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промышленности.
Признак Характеристика системы Caractéristique de Caractéristique du système
классификации classification
Естественная Naturelle
Концептуальная Conceptuelle
Социальная sociale
Машинная À la machine
функционирования
Временная Temporaire
централизации gestion
Централизованная Centralisé
управления
Функции управления:
2- Enterprise functions and management functions.
Enterprise functions:
Management functions:
3. Жизненный цикл организации.
Модель Л.Грейнера:
Модель Азидеса:
Рассмотрим, с какими проблемами сталкиваются организации на разных этапах
жизненного цикла согласно И. Азидесу. Автор данной модели концентрирует
внимание на двух параметрах жизнедеятельности организации: гибкости и
контролируемости. Чем старше компания, тем серьезней она контролируется и
является менее гибкой. Основной целью руководства является пребывание в
стадии расцвета (Prime), где имеет место оптимальное соотношение двух
параметров.
Организация на каждой стадии имеет свои особенности, при переходе на
очередной этап ее развития меняется роль лидера, внутренние системы,
административная система, размеры компании и т.п. Основным фактором
успеха организации является способность справляться с проблемами. Азидес
раскрывает следующую взаимосвязь: рост организации – перемены – проблемы.
Существует ли эликсир вечной молодости? Согласно И. Азидесу – существует.
Для этого необходимо поддерживать в жизнеспособном состоянии все четыре
функции менеджмента (планирование, организация, мотивация и контроль).
It can be concluded that Greiner identifies the development of an organization with its
growth. In general, the model can only be applied to large organizations. This is one
of the limitations of using the model. In addition, Greiner gives preference to
management issues (managerial, organizational practices), emphasizing that they are
temporary in nature. In fact, this means that the model does not describe the
development of an organization, but rather the transformation of its management
system over time, which is the second limitation of the model.
1.
сотрудничества.
entrepreneurship, integration:
5.1
рынка.
законодательством России.
гаражные).
Хоз.тов-ва и хоз.общ-ва
Унитарное предприятие
5.2
Существуют различные подходы к классификации организационных структур
управления.
● линейная;
● функциональная;
● линейно-функциональная;
● матричная;
● дивизиональная;
● комбинированная.
Линейная - одна из наиболее простых структур. В ней используются
принципы централизма и единоначалия. Во главе каждого коллектива стоит
руководитель, который подотчетен вышестоящему руководителю
2.
5.1
property, can acquire and carry out operations on its own behalf. and
in court.
needs.needs
of Russia.
1.
by number of participants:
2.
1.
2.
3.
4.
5.
6.
7.
10.
3.
4.
1.
the authorized capital consists of the nominal value of the shares of its
participants;
2.
3.
4.
5.
6.
7.
8.
5.
The founding documents of an LLC are the foundation agreement and the company's
charter.
6.
7.
8.
JSC participants are not liable for the company's obligations, and the company is not
liable for the debts of its participants;
the company name of the joint-stock company should indicate the following: type
(open or closed) , and also contain a name that individualizes this society.
limitation of shareholders ' liability when coordinating the economic interests of all
JSC participants and achieving efficient operation of the enterprise;
In the first case, an open joint – stock company is created, in the second-a closed
one. The Federal Law establishes the minimum amount of authorized capital of a joint-stock
company: for an open joint-stock company, the minimum amount of authorized capital is
1000 times the minimum wage at the time of registration, for a closed joint-stock company-
at least 100 times the minimum wage at the time of registration. Open joint-stock companies
are typical for large enterprises. The number of participants in a closed joint-stock company
should not exceed 50 people.
among the founders of the Joint Stock Company are state or municipal bodies;
due to the specifics of their activities (for example, investment funds), they can only
be created as open joint-stock companies.
In turn, a closed joint-stock company cannot become open if its authorized capital is
below 1000 times the minimum wage.
Unitary enterprise
Unitary enterprise – a commercial organization that does not have the right of
ownership to the property assigned to it by the owner. The property of a unitary enterprise is
indivisible and cannot be distributed among deposits. Unitary enterprises are created and
operate on the basis of one form of ownership: state or municipal. Therefore, the founders
are the state or a municipal entity. You can't create a legal entity. The owner of the property,
creating an enterprise, does not lose the rights to it. The property assigned by the owner to a
unitary enterprise forms its authorized capital. The constituent document for a unitary
enterprise is the charter. This document reflects the subject matter, goals of activity, and
corporate name of a unitary enterprise, indicating the owner and belonging to a state or
municipal enterprise.
5.2
Depending on the type of relationships between participants in the management process, the
following types of management structures can be distinguished::
linear;
functional information;
linear-functional model;
matrix structure;
divisional map;
combined version.
Linear - one of the simplest structures. It uses the principles of centralism and unity of
command. At the head of each team is a manager who is accountable to a higher
manager
The disadvantage of this structure is that the manager must be knowledgeable in many
areas of management, and this leads to his overload and lack of competence in decision-
making. Along with this, there is a disunity of horizontal connections,and in the presence of a
large number of management levels, managerial decision-making is delayed.
Functional information- In this structure, specialists of the same profile are grouped
into specialized structural divisions. For example, planners work in the planning department,
finance specialists work in the finance department, and marketing specialists work in the
marketing department. Management, starting from the middle level, is built on a functional
basis. Advantages of the functional management structure:
The disadvantages of the functional structure include the lack of close relationships at the
horizontal level of management. In addition, the principle of unity of command ceases to apply,
since the performer can receive instructions from several functional managers.
The disadvantages include unclear responsibility, since the person who prepares the solution
usually does not participate in its implementation.
linear-functional model.A special feature of this structure is that management is carried out
by linear and functional managers. The line manager has a special staff (headquarters)
consisting of management units (departments, services, groups, individual specialists) that
specialize in performing a single management function. At the same time, the line manager has
full authority over all management objects and functions.
There are two types of functional managers: those who implement one or more management
functions
matrix structure.This structure allows you to quickly respond to market changes due to its
flexibility.
It is formed by combining two types of structures: linear and program-specific. In accordance with the
linear structure, management is built vertically: divisions are created that manage individual areas of
activity - production, sales, supply, etc. In accordance with the program-target structure, horizontal
management is carried out - program and project management, that is, the main task is to develop
programs. Each program can include a number of projects.The main disadvantage is complexity, which
is associated with the need to establish and coordinate multiple links.
The disadvantages also include the need for periodic retraining of employees in connection with
changes in the program.
Matrix groups are not a stable formation. When using them, employees are constantly moving from the
main workplace to project teams, and the entire organization becomes temporary.