Characteristics of the main types of management. Types, levels of management and their characteristics. Enterprise management

Types of management are special areas of management activity related to solving certain management problems.

The complexity and diversity of management activities allows, according to experts, to identify up to 80 types of management. Let's consider the characteristic features of the most important and significant types of management.

Depending on the object, the following main types of management are distinguished.

Organizational management manages the processes of creating an organization, developing the structure and management system of the organization, and the management mechanism; systems for carrying out management functions, developing norms, regulations, rules, standards, regulations, instructions and other things. As a result, the normal functioning of the organization and the successful achievement of the organization’s goals are ensured. Achieving organizational goals is based on strategic management, tactical or current management and operational management.

Strategic management is management activity for setting and implementing long-term goals, maintaining effective relationships between the company and its environment in a strategic aspect.

Strategic management defines human potential as the basis of the organization, orients the organization of production to the needs and desires of consumers, adapts the organization to the external environment, the result of which is the achievement of the long-term goals of the organization. Strategic management is the focus of the organization's top management. The results of strategic management are not fully discovered for several years. Within the framework of strategic management, long-term goals of the organization are set, ways to achieve them are determined,

Tactical (current) management is developed in the development of strategy. While strategic management is mainly developed at the top levels of management, tactical (current) management is developed at the middle management level. The prospects for tactical (current) management are designed for a shorter period of time than strategic management. It usually covers a yearly period. The results of tactical (current) management appear quickly and are easily correlated with specific actions.

Tactical (current) management is associated with activities taking place at a given time; relates to daily work. It ensures the short-term flow of processes in the organization, such as marketing, research and development, production, financial, personnel, social; implementation of short-term plans. Short-term plans are drawn up in organizations for a period of up to one year. Then they are specified for six months, a quarter, a month, a decade, depending on production needs.

Operational management is an activity focused on solving current issues that require immediate solutions; includes the organization and management of processes for implementing operational plans and dispatching. Actions are carried out by distributing work, resources, making necessary adjustments to production and financial processes, and the progress of current tasks. Operational management comes down to making decisions that can quickly and in a timely manner correct or direct the course of labor, production and financial processes in specific situations that are currently developing. Tactical (current) and operational management are associated with setting specific medium-term and short-term tasks, coordinating their solution with the provision of the necessary human, financial, material, information resources, monitoring the achieved results, their assessment, analysis and implementation of the necessary corrective actions.

Depending on the functional affiliation - a specific area of ​​activity of the organization or its units - management is divided into the following types.

Marketing management deals with the management processes of studying markets, current and future conditions, creating distribution channels, forming pricing policies, and advertising activities. With its help, the latter is studied, the current and future market conditions are assessed, target markets are selected, sales channels are formed, pricing and advertising policies are developed, etc.

Production management includes management of the main, auxiliary and supporting processes that result in the production of goods supplied by the organization to the market. The objects of production management are setting goals, choosing a strategy, planning, optimizing the volume and structure of product output, organizing the labor and technological process, regulating them, eliminating failures and malfunctions, control, managing people, incentives, personnel placement, etc.

Management in the field of logistics and product sales consists of managing the processes of drawing up business contracts for the supply of materials, semi-finished products, components, their delivery, the processes of incoming control, packaging, storage and delivery of finished products to consumers.

Personnel management is aimed at planning labor resources; personnel selection; personnel assessment and selection of the best from the reserve created during recruitment; determination of wages and benefits; vocational guidance and adaptation, training and advanced training, assessment of work activity.

Financial management is aimed at managing the movement of financial resources and managing financial relations that arise between economic entities in the process of movement of financial resources. Financial management is the process of developing a goal for managing the finances of an organization and influencing finances using methods (planning, lending, payment systems, insurance) and financial resources (profit, depreciation, prices, rent) to achieve the goal.

Innovation management manages innovations. Its object is the implementation, coordination and control of scientific research, applied developments, the creation of prototypes of goods and services, their introduction into production; formation and evaluation of plans and programs of innovation activities, organization of their resource support; stimulating creativity.

Innovation management is aimed at managing the materialization (materialization) of people’s creative activity to create products that are superior to existing ones in technical, organizational, and economic characteristics or have no analogues.

Investment management is management specializing in investment management. Since an investment is an investment of capital with the aim of generating future profits and (or) positive cash flow in favor of business owners, the investment manager must have the qualities of a strategic manager. He must correctly determine priorities, organize “long” flows of material and financial resources, and inspire staff to achieve long-term goals. Investment project managers must have a special vision of the future lifestyle of the organization, create momentum for the movement of constant action, and be a professional participant in the construction process.

Accounting management is associated with managing the processes of collecting, processing and analyzing data on the organization’s performance, comparing it with the basic and planned indicators of other organizations in order to timely identify unresolved issues and establish reserves for a more complete use of the organization’s potential.

The list of diversity of types of management does not end there. Let's consider the most important and significant types of management.

Adaptive management is a type of management in which the main goal is adaptation to changes in the external environment. In this case, a “tracking system” is created, the main indicators of external changes are monitored, and a unit responsible for the organization’s flexibility is carried out.

Thus, almost all investment institutions, especially brokerage houses that play in the securities market, are adaptive systems. The main thing for them is to notice in time certain trends emerging in the stock market, jumps in the prices of certain shares, in order to quickly and flexibly respond by concluding adequate transactions. Adaptive management is also applicable to those small enterprises whose success depends more than two-thirds on the state of the environment.

In recent years, people have begun to actively talk about knowledge management, which manages the processes of identifying, selecting, storing, distributing, giving them additional value, improving their quality through filtering, synthesis, putting them into new forms, etc., allowing them to be used more effectively in practice. . In addition, knowledge management is associated with the creation of a learning environment, including an interactive one, where people constantly exchange information and have every opportunity to effectively comprehend and assimilate it.

The central task in knowledge management is to facilitate the identification, exchange and use of existing information resources, best practices, and creative opportunities. This is important also because in the future all large organizations should be divided into small self-governing structures, which, due to their relatively small information and intellectual potential, will have to extract and assimilate other people's knowledge.

All of the listed types of management in practice are closely intertwined and interdependent, which significantly complicates management activities, but using the capabilities of the diversity of management systems leads to an increase in their potential and efficiency.

In general, we can state the fact that the variety of types of management is associated, first of all, with the variety of areas of use and features of the implementation of the management process and that the differentiation of management is objective in nature.

On the other hand, it precedes the analysis and identification of factors important for classification, and on the other hand, it is based on various combinations of these factors for different types of management. This allows us to assess the possibility of both theoretical and practical development of a specific type of management through the development of certain factors on which it is based.

The use of this classification allows the manager, when solving practical problems, to choose the type of management that is most appropriate to the conditions of a particular task. At the same time, you can dramatically reduce the time spent searching for the most suitable management techniques, increasing its efficiency.

Figure 1.4 Classification of management types

Classification of management types according to the methodology of interaction with the managed object:

*t a di tionn y. The traditional approach develops and uses management principles and rules that are suitable for any organization. The traditional approach understands management as a fairly simple one-dimensional interaction of people and (or) organizations. In essence, such management proceeds from the fact that all objects of management are the same and react equally to the same influences. The systems approach focuses on the interaction of parts in an organization and emphasizes the importance of studying each individual part in the context of the whole. The main elements of the system approach are: login (incoming resources); the process of converting Receded Resources into Product; logout(product); feedback (knowledge of the result influencing the chain in the opposite direction);

* systemic focuses on the interaction of parts in an organization and draws attention to the importance of studying each individual part in the context of the whole. The main elements of the system approach are: entry into the system (incoming resources), the process of converting retreated resources into a product, exit from the system (product), feedback (knowledge of the result, influencing the chain in the opposite direction);

* situational. The situational approach is based on the fact that in the management of an organization there is not only one set of principles (rules) that could be used in all situations. In systems engineering, a situation is understood as a triple: “state of the control object” - “available control actions” - “consequences of control actions”;

* social and ethical. Social and ethical management is aimed at reducing the likelihood of making decisions that could lead to unacceptable damage to financial, technological, technical, personnel, external and internal systems structures objects falling within the sphere of influence of the ma possible solutions. In this case, the object of activity is chosen as a result of social and ethical marketing, and operations are considered that are not intended to cause unacceptable damage (military, special, etc.). objects, those falling within the sphere of influence of the decisions made at various levels of the hierarchy may include: individuals (consumers, intermediaries and personnel), legal entities (suppliers, intermediaries, consumers), wildlife, society as a whole, if their dependence on these decisions cannot be considered negligible. Management goals (for example, profit maximization, etc.) in social and ethical management should take into account, as a limitation, the requirement not to cause unacceptable damage to other elements of the market system. This requirement must also be taken into account when formalizing management goals in the process of synthesizing a criterion for assessing the effectiveness of a decision. For example, the criterion can be formulated as follows: “Maximize net profit while avoiding certain consequences (recognized as unacceptable: changes in market shares of more than 3% in a calendar period, price changes of more than 2% per month, etc.) for certain market participants." Social and ethical management can be used to manage social processes, ensure life safety, legal regulation and other areas of life;

* moral and ethical. Pestilence al no- this iches ki m (or Japanese) is called personnel management when paternalistic attitude towards employees (including lifetime employment), with the significant use of moral incentives, learning in the process of practical activities through personnel rotation, etc. This type of management is most clearly practiced in Japan. Therefore, it seems possible to call it Japanese. It is practiced only in relation to personnel;

* stabilization is aimed at stabilizing the financial, technological, technical, personnel, external and internal structure of the organization.

The need for correspondence between the types of management and planning is due to the fact that management includes as components: planning, motivation, organization, control. Therefore, management can be considered as a tool for implementing relevant plans. And there cannot be fewer types of management than types of plans. Moreover, it seems natural that the type of management, when classified according to the time of occurrence of consequences for the control object, should correspond to the type of plan.

Types of management according to the time of occurrence of consequences for the control object and the environment:

* strategic. Strategic planning is a set of actions and decisions taken by management that lead to the development of specific strategies designed to help the organization achieve its goals. Strategic planning is implemented through resource allocation, adaptation to the external environment, internal coordination and organizational strategic foresight. Strategic management is the managerial process of creating and maintaining a strategic fit between a firm's goals, capabilities and marketing opportunities. The company's strategic plan determines which areas (programs, productions) it will engage in, based on available resources, and sets out the objectives of these areas;

* perspective (business plan, long-term plan). Long-term management is aimed at implementing business or long-term plans. The goals of business planning are to clarify the goals and objectives of specific areas, taking into account a more in-depth study of the external environment and capabilities of the company. The development of a long-term plan for an enterprise is carried out after decisions are made on the production of a specific product, production volume, etc. In this case, the object of planning is the production process of the product as a whole.

* operational is a set of actions and concepts aimed at quickly solving problems, by breaking a more complex task into individual components, as a result of which a faster result is achieved;

* current represents a set of actions and decisions taken by management that the organization is currently engaged in.

Based on the frequency of decision-making, the following types of management can be distinguished:

* one-time solutions. One-time solution management is used when solving large problems when it is impossible to set a date for the next decision on this problem. Examples of such decisions at the country level may be a decision on the country’s accession to NATO or the CIS, and at the level of a public security organization - decisions on the creation or liquidation;

* cyclical solutions. Cyclic decision management is used to solve problems that have a known cycle. An example of cyclical decision management: once a year, decisions are made on the execution of the current year’s budget and the adoption of the budget for the next year;

* a continuous chain of frequent decisions (process approach). Process management (management as a process) occurs when the need to make decisions arises at random times on unrelated problems so often that the process is considered continuous. The management of large public organizations (country, territory, etc.) can be considered process-based in that part of it that cannot be attributed to one-time or cyclical management. This is due to the fact that a certain number of managers independently make decisions that are aggregated (hierarchically combined) into some resulting management with corresponding consequences.

Types and levels of management are a topic relevant for any company. There is no enterprise where attempts have not been made to build an effective personnel management system and, as a result, an algorithm for achieving the assigned tasks. Competent management of various groups of specialists in conditions of constant development is a complex but necessary process.

What is management

This term is relevant when we are talking about managing the activities of various groups of employees both within a specific department and the entire enterprise as a whole.

Accordingly, the people responsible for organizing quality management are called managers. Their key task is the competent formation of the labor process, its planning, control and motivation of personnel. The result of such efforts should be timely achievement of the company's goals.

Therefore, modern management is a constant desire to develop and improve the quality of work. It is worth noting that professional management can bring about tangible social change. An example is the growing popularity of quality education, driven by the desire to get a good job.

Who is a manager

Without effective leadership, the development of modern companies is not possible.

If we use the actual meaning of the terms, then a manager can be called a manager or leader who has sufficient authority to solve various problems related to specific types of activities of the enterprise.

• managers of the enterprise, as well as its divisions (these can be departments, divisions, etc.);
• organizers of various types of work operating within program-target groups or divisions;

• administrators, regardless of management level, whose responsibilities include organizing the work process taking into account modern requirements;
• leaders of any groups of specialists.

Regardless of the profile, the key task of a manager is always to manage employees for the high-quality implementation of assigned tasks.

Key Features

Based on the information presented above, we can conclude that the essence of management comes down to planning, motivation, organization of the process and its control. In fact, these are the goals of management.

Thus, the main functions of a manager have the following structure:

• planning;
• organization;
• motivation;
• control.

Regarding planning, it should be noted that within the framework of this function, the most relevant goals for the company are determined and a strategy for achieving them is drawn up, up to the formation of an algorithm for the work of employees at all levels.

Enterprise management at this stage includes working with several key issues:

1. Where is the company currently located?
2. Where should you go?
3. What exactly will this movement look like (plan, resources, etc.)?

It is through planning that the company's management determines the key areas in which the main efforts must be made.

Organization of an enterprise is, in essence, the process of creating and developing an existing as well as a new structure. In this case, the work of managers is focused on taking into account all facets of the company’s internal processes in order to ensure their competent interaction. If there is a high-quality formation of all processes and a global algorithm for the progress of the enterprise, all employees and managers will contribute to the effective achievement of their goals.

The management system also allows you to accurately determine who should perform what functions in the enterprise.

It is difficult to imagine modern management without competent motivation. The bottom line is that the algorithm of action and development will be successful only if all groups of employees are able to perform the functions assigned to them on an ongoing basis with high quality. To achieve this, managers develop a staff motivation system that allows them to maintain a high level of interest in accurately achieving goals.

The goals of management also include control. The fact is that, due to certain circumstances, processes within the company may deviate somewhat from the original algorithm and the fulfillment of the assigned tasks will be in question. To avoid such processes, managers pay a lot of attention to monitoring the work of their subordinates.

Senior management

There are always few managers representing this category at the enterprise. The responsibilities entrusted to them are significant. But they can be reduced to the following concept: competent development and subsequent effective implementation of company development strategies. As part of this process, senior managers make important decisions that require appropriate competence. This group of leaders may be represented, for example, by the rector of an educational institution, the president of a company, or a minister.

When considering the levels of management, it is worth understanding that the highest segment is responsible for shaping the course of movement of the entire enterprise. That is, these specialists actually choose the direction of development and determine how to effectively move within the designated course. A mistake at this level can lead to significant financial and structural losses.

For this reason, a high level of management implies active mental activity and a deep analysis of the work of the company as a whole and each of its departments in particular.

Middle management

This group of managers controls lower-level managers and collects information about the quality and timing of the tasks they set. Managers transmit this information in processed form to senior managers.

Middle levels of management in a company sometimes require hiring so many specialists that they are divided into separate groups. Moreover, the latter may belong to different hierarchical levels. For example, some enterprises form both upper and lower levels of middle management.

Such managers typically manage large departments or divisions of the company.

Lowest level

Managers in this category are also called operational managers. This group of employees is always large. The lower level of management is focused on monitoring the use of resources (personnel, equipment, raw materials) and fulfilling production tasks. At enterprises, such work is carried out by foremen, the head of the laboratory, the head of the workshop and other managers. At the same time, within the framework of the tasks of the lower level, a transition from one type of activity to another is possible, which adds many additional facets to the work.

Research shows that due to the variety of tasks and high work intensity, lower levels of management are subject to significant workload. Those who hold such a position must constantly move from effectively performing one task to solving another.

In some cases, one stage of work may take little more than a minute. With such frequent changes in intraday activities, the consciousness is in constant tension, which is fraught with prolonged stressful conditions.

Such managers do not communicate very often with their superiors, but they communicate a lot with their subordinates.

Features of general management

This form of management finds its active implementation within the framework of modern capitalist society.

General management is needed when there is a need for management methods and approaches that are suitable for any area in various socio-economic systems, regardless of the level of management.

This category includes various management techniques and functions (accounting, organization, planning, analysis, etc.), as well as group dynamics and mechanisms used for the development and subsequent decision-making.

Levels of general management

There are several levels of this form of control that are used depending on the situation. They look like this:

• Operational. The key task in this case is the competent regulation of processes related to the production of a product in conditions of resource scarcity.
• Strategic. Within this direction, promising markets and relevant products for them are identified, the desired management style is selected, and a tool is selected to regulate the process.

• Normative. Here, the enterprise management is focused on developing rules, norms and game principles that allow the company to gain a foothold in a specific market and strengthen its position over time.

Functional management structure

This system is necessary for organizing effective management in certain areas of the company's activities. That is, unlike the general one, it is not universal and covers various functions separately. This approach includes current schemes for achieving the company’s goals, depending on the area of ​​application of management tools, the type of entrepreneurship and the social environment.

The functional management system includes the following management areas:

• financial;
• industrial;
• investment;
• information management algorithm;
• HR management.

All these areas are more than relevant, since the process of division of labor has led to the emergence of numerous facets of the activity of the enterprise as such. In addition, the specifics of each area of ​​entrepreneurship creates its own unique working conditions.

Innovation management

This management organization scheme deserves special attention. The bottom line is that markets are constantly changing, dividing into separate segments and giving birth to new directions, there is a need to develop technologies and products that meet today's ever-increasing requirements. This is exactly what this type of management is aimed at.

Such a system is needed for the effective management of processes related to the creation, dissemination and subsequent application of technologies, as well as products that can meet the needs of a progressive society and will have scientific and technical novelty.

Innovation management also aims to create an environment that allows for targeted search, preparation, and implementation of innovations necessary to maintain competitiveness.

Bottom line

Levels of management and their characteristics, as well as various types of management, are an integral part of the modern economy, without which companies simply will not be able to meet the constantly changing demands of the market.

• 1. Let's start with strategic management. It is needed in order to plan and ensure the implementation of long-term tasks that are created for a period of more than 1 year. This could be the management of the construction of a large facility, the business plan of an organization, or even the well-known state budget for the next year. In order for the plan to be executed exactly and on time, there are people who control it and manage the performers. As a rule, a whole group of managers is created, whose main task is to manage the implementation of the strategic plan. Moreover, it is important to understand that far-reaching plans are very approximate, they do not give clear instructions, so managers need to think about how best to fulfill a certain prescription. For example, it was ordered to place 6 offices, a toilet and a manager’s office on the second floor of a business center, but in what order and how exactly to do this is decided by the responsible managers who carry out the management.
• 2. The second type of management is tactical management, also known as medium-term management. This includes all plans for which implementation is allocated from a month to a year. For example, this could be the restructuring of departments in an enterprise, a marketing campaign, etc. To perform such tasks, new groups can be created or tasks can be entrusted to existing ones (marketing department, labor protection department). The instructions in these plans can be both approximate and precise, so the manager still needs to be able to think and make the right decisions.
• 3. Operational management is the last type of management. Its characteristics are as follows: an operational plan is created with a time limit of no more than a month for its implementation, entrusted, as a rule, to a small manager or directly to the executor, after which it is put into action. This may include scheduled and unscheduled inspections, small projects at the enterprise, etc.
• 5. Approaches The effectiveness and quality of managerial work is determined, first of all, by the validity of the methodology for solving problems, i.e. approaches, principles, methods; Without good theory, practice is blind. However, to date, only a few approaches and principles are applied to management, although more than 13 scientific approaches are currently known:
• 1. Complex. When applying an integrated approach, technical, environmental, economic, organizational, social, psychological, political and other aspects of management and their relationships should be taken into account. If you miss one of them, the problem will not be solved.
• 2. Integration. The integration approach to management is aimed at researching and strengthening the relationships: - between individual subsystems and elements of the management system; - between stages of the life cycle of a control object; - between control levels vertically; - between control levels horizontally.
• 3. Marketing. Provides for the control subsystem to focus on the consumer when solving any problems: - improving the quality of the object in accordance with the needs of the consumer; - saving resources for the consumer by improving quality; - saving resources in production due to factors of production scale, scientific and technical process (STP); - application of the management system.
• 4. Functional. The essence of the functional approach to management is that a need is considered as a set of functions that need to be performed to satisfy it. After establishing the function, several alternative objects are created to perform these functions and the one that requires the minimum total costs for the life cycle of the object per unit of useful effect is selected.
• 5. Dynamic. When applying the dynamic approach, the control object is considered in dynamic development, a retrospective analysis is performed for five or more past years and a prospective analysis (forecast).
• 6. Reproductive. This approach is focused on the constant resumption of production of goods and services to meet market needs in comparison with the best technological object in a given market.
• 7. Process. Considers management functions as an interconnected management process, is the total sum of all functions, a series of continuous interrelated actions.
• 8. Normative. The essence of the normative approach is to establish management standards for all subsystems of the management system. Standards should be established for the most important elements: - target subsystem; - functional subsystem; - supporting subsystem.
• 9. Quantitative. The essence of the quantitative approach is the transition from qualitative to quantitative assessments using mathematical statistical methods, engineering calculations, expert assessments, a point system, etc.
• 10. Administrative. The essence of the administrative approach lies in the regulation of the functions of rights, responsibilities, quality standards, costs, duration, elements of management systems in regulations.
• 11. Behavioral. The goal of the behavioral approach is to help the employee understand his own capabilities based on the approach of modern behavioral sciences. The main goal of this approach is to increase the efficiency of the company by increasing human resources. Behavioral science will always contribute to improving the efficiency of both the individual employee and the company as a whole.
• 12. Situational. Focuses on the fact that the suitability of various management methods depends on the specific situation. Since there is such an abundance of factors both within the company itself and in the external environment, there is no best single approach to managing an object.
• 13. Systemic. With a systems approach, any system (object) is considered as a set of interconnected elements that has an output (goal), input, connection with the external environment, and feedback.

The most important principles: - the decision-making process should begin with the identification and clear formulation of specific goals; - necessary identification and analysis of possible alternative ways to achieve the goal; - the goals of individual subsystems should not conflict with the goals of the entire system; - ascent from the abstract to the concrete; - unity of analysis and synthesis of logical and historical; - manifestation in an object of different quality connections and interactions.

Lecture 10. Concept and content of various types of management

Types of management are special areas of management activity related to solving certain management problems. Based on the object, a distinction is made between general and functional management (Fig. 1).

Figure 1. Objects and types of management

General or general management consists of managing the activities of the organization as a whole or its independent economic units (profit centers).

Functional or special management consists of managing certain areas of activity of an organization or its units. For example, innovation, personnel, marketing, finance, etc.

Based on content, normative, strategic and operational management are distinguished.

Normative management involves the development and implementation of the organization's philosophy, its entrepreneurial policy, determining the organization's position in the competitive market niche and the formation of general strategic intentions.

Strategic management involves the development of a set of strategies, their distribution over time, the formation of the organization's success potential and the provision of strategic control over their implementation.

Operational management involves the development of tactical and operational measures aimed at the practical implementation of the adopted development strategies of the organization.

Organizations undergo certain processes of object management. These include human resource management, operations management, etc. However, these are also private types of management that take place in organizations. They have appropriate names: personnel management, operational management, etc.

To achieve goals in any type of management, it is necessary to purposefully influence teams of departments, individual employees, and coordinate their activities.

Operations management. Operations management has always been one of the main factors determining the efficiency of an enterprise. Various operational management strategies provide significant improvements in productivity, process reliability and the competitiveness of the company as a whole. There are several definitions of the concept “operations management”:

This is the activity of managing the process of acquiring materials, converting them into a finished product, and delivering that product to the buyer;

This is the management of the production of goods and services;

This is an activity related to the development, use and improvement of production systems on the basis of which the company's main products or services, etc., are produced.

Strategic management. A strategic approach to management means the creation of a unified enterprise management system focused on stable operations in the long term, strengthening competitiveness and increasing efficiency. Strategic management Management activities concerned with setting the goals and objectives of the organization and with maintaining a set of relationships between the organization and its environment that enable it to achieve its goals, correspond to its internal capabilities and allow it to remain responsive to external demands.

Innovation management. Innovation management (R&D and implementation of their results into production) is one of the main areas of activity of any company. In the world economic literature, “innovation” is interpreted as the transformation of potential scientific and technological progress into real progress, embodied in new products and technologies. Innovation has many definitions; for example, I. Schumpeter interprets innovation as a new scientific and organizational combination of production factors, motivated by the entrepreneurial spirit. Innovation management– a set of principles, methods and forms of management of innovation processes, innovation activities, organizational structures and their personnel engaged in these activities. Innovative management, like any direction of management, is associated with the implementation of management functions (planning, organization, motivation, control). The subject of innovation management is a system for managing innovation activities, covering innovation processes at the level of one organization and across the state economy.

Personnel management. One of the key factors in the production of any type of goods and services, along with investment capital (fixed assets and working capital), is labor resources. Effective labor management, as a special function of activities related to the hiring of workers, their training, evaluation and payment of their work, is an important prerequisite for the effective functioning of production. Trained and qualified workers on staff of an enterprise are called its personnel, or personnel. The main goal of personnel management is to provide the enterprise with employees who meet the requirements of this enterprise, their professional and social adaptation. Personnel management- this is an activity at enterprises (organizations) aimed at the most effective use of employees to achieve organizational and personal goals.

Quality management. There is a direct relationship between management categories such as efficiency and quality. The quality of the manufactured product increases the market share of the enterprise, helps to survive in a competitive environment, leads to lower costs and, ultimately, helps to increase the efficiency of the entire production. Quality management is a system of measures to ensure guaranteed quality of a product or service.

Unlike operational management, the concept of production management is already associated only with production activities. However, it should be discussed in more detail, because for manufacturing enterprises it is important. Production management is an activity that relates to the creation of goods.

Activities to create goods and services exist in all organizations. In manufacturing organizations, this is production activity. For such activities, it is best to use the term “production management.” In other organizations that do not create physical goods, production functions are “hidden” from the buyer. This could be an activity that takes place in a bank, airline office or university. Such production (service) activities usually relate to operations or operations management.

In production management, the subject of management most often are business managers and numerous management bodies. Objects of management are enterprises, work collectives, workers, factors of production in the form of tools and objects of labor, natural resources, scientific, technical and information potential. Control influences are represented by laws, decrees, plans, programs, regulations, standards, recommendations, instructions, materials and financial incentives and levers, moral influence. Feedback is the results of direct observations and control by the subject of management: documentation, reporting, etc.

The central unit of production management is the enterprise. Each enterprise produces products, goods, services, and carries out its main activities. This is his main goal and task, the meaning of existence. It follows that the basis of enterprise management is the management of the production process, regardless of whether the organization produces goods or services, knowledge or information.

In order to produce any economic product, it is necessary to use factors of production, economic resources: labor, equipment, raw materials, materials, information, money. Consequently, enterprise management includes the management of employees, means of production, production resources, finances, and technologies.

All of the above forms the basis of production management and is its subject. Based on this, production management can be defined as a system of forms and methods of managing the economy of an enterprise, aimed at achieving optimal results in its production, commercial and financial activities.