Principles of organization management. What are management principles in management

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Management principles.

When studying management, you need to understand some of its principles.

Management principles– the basic rules that must be followed by managers when making various kinds of decisions in certain conditions and at appropriate levels. A principle that works in running an ice cream factory also works in a bank if it is applied correctly.

Learning how to use these principles correctly will help you become a good manager. After all, the principles set forth in this book embody the history of human knowledge of the science of management, acquired through a process of trial and error.

It is known that business school professors and management book authors are often criticized. You can hear the following comments addressed to them: “This is just a theory. It doesn’t work in real life.” Management specialist K. Killen argued that in many years of study, practical work, management teaching and consulting, there has not been a case where any generally accepted management principle turned out to be incorrect or inoperative. Then why is it so persistent that half of everything studied in business schools is not needed for work? The answer is that it is not the principles that are bad, but the way they are applied. Either the wrong principle is being used, or the person trying to use it does not know how to do it, or the wrong conditions and the wrong time have been chosen.

Another reason when principles do not produce the desired results is that the person you work for may not have studied management principles and is not inclined to share your “new” views. In a situation like this, the more diligently you apply the principles outlined in this book, the sooner you will lose your job.

The following fundamental principles can be distinguished in management:

The chameleon principle;

The need to manage all functions of the organization;

Division of management into three levels;

Increased efficiency.

The development of management as a science constantly strengthens and expands this foundation, complementing it with new principles.

The first principle of management is principle chameleon , which reads: “In order to maintain a job, an employee or the manager must adapt to the situation.”

The Chameleon Principle requires that you understand your boss's attitude toward the application of certain management principles. Even if the principle is true, those you work for may not know it. Sometimes you can convince your boss to let you try out a new idea as an experiment. But if you are too persistent, you may get fired. Naturally, standing in the queue of the unemployed, you can console yourself with the knowledge that you are right.

The need to manage the three functions of human society may have originated in ancient times. The first function is political, suggesting the need to maintain order in a community or group. Second function - economic, consisting of the search, production and distribution of limited resources. It included the manufacture of weapons, tools, clothing or their exchange, the construction of dwellings, as well as hunting, fishing and cooking. Third function - defensive, consisting of protection from enemies and wild animals.

Below are general principles of administration, which are a summary of the administrative doctrine of A. Fayol, published in his brochure “The Doctrine of Management” (1916).

A. Fayol believed that the healthy functioning of the social organism of an enterprise depends on the extent to which a number of principles are taken into account, of which the main ones are: division of labor, authority and responsibility, discipline, unity of command, unity of leadership, subordination of personal interests to general ones, remuneration of labor, centralization, hierarchy, order, justice, staff stability, initiative, corporate spirit.

Division of labor. Specialization is the natural order of things. The purpose of the division of labor is to perform work that is larger in volume and better in quality, under the same conditions. This is achieved by reducing the number of goals to which attention and effort must be directed.

Authority and Responsibility . Authority is the right to give orders, and responsibility is its opposite. Where authority is given, responsibility arises. Responsibility is a necessity, an obligation to give someone an account of one’s actions and actions. Responsibility is a necessary accessory to power.

Discipline. Discipline is respect for conventions, the content of which is “obedience, diligence, activity” and “outward expression of respect.” It is mandatory for senior management and ordinary functionaries.

Discipline involves obedience and respect for agreements reached between the company and its employees. The establishment of these agreements between the firm and the workers from which disciplinary formalities arise must remain one of the main tasks of industry managers. Discipline also involves fair application of sanctions.

Unity of command. In any work, any functionary must receive orders from one immediate superior.

As soon as two superiors give orders of the same content to the same person or the same service, discord immediately arises; if this situation continues to persist, the balance in the organization is disturbed even more and the following consequences are observed: either the duality ceases due to the disappearance or elimination of one of the bosses and the social health of the organization is revived, or it continues to degenerate.

People cannot stand ambiguity of orders.

Unity of leadership. This principle states: “One leader and one plan for a set of operations having a common goal.” Each group operating within the same goal must be united by a single plan and have one leader.

This is a necessary condition for unity of work, coordination of forces, and unification of efforts.

Subordination of personal interests to general ones. This principle reminds us that in enterprises the interests of one employee or group of employees should not prevail over the interests of the enterprise as a whole.

Nevertheless, when these interests collide, it is customary to reconcile them. Respect for the general interest is achieved by firmness and good example on the part of the boss himself, fair working conditions and careful supervision.

Remuneration for labor. Remuneration is the price for work and services performed. It must be fair and, as far as possible, satisfy the personnel and the enterprise, the employee and the employer.

A payment method that fully meets the last condition has not yet been found.

Centralization. Centralization is the natural order of things. It always exists to one degree or another. However, the appropriate degree of centralization will vary depending on specific conditions. The question of centralization and decentralization is a simple question of the measure which produces the best possible results.

Hierarchy. Hierarchy is a series of leadership positions from the highest authority to its lower agents. The “hierarchical ladder” is the path along which messages follow, passing through all the steps of the hierarchy, coming from or addressed to the highest authority. This path is dictated simultaneously by the need for “secure transfer” and unity of command, but it is sometimes very long.

However, it would be a mistake to abandon a hierarchical system unless there is a specific need for it, but it would be an even greater mistake to maintain this hierarchy when it is detrimental to the interests of the business.

Order. This principle means: “There is a certain place for every person and every person in his place; a definite place for every thing and every thing in its place.”

Justice. This is a combination of benevolence and justice, allowing the severity of the routine to be moderated, without excluding firmness, and stimulating the loyalty of the staff and the good will of the functionaries.

Staff resilience. Experience has proven that high staff turnover reduces the effectiveness of the organization. A mediocre manager who hangs on to his job is certainly preferable to an outstanding, talented manager who quickly leaves and doesn't hold on to his job. In practice it is a matter of measure.

Initiative. Initiative means developing a plan and ensuring its successful implementation. This gives the organization strength and energy.

To develop initiative, it is useful to provide functionaries with complete independence in the performance of the duties associated with their position, limiting themselves to supervision and direction of their work, rewarding merit, even at the cost of some sacrifices on the part of their own pride.

Corporate spirit. Union is strength. It is the result of staff harmony.

Among the many means available for creating esprit de corps in an organization, there is one principle to be observed and two dangers to be avoided. The principle that must be observed is the principle of unity of command. The dangers that should be avoided are: a) a bad interpretation of the principle of “divide and conquer”; b) abuse of written communication.

These are the principles that are most often resorted to when applying the administrative doctrine of A. Fayol.

American experts M. Mescon, M. Albert and F. Khedouri (1996) emphasize other principles.

Business does not tolerate a template. Management and business are creativity, and the starting point of all creativity is the ease of forming unexpected associations: this, by the way, is where creative imagination manifests itself. The essence of the creative process lies in the reorganization of existing experience and the formation of new combinations based on it. Creativity leads to the creation of something new, since it is the antipode of a template, stereotypical activity and does not repeat what is already known.

Management is creativity based on certain principles.

1. The principle of unity of command. People respond better to being led by one boss.

2.The principle of motivation. The more carefully managers implement reward and punishment structures, revise them to account for unforeseen circumstances, and integrate them throughout the management system, the more effective the incentive program will be. Motivation programs can be carefully developed remuneration systems, bonus schemes, financial and other benefits, retraining (advanced training), career growth, etc.

3.Leadership principle. People tend to follow those in whom they see a means of satisfying their personal needs. The more managers become aware of motivating factors and the more this is reflected in the performance of management functions, the more likely they are to become effective leaders.

4. Scientific principle is to build the entire management system on the latest data from management science.

5. The principle of responsibility. It is necessary to have certain instructions, regulations and a system of material and other liability. There must be a clear execution of orders and instructions aimed at increasing the demands for high-quality performance of the duties and assigned tasks assigned to each employee within a strictly established time frame.

6. The principle of correct selection and placement of personnel. If you are running an honest business, then the selection of personnel should be carried out only on business qualities based on the rules of professional selection and recommendations of personnel consultants.

7. The principle of economy. Profit is not only income, but also reasonable costs for the use of human and material resources.

8. The principle of providing feedback means obtaining information about the results of work, allowing you to compare the actual state with a given plan.

According to modern Russian experts, the principles of management are:

1) loyalty to employees;

2) responsibility as a prerequisite for successful management;

3) communications that permeate the organization from bottom to top, top to bottom, horizontally;

4) an atmosphere in the organization that promotes the development of employees’ abilities;

5) mandatory establishment of the share participation of each employee in the overall results;

6) timely response to changes in the environment;

7) methods of working with people to ensure their job satisfaction;

8) direct participation in the work of subordinate groups at all stages as a condition for coordinated work;

9) the ability to listen to everyone the manager encounters in his work: buyers, suppliers, performers, managers, etc.;

10) business ethics;

11) honesty and trust in people;

12) reliance on the fundamental principles of management: quality, costs, service, innovation, resource control, personnel;

13) vision of the organization, i.e. a clear idea of ​​what it should be;

14) quality of personal work and its continuous improvement.

The need to study the theory and practice of management in our country in modern conditions is obvious. With the transition to a market economy, enterprises and associations operate in qualitatively different conditions. What to produce, how and for whom – they decide these issues independently. Therefore, it is of great interest and practical benefit to consider modern methods and problems of management.

Management principles- these are the rules, basic guiding ideas, norms of behavior and guidelines for the activities of management personnel, by which they are guided and within the framework of which the goals of the organization are realized.

Management principles determine the requirements for the system, structure, organization and management process, the construction of management bodies and methods for carrying out its functions. Management principles are divided into subjects and objects of application. According to this criterion, it is possible to classify the principles of management of society as a whole, the economy, social and political spheres. Management principles are divided into general and specific: are common— these are the principles of managing society as a whole (unification of the interests of the individual, the collective and society, the predominant importance of economic management, etc.); specific- these are the principles of economic, social and political types of management.

The principles must not only correspond to the goals, but also take into account modern requirements for business activity and progressive trends of possible changes, and have sufficient legality. The principles of management were first defined by G. Emerson in 1912 in the book “The Twelve Principles of Productivity.”

In the course of historical development, the principles of management were generalized and specified, and science determined the modern principles of management.

Modern management principles

1. The principle of combining democracy and expedient economic centralism

The essence of the principle of combining democracy and expedient economic centralism is that workers engaged in business freely choose their form of ownership and form of management. All issues of economic activity are resolved by their work collectives, taking into account the economic policy of the state, market demands and the possibilities of maximizing the needs of workers. Management personnel exclusively perform the functions of coordination, regulation, labor activities of teams, the use of production potential, and the creation of economic funds.

Democratization of management and its forms must be constantly improved, which is due to changes in forms of ownership, improvement in the technological equipment of industries, and the need to introduce innovation-intensive technologies.

2. The principle of achieving high economic efficiency

The principle of achieving high economic efficiency presupposes effectiveness, success in achieving the goal, as well as efficiency, or minimal costs to obtain the corresponding result, which is due in market conditions to a high degree of efficiency.

The basis of production efficiency is: the introduction of innovative technologies, the intensification of production, the introduction of effective forms of management and management, the acceleration of structural changes, the most progressive forms of labor and production organization. Increasing efficiency requires widespread implementation of economic and mathematical methods and modern computer technology in the management process for making optimal decisions.

3. The principle of material and moral incentives

The principle of material and moral incentives involves taking into account the needs and interests of employees, without which it is impossible to solve complex problems and properly manage the organization.

The material interest of employees increases with the introduction of a flexible remuneration system, the expansion of a system of bonus payments depending on the performance of a particular unit, the introduction of compensation payments upon retirement, and the sale of company shares to employees. In American companies, there are wage supplements in connection with the rising cost of living, to compensate for the impact of temporary work, as well as assistance in case of illness.

Moral stimulation is also important in a team, as a means of recognizing the merits of individual workers. It is advisable to apply its various forms, ensuring social equality and diversification in remuneration, the right combination of public, group and personal interests.

4. The principle of unity of command and collegiality

The principle of unity of command and collegiality presupposes the skillful use of unity of command and collegiality in the management process.

Unity of command provides top management with a certain amount of power and, accordingly, personal responsibility for the assigned work. The need for unity of command is determined by the needs of production itself, which presupposes the unity of all workers. It means subordination in the labor process to one person who has the necessary rights to do so. Unity of command makes it possible to eliminate irresponsibility.

Enterprise management is collective in nature, so unity of command must be skillfully combined with collegiality. Collegiality involves the development of collective decisions based on the opinions of managers at different levels of management. Collegiality increases the objectivity of decisions made, their validity and contributes to their successful implementation, but reduces the efficiency of management.

5. The scientific principle

The scientific principle presupposes the full use of new scientific concepts and progressive experience of the best organizations and enterprises in the entire management system. Scientific management is incompatible with subjectivism.

Compliance with this principle allows one to avoid manifestations of voluntarism and subjectivism when making management decisions. Management must be based on a deep knowledge of objective economic laws, patterns and principles of management. Scientific management also involves the widespread use of mathematical methods, especially when solving production problems, a critical assessment of the effectiveness of decisions made, as well as the introduction of modern office equipment and communications.

When implementing the scientific principle, it is important to fight the pattern and take an individual approach to each management object.

6. Principle of training and placement of personnel

The principle of training and placement of personnel provides for ensuring stability of personnel and professionalization of management.

Training, selection and placement of personnel must be carried out so that each specialist or manager in their position can most effectively perform the assigned work. This requires targeted activity in this direction and proper use of personnel.

7. Principle of responsibility

The principle of responsibility means creating a clear; development of regulations on organizational units, rights and responsibilities of managers, job descriptions of performers; establishing financial responsibility of self-supporting units for omissions in work; development of regulations on bonuses for employees; clear acceptance of orders and instructions; carrying out other organizational activities.

In developed countries, the social responsibility of entrepreneurship, the production of high-quality products that are safe for the health of consumers, and adherence to moral principles have received great recognition.

8. The principle of optimal combination of sectoral and territorial management

The principle of an optimal combination of sectoral and territorial management presupposes the most rational placement and development of productive forces, requires taking into account the environment, the degree of efficiency in the use of labor, employment of the population, the development of social infrastructure, the conformity of production with the ethnic characteristics of the region, and the satisfaction of the material and spiritual needs of the population.

Industry management characterizes the need to develop diversification of production, deepen its specialization and concentration. Territorial management comes out of other target settings.

9. The principle of continuity of business decisions

The principle of continuity of economic decisions is based on the unity of economic phenomena and processes, as a sequence of quantitative and qualitative changes that occur in time and space. This principle has various forms of manifestation.

The heredity of economic decisions is necessary when developing and especially implementing plans, so that information remains comparative. Heredity is necessary in organizational decisions, the optimality of which involves an analysis of the past and maximum preservation of positive experience. It is also necessary in personnel policy, which should provide for a combination of experienced workers and young proactive specialists with reaction speed and can-do thinking.

10. The principle of subordinating personal interests to general ones

The principle of subordinating personal interests to general ones presupposes the priority of general collective interests over individual ones, which are very difficult to implement in management. The fact is that from a management point of view, achieving common goals in an organization is possible only by satisfying the personal interests of employees. When employees achieve their needs, the problem of the relationship between general and personal interests does not become simpler, but, on the contrary, has a pronounced tendency to become more complicated. The more diverse the personal interests of workers, the more difficult it becomes to search for ways to improve the efficiency of their work.

11. Principle of economy and efficiency

In production, it is necessary to achieve not only an effective combination of human and material resources, but also significant savings in effort and the most productive use of labor. Society is interested in reducing the costs of social production in order to increase the volume of investment resources and savings.

12. The principle of development dominance (the principle of the main link)

The principle of development dominance (principle of the main link) is that before making a management decision, the main prospects must be determined, as well as the main factor on which the achievement of the goals depends.

This principle allows us to minimize the time and financial costs of researching various areas of development of the organization. Isolating the main factor allows you to concentrate all types of resources (mostly limited) on the development of the main task.

In general, the above management principles are characteristic mainly of management systems and subsystems as a whole. At the same time, each structure at the organizational level should be formed on the basis of specific principles, which include:

• priority of interests of owners;
• focus on democratizing management structures and property management;
• equality of rights of organizations in the economic sphere of market and partnership relationships;
• optimality of organizational management structures;
• effective material incentives for managerial work;
• modern information support for the management apparatus;
• availability of qualified management personnel and the like.

Management principles must have legal formalization, enshrined in a system of regulatory documents and contractual obligations. Compliance with the requirements of these principles is the basis for the effective functioning of the management apparatus.

Principle - the basic starting position of any theory, teaching, guiding idea; basic rule of activity. Principles are fundamental rules (truths) or what is believed to be true at a given time, explaining the relationships between two or more variables. In its pure form, any principle contains one independent and one dependent variable. Management principles -- these are stable connections and dependencies that regulate the actions of people aimed at achieving the goals of the economic system.

Classification of principles. 1.Descriptive principles describe the relationship between variables. 2. Prescriptive principles indicate what exactly needs to be done by a particular person. 3. Normative principles indicate the framework (sphere, area) of activity and dependence on variables.

The basic principles of management may include: 1) scientific character - this principle requires the construction of a management system and its activities on a strictly scientific basis; 2) systematic and comprehensive - this principle requires both integrated and systematic approaches to management. Systematicity means the need to use elements of the theory of large systems and system analysis in every management decision. Complexity in management means the need for comprehensive coverage of the entire managed system, taking into account all sides, all directions, all properties; 3) unity of command and collegiality - any decision made must be developed collegiately (or collectively). This means the comprehensiveness of its development, taking into account the opinions of many specialists on various issues; 4) democratic centralism - this principle is one of the most important and means the need for a reasonable, rational combination of centralized and decentralized principles in management; 5) a combination of sectoral and territorial approaches to management - sectoral management is characterized by the need to deepen specializations and increase the concentration of production. Territorial management: problems of the most rational placement and development of productive forces require taking into account environmental requirements, efficient use of labor force, employment of the population, development of social infrastructure, compliance of the nature of production with the characteristics of ethnic groups, satisfaction of the material and spiritual needs of society.

Basic principles Taylor Scientific Management are as follows: 1. Development of optimal methods for carrying out work on the basis of a scientific study of the costs of time, movements, effort, etc.; 2. Absolute adherence to developed standards; 3. Selection, training and placement of workers in those jobs and tasks where they can provide the greatest benefit; 4. Payment based on work results (less results - less pay, better results - more pay); 5. The use of functional managers who exercise control in specialized areas; 6. Maintaining friendly relations between workers and managers to enable the implementation of scientific management.

Management principles are more prescriptive in content. For the first time, A. Fayol formulated the principles of management in a systematic form. Management principles A. Fayol the following: 1) division of labor - specialization of work necessary for the effective use of labor by reducing the number of goals to which the attention and efforts of the worker are directed; 2) powers and responsibilities - each worker must be delegated powers sufficient to bear responsibility for the performance of the work; 3) discipline - workers must obey the terms of the employment contract between them and the management of the enterprise: managers must apply fair sanctions to violators of discipline; 4) unity of command - the employee receives orders and reports only to one immediate superior; 5) unity of action - all actions that have the same ultimate goal should be united into groups with a single leader; 6) subordination of personal interests to general interests; 7)staff remuneration - workers receive fair remuneration for their work; 8) centralization - the best results are achieved by establishing the correct proportion between centralization and decentralization of power, depending on specific conditions; 9) scalar chain - an unbroken chain of command through which all orders are transmitted and communications between management levels are carried out (“chain of superiors” in the management hierarchy);10) order - there is a place for everything, and everything is in its place. Workplace - for each employee and each employee at his own workplace; eleven) justice - established rules and agreements must be enforced fairly in all links of the scalar chain; 12) staff stability - setting employees to be loyal to the organization and long-term work, because high staff turnover reduces efficiency; 13) initiative - encouraging employees to develop independent judgments within the boundaries of the powers delegated to them and the work performed; 14) corporate spirit - harmony of interests of personnel and the organization ensures unity of effort (“in unity there is strength”).

Emerson's 12 Principles of Productivity. 1. Precisely set ideals or goals , which every manager and his subordinates at all levels of management strive to achieve. 2.Common sense, i.e. a common sense approach to the analysis of each new process, taking into account long-term goals. 3.Competent consultation , i.e. the need for special knowledge and competent advice on all issues related to production and management. A truly competent council can only be collegial. 4.Discipline -- subordination of all team members to established rules and regulations. 5. Fair treatment of staff. 6.Feedback - allows you to reliably take into account and control the action taken. 7.Order and planning of work , ensuring clear operational management of the team’s activities. 8.Norms and schedules , allowing you to accurately measure all the shortcomings in the organization and reduce the losses caused by them. 9.Normalization of conditions , providing a combination of time, conditions and cost that achieves the best results. 10. Rationing of operations , suggesting the establishment of the time and sequence of each operation. 11.Written standard instructions , ensuring clear consolidation of all rules for performing work. 12. Reward for performance aimed at encouraging the work of each employee.

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Management is a purposeful and constant process of influence of the subject of management on the object of management. Various phenomena and processes act as the object of control: a person, a team, a social community, mechanisms, technological processes, devices. Management as a process of influence of a subject on an object of management is unthinkable without a management system, which, as a rule, is understood as a mechanism that ensures the management process, i.e., many interconnected elements functioning in a coordinated and purposeful manner. The elements involved in the management process are combined into a system using information connections, more specifically, according to the feedback principle. “Manage” means “to direct, to lead” (to take care of something, to carry out something on behalf of, to execute and dispose of). In the 60s XX century a new scientific direction was formed - cybernetics, the subject of study of which was management processes in various fields. Using mathematical apparatus, mathematical logic and function theory, it was possible to combine the most important achievements of the theory of automatic control, computer science and many other areas of scientific knowledge. This science studies issues of management, communication, control, regulation, reception, storage and processing of information in any complex dynamic systems. In this case, management is considered at a high level of abstraction, and special importance is attached to management procedures, its principles, patterns and connections of numerous elements that form a single system.
The concept of “system”, which reveals the essence of management, is characterized by the presence of the following features: tasks and goals; subjects and objects of management; functions; organizational structure; unity, independence and interdependence of system elements; certain forms and methods of activity. Management in the most general sense can be understood as the purposeful influence of the subject of management on the objects of management in order to create an effectively functioning system based on information connections and relationships. A very precise definition of management was given by G.V. Atamanchuk: management is goal-setting, i.e. creative, thoughtful, organizing and regulating influence of people on their own social life, which can be carried out both directly (in forms of self-government) and through special created bodies and structures (state bodies, political parties, public associations, enterprises, societies, unions, etc.).

Management principles are among the most important categories of management. They are understood as the main fundamental ideas, ideas about management activities, arising directly from the laws and patterns of management.

Thus, the principles of management reflect an objective reality that exists outside and independently of human consciousness, in other words, they are objective. At the same time, each of the principles is an idea, that is, a subjective construction, a subjective construction that each leader mentally makes at the level of his knowledge of general and professional culture. Since the principles belong to the subject, they have a subjective character. The more the reflection of a principle in a person’s consciousness approaches the law, the more accurate the knowledge, the more effective the leader’s activities in the field of management.

Classification of management principles

In the literature there is no single approach to the classification of management principles, there is no consensus on the content of the basic principles of management. Some of the proclaimed principles are, in essence, rules of conduct for managers or governing bodies; some follow from the basic principles, that is, they are derivatives.

Management principles are very diverse. The classification of principles should be based on the reflection by each of the selected principles of various aspects of management relations. The principles must correspond to both partial and general goals of increasing production efficiency and socio-economic development. Management principles serve not only the construction of speculative schemes. They quite strictly determine the nature of connections in the system, the structure of management bodies, the adoption and implementation of management decisions.

The basic principles of management may include:

1) scientific character;

2) consistency and complexity;

3) unity of command and collegiality;

4) democratic centralism;

5) a combination of sectoral and territorial approaches to management.

Scientific principle

This principle requires the construction of a management system and its activities on a strictly scientific basis. Like any principle reflecting development, it must have internal inconsistency, since

Internal inconsistency forms internal logic, creates an internal impulse for development. One of the contradictions of the scientific principle is the contradiction between theory and practice. It requires the use of aggressive scientific ideas (the results of scientific knowledge - from phenomenon to essence, from an essence of the first kind, less deep, to an essence of the second kind, deeper, etc., endlessly). However, the need to organize the management process in specific conditions, to solve specific problems, requires a time limit on the cognition process. This contradiction is resolved through active research into scientific problems of managing multi-purpose, complex teams, and maximizing the use of computer technology. Another important contradiction in the scientific principle is the unity and contradiction of the objective and the subjective. This contradiction is universal in nature and also applies to all other principles of management. The objective in the principle of science follows from the objective nature of the laws of management on which the principles of management are based. Subjectivity in the implementation of management principles is inevitable, since management principles are realized only through the consciousness, will and aspirations of a person. Thus, the implemented principle is inevitably subjective. The deviation of the cognition process from objective logic (subjectivism) arises and manifests itself to a greater extent, the more the consciousness of leaders deviates from the objective logic of the development of nature, society and thinking. The higher the level of general culture and professionalism of the leader, the less opportunities for subjectivity to manifest. The need to adhere to the scientific principle in management requires the involvement of the entire spectrum of modern knowledge, its careful synthesis, and, above all, the complex of human sciences. At the same time, it is necessary to apply advanced methods of system analysis in the field of economic sciences, philosophy, psychology, ethics, aesthetics, technical and technological sciences of ecology and in other areas.

The principle of consistency and complexity

This principle requires both comprehensive and systematic approaches to management. Systematicity means the need to use elements of the theory of large systems and system analysis in every management decision. Complexity in management means the need for comprehensive coverage of the entire managed system, taking into account all sides, all directions, all properties. For example, this may be taking into account all the features of the structure of the managed team: age, ethnic, religious, professional, general cultural, etc. Thus, systematicity means attempts to structure problems and solutions vertically, complexity means expanding them horizontally. Therefore, systematicity tends more towards vertical, subordination connections, and complexity - towards horizontal, coordination connections. In this case, the abilities of managers can vary significantly, since this places slightly different requirements on the way of thinking and its analytical and synthetic functions.

The principle of unity of command in management and collegiality in decision-making

Any decision made must be developed collegiately (or collectively). This means the comprehensiveness of its development, taking into account the opinions of many specialists on various issues. A decision made collegially (collectively) is implemented under the personal responsibility of the head of the company (board of directors, shareholders, etc.). Each official is assigned precise responsibility for performing specific and precisely defined work. Thus, in a company, vice presidents for science, production, marketing and other areas bear full responsibility for the corresponding sector of the company’s activities. The problem is that any company may face qualitatively new tasks, the solution of which is not provided for by regulation. In this case, not only the manager must determine to whom the solution of certain tasks and the performance of certain works can be addressed, but also his subordinates must show reasonable initiative.

The principle of democratic centralism

This principle is one of the most important and means the need for a reasonable, rational combination of centralized and decentralized principles in management. At the state level, this is the relationship between the center and the regions; at the enterprise level, this is the relationship of rights and responsibilities between the manager and the team. The inconsistency of the principle of democratic centralism should be considered as the existence, development, and mutual transition of the polar opposites of democracy and centralism. Given insufficiently favorable socio-economic conditions and rigidity of management, centralism prevails. It is necessary in emergency conditions (conduct of hostilities, economic or political crisis, ethnic tension, violation of moral and ethical standards by state leaders). The higher the level of qualifications of workers, the more creative the content of work, the more stable and evolutionary the development of society, the higher the level of democracy in management. The most preferable in managing the socio-economic system is a balance between centralism and democracy. However, in practice, one often prevails over the other. At the level of individual economic entities - enterprises, banks, exchanges, the principle of democratic centralism determines not only the degree of independence of branches, branches, subsidiaries, but also the degree of their responsibility for the actions performed. Further, the principle of democratic centralism determines the degree of independence and responsibility of each official to his leader. Thus, the principle of vertical democratic centralism permeates all power structures of government.

The principle of unity of sectoral and territorial management

The development of society is closely related to the progress of sectoral and territorial management. Industry management is characterized by the need to deepen specializations and increase the concentration of production. Territorial management is based on other goals. Problems of the most rational placement and development of productive forces require taking into account environmental requirements, the efficiency of using labor, employment of the population, the development of social infrastructure, the correspondence of the nature of production to the characteristics of ethnic groups, and the satisfaction of the material and spiritual needs of society. And these are all regional problems. Any entrepreneur must draw for himself the appropriate conclusions arising from the principle of unity of sectoral and territorial management. The interests of the company he represents must be closely linked with the interests of the local authorities of the residents of the region where he is going to show his business activity - build a branch of the enterprise, store and sell products, etc. Local authorities and the population must be his active dream guides, knowing , what benefits for the region will follow from the active activities of certain firms.

The development of management as a scientific discipline did not represent a series of successive steps forward. Rather, it was several approaches that often overlapped. Objects of control are both technology and people. Consequently, advances in management theory have always been dependent on advances in other management-related fields such as mathematics, engineering, psychology, sociology, and anthropology. As these fields of knowledge have developed, management researchers, theorists and practitioners, have learned more and more about the factors influencing organizational success. This knowledge helped specialists understand why some earlier theories sometimes did not stand up to the test of practice, and find new approaches to management.

At the same time, the world was becoming an arena of rapid change. Scientific and technological innovations became more frequent and significant, and governments began to become more decisive in their attitude towards business. These and other factors made representatives of management thought more deeply aware of the existence of forces external to the organization. New approaches have been developed for this purpose.

To date, there are four important approaches that have made a significant contribution to the development of management theory and practice. The approach from the standpoint of identifying different schools of management actually includes four different approaches. Here management is looked at from three different perspectives. These are the schools of scientific management, administrative management, human relations and behavioral science.

In the first half of the twentieth century, four clearly distinguishable schools of management thought developed. Chronologically they can be listed in the following order:

1. School of Scientific Management;

2. Administrative school;

3. School of Psychology and Human Relations.

The most committed adherents of each of these trends believed at one time that they had found the key to most effectively achieving the goals of the organization. Later research and unsuccessful attempts to apply the schools' theoretical findings into practice proved that many answers to management questions were only partially correct in limited situations. Yet each of these schools has made significant and tangible contributions to the field. Even the most progressive modern organizations still use certain concepts and techniques that arose within these schools. It should also be borne in mind that techniques that were successful in some situations and at a particular time are not always successful in others. And within one organization you can find elements of all approaches.

Any management process is characterized by the following characteristic features: a) the need to create and operate a complete system; b) purposeful influence on the system, the result of which is the achievement of orderliness of relationships and connections capable of fulfilling the assigned tasks; c) the presence of a subject and object of management as direct participants in management; d) information as the main link between management participants; e) the presence of hierarchy in the management structure (elements, subsystems, industries, areas); f) the use of various forms of subordination of the control object to the control subject, within the framework of which various techniques, forms, methods, methods and means of control are used. Traditionally, the following types of management are distinguished: 1) mechanical, technical management (control of equipment, machines, technological processes); 2) biological control (control of life processes of living organisms); 3) social management (management of social processes, people and organizations). Each of these types of management differs in purpose, qualitative originality, specific features, and the intensity of management functions and operations performed.

The multifaceted term “management” in modern realities is increasingly considered in the meaning of “the art of management”. After all, in order to best ensure the development of the organization, a manager must have talent, skills, experience, knowledge, and be a professional in the full sense of the word. There is no doubt that the art of management is hard work. What does it consist of? The answer is very simple: in the competent use of a complex of interrelated categories, such as principles, functions, types and methods of management.

Perhaps, the principles of management in management are fundamental guidelines that it makes sense to pay attention to in order to understand the basics of effective administration.

Formation of management principles!

Everyone puts their own meaning into the concept of “management principle”. Some characterize it as the conviction to act as the inner voice says, and others as a point of view regarding something. A manner of conduct, a rule or attitude, a law or truth can also act as the basis for the formation of principles.

The history of management thought is inseparable from the history of mankind. For example, during the period of primitive society, management was based on social norms. In other words, power, as such, was formed on the basis of authority, the character of the leader and his compulsion to obey. And with the development of human society, taking into account significant changes in people and their values, management principles have undergone qualitative modifications.

The first significant works devoted to organizational problems of management came from the pen of Plato, “The State,” and Aristotle, “Politics.” Their ancient philosophy was characterized by the introduction of innovative innovations.

A fundamental contribution to the development of management was made by the Renaissance philosopher N. Machiavelli with his treatise “The Prince”. The principles of the Florentine thinker come down to provisions regarding the state structure and management features of vertically integrated organizations.

The founder of the scientific organization of labor, the American F. Taylor, presented his “Principles of Scientific Management” in 1911; he attempted to apply science to design the management process.

Perhaps the most widespread classification is considered to be the management principles of the French theorist and practitioner A. Fayol, set out in the work “General and Industrial Management” of 1916. Let’s take a closer look.

The most important principles in management!

It is worth noting that a unified approach to the classification of principles has not been developed. Since the management principles do not contain mandatory provisions, they can be considered as recommendations.

Conclusion

Management principles in management are not abstract guidelines. The making and implementation of decisions, the management structure in the organization, as well as the nature of relationships in the team, all of this is influenced by principles.

It is not at all necessary for a modern manager to fully follow the principles, for example, of A. Fayol, formulated in the 20th century. Undoubtedly, general principles are valid for everyone, since you cannot argue with nature. As for private ones, the leader must independently develop them, based on an understanding of established traditions and culture. This should be remembered!