprise and the national economy as a whole is assessed. In foreign business, an indicator is understood as a set of characteristics that make it possible to describe in a formalized form the state of the parameters of a particular object under study, and on their basis to select recommendations for improving its effectiveness
functioning. Each indicator, in turn, is divided into a number of indicators that reflect the state of individual elements of the object under study. In other words, the system of indicators is a kind of “thermometer”, “barometer”, which allows us to determine the well-being and state of “health” of certain enterprises, regions, countries, and then offer recipes for recovery and improvement of their condition (i.e. increasing competitiveness). And finally, predict ways of optimal development and use of existing potential, develop a new strategy and tactics for managing it.
Currently, the indicator method is widely used in foreign business to assess competitiveness. For example, Western businessmen, when determining the optimal location (location) of production and investment in it, first of all, study the competitiveness of the potential of a particular country. For these purposes international organization The European Governance Forum (based in Geneva) annually determines the levels of competitiveness of developed countries. In this case, a system of indicators is used, numbering about 340 indicators and more than 100 assessments of expert economists. The analysis data is grouped into 10 main factors:
Dynamics of the economy (economic potential);
Productive capacity industry;
Market dynamics;
Financial aid; .
Human capital;
Prestige of the state;
Supply of raw materials;
Orientation to the external market;
Innovation potential;
Social stability.
Each of these 10 factors consists of 20-40 single indicators. This palette extends from managerial talent to direct investment in production, from costs to Scientific research to fertilizer costs, from taxation to government debts, from the quality of products to the cost of labor, from cement production to planning free time. In this case, there arises difficult task on the selection of the most significant indicators for assessing each of the above 10 factors.
In the 1980s, the USA, Canada, Japan, Germany and Switzerland were consistently highly competitive. At the same time, they were characterized not only and not so much by high economic indicators, but also the structure of their competitiveness, including the high degree of adaptation of the economy and changes in global demand, precise choice national specialization corresponding to internal capabilities, the ability and dexterity to avoid tough and sometimes senseless competition, switch to the production of new products, development of new markets, etc. It is in mobility, i.e. in the ability to adapt.
Organizational performance parameters
Considering an enterprise as an operating system, it is necessary to evaluate the effectiveness of each operation and the enterprise as a whole. Operational efficiency (E 0) is the market value of production outputs (C out) divided by the total cost of organizations for consumed inputs (Z IN):
(E 0)= (C out)/ (Z IN)
Market price output is determined both by the number of units of production output and by a number of other factors, including the following:
1) compliance of the range of products or services provided with the existing demand for them;
2) quality of system outputs;
3) timely production of output, taking into account the nature of demand and delivery obligations to consumers;
4) flexibility production system while meeting the various requirements of individual consumers.
The total costs of inputs consumed by an organization are similarly determined not only by their quantity, but also by factors such as:
Prices of purchased materials;
Costs of storing materials in inventory until they are used;
Cost of ordering and receiving materials;
The level of costs resulting from a lack of materials;
Costs resulting from problems with the quality of materials.
In relation to such an input as human labor, it is necessary to answer the following questions:
1. How much of the work was done overtime rather than normal? work time, How much overtime work?
2. Some of the work was used to be done overtime, and not to normal whether the staff was in accordance with the level of qualifications or the workers had to pay more at rates
higher qualifications than what they required for the job?
3. What were the costs associated with staff turnover caused by changes in system load?
4. What were the costs associated with personnel errors due to insufficient training or poor leadership on the part of the foremen?
You can name some other similar factors that influence the overall costs of the organization through other types of resources consumed by the operating system.
This concept of operational efficiency illustrates the multifaceted challenges facing operations managers.
The results of the work of each service of the organization's management apparatus are assessed by indicators characterizing the fulfillment of their goals and objectives. For example, the work of production management services is characterized by compliance with the production schedule, resource costs, labor productivity, and the degree of utilization of equipment and space. The work of services organizing equipment repairs is assessed in terms of downtime and costs
carrying out repair work, etc. Accordingly, a system of material incentives is being built, focused primarily on achieving high performance in each service. In this case, the final result as a whole becomes secondary, since it is believed that all services, to one degree or another, work to obtain it.
Firms of the future. Ways to improve the management system. One of the directions in the fight against bureaucratization is the transfer, where possible, of intra-organizational relations onto economic lines. This process is now actively developing all over the world, including in
Russia. Its main idea is that all divisions of the organization receive the right to sell to each other, as well as to the administration, their products - goods and services.
intra-organizational market; and the market, as you know, is the main enemy
bureaucracy.
In this regard, the status of the units themselves is changing, which are turning from administrative units into structures endowed with broad economic independence and commercial rights. Thus, a workshop that usually does not produce final products receives the status of a production cost center abroad, the main task of which is to, based on comprehensive rationalization of work, obtain savings in current costs, thereby ensuring an increase in its conditional profit (the difference between the cost and the internal estimated price).
Divisions that produce traditional final products receive the status of profit centers within the framework of their association, since the main task facing them is to increase its current value.
Finally, divisions that are mastering the production of fundamentally new products in order to make a strategic breakthrough in their field and achieve high profits in the future receive the status of investment centers (capital investments).
New in types of organization. In the last quarter of the 20th century. humanity has entered a new stage of its development - the stage of building an information society. Originated back in the 20s in the depths of industrial society, it gave its first sprouts in the 40s
years, and in the 50s they began to talk about the onset of the information economy and the transformation of information into the most important commodity. In the 60s, predictions appeared about the transformation of an industrial society into an information society. In the early 80s, the most developed countries had already risen to its first stage.
According to Toffler's typology of civilizations, given by him in the book "The Third Wave", the socio-technological revolution taking place before our eyes is the information-computer revolution, and the corresponding type of civilization is the information society. When forming a new
Societies undergo radical changes in material production, worldview, life and education, art and culture. Not only the forms, but also the content of activities change. In this context, it is important to understand the new requirements that
information society to the design of an organization, to the unification or division of work in it. If in a pre-information society the principle “everyone should know/be able to do so much that in total everyone knows/can do everything” applies, then in the information society the principle applies that everyone should know/be able to know so much about everything in order to be independent in their interaction with others.”
Since the beginning of the 80s, the business environment in developed countries has undergone significant changes under the influence of the information society. The level of “information content” of the non-organizational environment is determined by the following factors:
Any individual or organized group can, anywhere and at any time, have free access through automated communication systems to any information they need;
Any individual or organized group knows how to use modern information technology to solve the problems they face;
Any individual, organized group and society as a whole have the necessary technical means, infrastructure and social base for the production and reproduction of the required information.
The progress of computer science destroyed the isolation of organizations and made those that used structures that ensure this quality (mechanistic, corporate) ineffective. One of the important consequences of this was a significant rapprochement between the producer and the consumer. And this, in turn, forced the manufacturer to respond even more quickly to changes in consumer requirements and to satisfy them even more efficiently.
the latter's needs. The interdependence and interaction between producers and consumers in the market has increased dramatically. A specific market and a specific consumer began to largely determine the structure of the organization.
Under these conditions, the competition could be won by the one who most effectively adapted its organization to the new requirements of the external environment formed information society. IN Lately The literature examines various new types of organizations that successfully operate in the “information” environment - these are edhocracy, multidimensional, participatory, market-oriented and entrepreneurial organizations.
Edhocratic organization. Organizations that have signs of organizing the future have received the name edhocratic (from English, adhocracy) in the scientific literature, since they are applied to non-standard and complex work, to difficult-to-define and
rapidly changing structures, to power based on knowledge and competence, and not on position in the hierarchy.
Edhocracy is at the same time both a management style and an organizational design, the key to which is competence, which is highly valued. Control in management is maintained by setting goals, usually challenging ones. The means to achieve goals are chosen by the performers themselves. Everyone is directly responsible for their actions, and those who succeed are rewarded. In an edhocratic organization, the individual experiences strong external pressure, which is partially relieved by group work that creates a sense of community in the work. The risk, as well as the rewards, is divided between the participants.
Formalities are not typical for an edhocratic organization and are reduced to a minimum. This applies to hierarchy, working conditions and premises, benefits, clothing, etc. In such an organization it is often difficult to distinguish a manager from a worker.
The idea of an edhocratic environment in an organization is usually attributed to the American computer company Hewlett-Packard, which began to implement it in the 40s. For a long time, even during the recession, the company did not lay off workers. It maintains relatively small departments (under 1,500 people), which helps it introduce less formal relationships and an atmosphere of group work.
An edhocratic organization is characterized by a high degree of freedom in the actions of employees, but its pinnacle is the high-quality performance of work and the ability to solve emerging problems. The key elements of edhocratic design are:
Work in areas with high or complex technology that requires creativity, innovation (innovation) and effective teamwork (team collaboration);
Workers are highly skilled experts in their field, perform complex production operations and are able to interact with each other in a highly effective manner;
The structure has an organic basis and is not clearly defined; informal and horizontal connections predominate. The hierarchical structure is constantly changing; Many managers are not strictly tied to any one job; parts of the structure remain small in size;
Decision-making rights and power are based on expert knowledge, financial control is exercised from above;
The remuneration system is based on the employee’s expert knowledge, contribution, competence and degree of participation in the overall work; the remuneration is of a group nature;
Relationships vertically and horizontally are predominantly informal; there is often no diagram of the structure of such an organization.
This design is most suitable for organizations in such areas as consulting and innovation, computer and electronics, medical, research and development, film production, etc.
The structure of an edhocratic organization is usually associated with a concentric-shaped diagram (Fig. (.9.2.).
Multidimensional organization. Previously, a two-dimensional or matrix model of organizing an organization was considered. The two dimensions in it were resources and results, with a focus on which the simultaneous unification of work in the form of matrix cells occurs. The matrix organization itself is usually a combination of line-functional and divisional organizations. However, with this approach, such important variables as territory, market and consumer remain outside the boundaries of the matrix organization, with a focus on which work in the organization can also be combined. By adding this third dimension, multidimensional organizations emerge. This term was first used in 1974 by W. Goggin when describing the structure of the Dow Corning corporation. The scheme of multidimensional organization is presented in Fig. 9.3
The basis of a multidimensional organization is an autonomous work group that simultaneously performs three tasks:
Providing production activities with the necessary resources;
Producing a product or service for a specific consumer, market or territory;
Serving a specific consumer, developing or penetrating a specific market, conducting an operation within a specific territory.
Figure 9.2 – Edhocratic organization
Based on the totality of tasks performed, such autonomous groups usually receive the status of a profit center, and in in some cases may be independent companies. However, in both cases they are subject to corporate taxes in one way or another.
Some experts consider the following to be the main advantages of multidimensional organizations:
There is no need to carry out any reorganizations in order to change the priority of the criteria used in the design of work; emphasis can be changed by redistributing resources by the management of the organization;
Creation of units, their liquidation or modification without major changes in the position of other units; the more parts of the organization are in contact with the “multidimensional” group, the less it is affected by changes in these parts;
Creating the most favorable situation for delegation of authority, while the role of the organization’s management remains leading;
The use of a unified, clearly recorded and easily measured measure of the effectiveness of each multidimensional entity - the profit received, which prevents the implementation of pseudo-work and the emergence of elements of bad bureaucracy. At the same time, profit, considered as a necessary condition for business development, is not the only measure of success. The overriding goal is the development of a multidimensional organization and its members.
Participatory organization. Despite the many advantages of a multidimensional organization, it can be difficult to create a structure that would suit all members of the organization and adequately motivate their activities. A number of experts believe that this problem is more successfully addressed if members of the organization are given the right to participate in decisions affecting their work.
The last clarification is fundamental and fundamentally distinguishes organizations built on the participation of workers in management, or so-called participatory organizations, from organizations where, through the creation of self-government bodies, incompetent interference is carried out in the work of other members or parts of the organization. A clear example of this approach was the introduction at enterprises during the period of perestroika former USSR election of managers and the creation of councils of labor collectives, placed by the will of the law above management and designed to democratize enterprise management.
Figure 9.3 – Multidimensional organization
The participation of workers at all levels in management, which lies at the basis of a participatory organization, involves their involvement in decision-making. Thus, each individual leader receives support from both above and below.
The described conditions give the structure of the organization a democratic character: each person in the organization who has power over others is accountable to their joint control. This prevents arbitrariness towards each member of the organization on the part of any
superior person.
Entrepreneurial organization. Fast and dynamic changes last decade that occurred in the external environment business organizations, contributed to the development of a special type of organization called entrepreneurial.
An entrepreneurial organization is a growth-oriented organization that relies more on available opportunities than on controlled resources. The implementation of these opportunities and the use of resources for this purpose is often carried out on a short-term, episodic and gradual basis. Control over resources is usually indirect (rent, loan, etc.). The management structure of a business organization is characterized by a small number of levels, flexibility and network construction.
The performance of such an organization is usually evaluated not on the basis of productivity, but on the basis of efficiency. The motivation for entrepreneurial activity is based on the search for opportunities and achieving results, and not on the need to use resources. WITH
From an organizational design perspective, entrepreneurial structures are based on individual initiative rather than coordination, as is the case in traditional organizations.
Concentrated development is being replaced by development in many directions. In entrepreneurship, individual competence is more important than organizational competence. The key organizational factors are people, groups and their skills. In Fig. 9.5. is given circuit diagram structure of a business organization.
Market oriented organization. This type of organization is in practice a kind of combination of the new types discussed above. A market-oriented organization, or what is also called a "market-driven" organization, can be described as follows.
Connections in the structure of an organization are formed more under the influence of the organization’s relationship with the consumer (processes), rather than the relationships between functions. Market orientation in grouping parts of the organization (from “functions” to “processes”) is shown in Fig. 9.4.
Workers Workers Workers Workers
Figure 9.4 - Structure of a participatory organization
By the nature of interaction with the external environment (i.e. the market), this is an organic type of organization that quickly adapts to changes occurring outside it. By the nature of the interaction of parts within the organization, this is either a developed divisional or a real matrix structure. And finally, in terms of the nature of the individual’s interaction with the organization, this is an individualist type. The fundamental difference between this type of organization and others is that if in the previous
In cases where only part of the organization was grouped directly around the market, in this case we are talking about grouping all parts of the organization around the market or markets.
CONSUMERS
Figure 9.6 – Market-oriented organization
Main: 2 .
Additional: 5 .
Control questions:
- Classify types of organizations according to their interaction with the external environment.
- Describe mechanistic and organic types of organizations.
- What are corporate and individualistic organizations?
- Name the stages of enterprise potential management technology.
- What is the economic potential of an enterprise?
- Reveal the content of the competitive potential of the enterprise.
- Describe the indicator method.
- Describe the following new types of organizations: edhocratic, multidimensional. proactive, market-oriented and entrepreneurial
The opposite of the corporate type is the individualist type of organization. This is also an association of people carrying out joint activities, but the association is free, open and voluntary. The organization itself is a collection or community of semi-autonomous entities. For example, collective property in such organizations is not the property of everyone, but the property of each member of the team. Instead of a power hierarchy, this structure is dominated by the principle of connecting the interests of all members within the framework of democratic processes. Thus, management by objectives and participation in management procedures are effective ways to combine the interests of organization members.
In organizations with an individualistic culture, effectiveness refers to the extent to which the needs of each individual are met. In this case, the organization should not have goals different from the goals of its members. Practice shows that the competitiveness of such organizations is very high.
Decision making in an individualistic organization is based on the principle of minority or veto power. That is, a decision is not made if a minority of members or at least one member of the organization opposes it. Naturally, the practical application of this approach requires the presence of an appropriate culture in the organization. In this structure, the interests of production (or any of its other activities) are determined by the interests of the reproduction of the person himself. A person is given the opportunity to self-sufficiency in his activities. His “today’s” interest turns into “tomorrow’s” interest of the organization.
The degree of its development and ability to flexibly and quickly change in accordance with the requirements of the time largely depends on what type of organization is common in the economy - corporate or individualistic. For an organization in a modern developed market economy, it is also important to what extent elements of an individualist culture are represented in it. Ultimately, this determines the competitiveness of the organization in the information society.
Main characteristics of an individualist organization:
· Free, open and voluntary association of people;
· The combination of competition and cooperation in the activities of members and groups in the organization;
· The dominance of the principle of connecting the interests of all members within the framework of the democratic process;
· Supported by management to seek opportunities and additional resources;
· The subject of interest is the individual;
· A person is responsible for himself, personal sovereignty;
· Minority principle or veto power in decision making;
· Universal morality and common sense in behavior;
· Work for a person, the interests of production are determined by the interests of reproduction of the person himself.
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