Functions of management
Kuznetsov. Fundamentals of management
Currently, the definition of functions, their differentiation and integration remains historically raterequest. First of all, the different meaning given to the concept of "management functions", which are elected by the heterogeneous grounds (criteria) for selection. Classification lists (even with a unified criteria) differ in the number of allocated functions, their degree of consolidation, etc.
What is meant by control functions? Where is the criterion for their differentiation, and what should be their classification?
Formulate original positions. The function manifests the essence, the contents of the control. In forming the office, the unity of two sides — process and structure — the content of it is revealed in the process. Hence, the control function is a function of the management process.
A function is an objective component of the control, such part of the management as a whole, a manifestation of which is the condition for the manifestation of this whole. This is a systematic approach to the formation of the concept and structure of management functions.
Management — implementation of aggregate functions. Objective a set (composition) of functions inherent in management at all hierarchical levels, in all features of production. Hence the homogeneity of quality control at all levels.
The whole vast, complex (diverse) set of management actions — at any level and in any system — can be reduced to a limited range of relatively strictly localized functions that comprise the closed loop control:*
• making management decisions;
• implementation of solutions;
It is interesting that almost all researchers fully agree with this opinion on the composition of the management cycle, however, applied only to the control technology, which is not attributed to his essence, and therefore with functions.
Each of the management functions can be subjected to further differentiation.
It would not be accurate to rank the management functions according to importance (often found, for example, claims about the special importance of decision-making or planning — the Central control function). More than fair to assume that at different levels of the hierarchy in time and depending on the specific conditions of production, the value of the function varies.
If there is a certain logical sequence (order) in the implementation of the functions in practice they interpenetrate and complement. For example, accounting, analysis, it would seem that closing the management cycle, actually give impulses to the planning (correction), management, activation etc. and combinations of various ahead of time, power, influence, etc.
A schematic expression of the basic relationships between management functions.
Because of the unity of process and structure management control functions must be considered in context and in relationship with the functions of the apparatus.Practically, the realization of control functions on specific economic object associated with the tasks that are intended to solve the corresponding control unit. More accurate to define them as tasks, or as a function, the task management apparatus.
Composition of functions-task as the unit itself (the structure), determined by the characteristics of the control object, providing to them articulating the impact (of course, combined with the impact of management functions). Depending on the characteristics of the object, along with the functions of the control object in General, can be allocated a function, task, individual units of the apparatus:
- technical preparation of production;
- different types of service;
- quality control of products, etc.
The unity of the process and governance structure is reflected in the interpenetration of the functions of management and functions of the tasks performed in the management system: each function-objectives assumes the implementation of all management functions, being, in turn, the way to implement them.
The proposed classification allows to clarify some provisions of the theory of functions and can serve as a methodological basis at the decision of practical tasks of improving the management of economic objects. Given this approach should be considered, for example, ways of improvement of management structure, methodological basis for the creation of automated enterprise management systems, etc.