УДК 005.1

Skalozub L.K. Skalozub O.M.

IMPROVING THE MANAGEMENT SYSTEM

Krasnoarmeysk Industrial institute

This work deals with the peculiarities of management system of the modern enterprise and makes the conclusion about the necessity of improving its quality.

Key words: management, enterprise, knowledge and skills, division of work.

В статье  рассматриваются особенности системы менеджмента современного предприятия,  и делается вывод о необходимости ее усовершенствования.

Ключевые слова: менеджмент, предприятие, знание, навыки, распределение работы.

Management could be called the art of getting things done through people and other resources. Management is the process used to accomplish organizational goals through planning, organizing, directing and controlling people and other organizational resources.

The definition spells out four functions of management: (1) planning, (2) organizing, (3) directing and (4) controlling. [3: 28]

Management is much more complex than doing a few tasks. A good manager must know about the industry, the firm he is in and all the technological, political, competitive and social factors, affecting that industry. He or she must understand the kind of people who work in the industry and what motivates them. Finally, a manager must be skilled in performing managerial tasks, human relation tasks, and conceptual tasks [2: 11].

Management is the art and science of making appropriate choices.

Like most things in our changing world, the function of management is becoming more complex. The role of the manager today is much different from what it was one hundred years, fifty years or even twenty-five years ago.  At the turn of the century, for example, the business manager’s objective was to keep his company running and to make a profit. Most firms were production oriented. Few constraints affected management’s decisions. Governmental agencies imposed little regulations on business. The modern manager must have a good understanding of management principles, an appreciation of the current issues and broader objectives of the total economic, political, social and ecological system in which we live, and must possess the ability to analyze complex problems. That is, he must now consider the environment in which the organization operates and be prepared to adopt a wider perspective.

Organizations exist to combine human efforts in order to achieve certain goals. Management is the process by which these human efforts are combined with each other and with material resources. Management encompasses both science and art. In designing and constructing plans and products management must draw on technology and physical science, of course, and, the behavioral sciences also can also contribute to management. However much you hear about “scientific management”, in handling people and managing organization it is necessary to draw on intuition and subjective judgment. The science  portion  of management is expanding, more and more decisions can be analyzed and programmed , especially with mathematics. But although the artistic side of management may be declining in its proportion of the whole process it will remain central and critical portion of a manager’s job. In short:

knowledge (science) without skill (art) is useless, or dangerous,

skill (art) without knowledge (science) means stagnancy and inability to pass on learning. [4: 44]

Like the physician, the manager is a practitioner. As the doctor draws on basic sciences of chemistry, biology and physiology, the business executive draws on the sciences of mathematics, psychology and sociology. 

Different scholars offer different sets of principles of management. The most famous are the following fourteen. But the main principle should be read as follows:”there is nothing rigid or absolute in management affairs, it is all a question of proportion”.

1. Division of work.

2. Authority.

3. Discipline.

4. Unity of command.

5. Unity of direction.

6. Subordination of individual interests to general interests.

7. Remuneration of personnel.

8. Centralization.

9. Scalar chain (line of authority).

10. Order.

11. Equity.

12. Stability of tenure of personnel.

13. Initiative.

14. Esprit de corps. Build teamwork. [2: 15]

It should be remembered that people are the heart of every business. Overwhelmingly, the quality of the people determines the success of the business. Many investors base their investment choices almost entirely on the strength of the people involved in the enterprise. They know that the experience, skills and personalities of the management team have a greater impact on the long-term fortunes of a company than the product or service provided. A manager should give careful consideration to creating clear lines of organizational responsibility and developing a management style that motivates employees [1: 76]. Even the very best people will only do their best work in a system that encourages, recognizes and rewards achievements. A true manager is to focus in two main areas:

1) the people who run the business;

2) the management style and structure.

Together these two thrusts represent the core of the management system [5: 28]

For most companies, especially smaller companies, building a sense of teamwork is essential. The employers need to feel they are important part of the organization and their contribution matters. Communication is a vital ingredient in team building; if employees know what’s going on in the company, they feel the part of the whole picture. Everyone, whether mailroom clerk or company president, wants to feel important. Achievements should be recognized, both privately and publicly, with monetary and nonmonetary rewards. Well done jobs should be acknowledged.

The five most important elements of the management style are:

1. Clear politics.

2. Communication.

3. Employee recognition.

4. Employee’s ability to affect change.

5. Fairness [6: 57]

No school, professor or book can make you a manager. Only you can do this, and you can become manager only by managing. You can learn the skills that are extremely helpful, particularly in such clearly defined areas as accounting, statistics, law and finance. But this will not make you a manager. Experience is the only teacher. Schools and books provide you with intellectual tools against your experience, so theory is very important too. Nothing is as practical as a good theory.

To sum up, a great deal of management theory and practice is necessary to improve the management system of the enterprise.

References

1. Abrams R. The successful business plan: secrets and strategies. – The Oasis Press, Oregon, 2007.

2. Falle M. How to set up your own small business. – Minneapolis, 2000.

3. Hornby A.S. Oxford advanced learner’s dictionary of current English. – Oxford: Oxford University Press, 1998. Rodgers D. Business Communication. International case studies in English. – Cambridge: Cambridge University press, 2008.

4. Rodgers D. Business Communication. International case studies in English. – Cambridge: Cambridge University press, 2008.

5. Sahlman W., Stevenson H. The entrepreneurial venture. –Harvard business school, 2002.

6. TichyN., Devonna M. The transformational leader. – John Wiley ans Sons, 1990.