Management process- this is an influence on an object in order to change its state or shape.

Control system is divided into two subsystems: managed and control.
Control subsystem performs production management functions. It includes the management apparatus with all employees and technical means. Managed subsystem carries out various management functions. It includes workshops, sections, teams.

Based on functionality, the control system is divided into subsystems:

• technical (machinery and equipment);
• technological (a number of processes, production stages);
• organizational;
• social (unity of social relations);
• economic.

The control system includes:

1. structural-functional subsystem (implements the principle of unity of structural and functional elements of the system);
2. information-behavioral subsystem (providing actions with the necessary information);
3. self-development subsystem (the principle of independence, independence of development of individual elements).

Subject of management

Purpose of the subject of management— ensure the controllability of the system as a whole.

Controllability— the ability of the system to perceive control input and respond to it accordingly.

Subjects of management- centers of activity, centers of responsibility.

Subject of management is a manager, collegial body or committee that exercises managerial influence. A manager can be either a formal or informal leader of a team. In turn, the subject of management can also be an object of the board (for senior managers).

The main goal of the functioning of the subject of management is to develop a management decision that ensures the efficiency of the system as a whole.

The goals of the management subject are considered at 2 levels:

1. at the integrative level - the management subject functions in order to lead the system to the goals set for it, therefore the degree of achievement of the goals of the system as a whole is a criterion for the effectiveness of the management subject's functioning;
2. at the local level (at the level of the system itself).

Requirements for the subject of management:

1. the subject of management must implement the law of necessary diversity (quantitative side);
2. The control system must have all those properties and characteristics that are inherent in a cybernetic system (these requirements characterize the qualitative side):
   • unity;
   • integrity;
   • organization;
   • emergence.
3. the subject of management must be fundamentally active, who knows the goals, knows the ways to achieve them and constantly generates functions. A fundamentally active system consists of active elements;
4. the management system should always be the center of responsibility;
5. the subject of management must be law-abiding;
6. the subject of management must be of a higher socio-cultural level in relation to the external environment in order to be able to adequately respond to the influence of the external environment and influence the development of this level;
7. the subject of management must have higher creative and intellectual potential in relation to the object.

As part of the management subject, when considering the element aspect, it is necessary to highlight the following subsystems:

1. system of management goals;
2. functional model of the control system;
3. structural model;
4. information model;
5. communication model (system of relations);
6. efficiency model;
7. control mechanism;
8. operating (technological) model.

Control object

The object of management is the socio-economic system and the processes that occur in it.

Control object- this is an individual or group that can be united into any structural unit and which is subject to managerial influence. Currently, the idea of ​​participative management is increasingly spreading, i.e. such management of the affairs of the organization, when all members of the organization, including ordinary people, participate in the development and adoption of the most important decisions. In this case, control objects become its subjects.

Management process in an organization

Management process- this is a certain set of management actions that are logically connected with each other to ensure the achievement of set goals by converting resources at the input into products or services at the output of the system.

The management process is a set of actions related to identifying problems, searching for and organizing the implementation of decisions made.

All management processes are divided into two groups:

1. permanent processes - represent functional areas of human activity to achieve current goals;
2. periodic processes are an active form of management caused by unforeseen situations and requiring the development of operational management decisions.

The main stages of the management process are shown in the figure.

The creation and stages of the management process are determined by its elements:

Target— each management process is carried out to achieve a specific result, goal. Goals in the management process must be operational in nature and transformed into specific tasks. They are a guideline for specifying the use of necessary resources.

Situation— represents the state of the controlled subsystem.

Problem is a discrepancy between the actual state of a managed object and the desired or specified one.

Solution- represents the choice of the most effective influence on the existing situation, the choice of means, methods, the development of specific management procedures, and the implementation of the management process.

Stages of the management process:

1. setting a specific goal;
2. Information Support;
3. analytical activity is a set of operations associated with assessing the state of a managed object and finding ways to improve the existing situation;
4. choice of action options;
5. implementation of solutions;
6. feedback - compares the result obtained from the implementation of the decision with the goal for the sake of which the management process was carried out.

Management mechanism

Management in an organization is carried out using management mechanisms. The economic mechanism solves specific problems of interaction in the implementation of socio-economic, technological, socio-psychological problems that arise in the process of economic activity.

Control mechanism is a subsystem of the control system, the purpose of which is to ensure the controllability of the system as a whole.

Components:

• methodology (patterns, principles, policies, rules);
• decision-making bodies;
• executive bodies;
• selected point of influence;
• method of influence;
• protective mechanisms that are built into any system (self-regulators);
• tools of influence;
• feedback;
• responsibility centers and control centers;
• forms of manifestation of influence.

The economic management mechanism consists of three levels:

1. intra-company management;
2. Production Management;
3. personnel Management.

In-house management:

• marketing;
• planning;
• organization;
• control and accounting.

Principles of intra-company management:

• centralization in management;
• decentralization in management;
• combination of centralization and decentralization;
• focus on long-term development goals;
• democratization of management (participation of workers in top management).

Manufacturing control:

• carrying out R&D;
• ensuring production development;
• sales support;
• selection of the optimal organizational management structure.

Personnel Management:

• principles of selection and placement of personnel;
• terms of employment and dismissal;
• training and professional development;
• personnel assessment and performance;
• forms of remuneration;
• team relationships;
• involving workers in management at the grassroots level;
• employee labor motivation system;
• organizational culture of the company.

Methods of influence in management

Management is considering management methods as a set of various methods and techniques used by the administration of companies to enhance the initiative and creativity of people in the process of work and satisfy their natural needs.

The main goal of management methods is to ensure harmony, an organic combination of individual, collective and social interests. The peculiarity of methods as tools of practical management is their interrelation and interdependence.

Management methods can be:

1. economic;
2. organizational and administrative;
3. socio-psychological.

Economic methods affect the property interests of firms and their personnel. They are based on the economic laws of society, the market and the principles of remuneration for labor results.

Organizational and administrative methods are based on the objective laws of organizing and managing joint activities, the natural needs of people to interact with each other in a certain order.

Organizational and administrative methods are divided into three groups:

• organizational-stabilizing - establish long-term connections in management systems between people and their groups (structure, staff, regulations on performers, operating regulations, concepts of company management);
• administrative - provide operational management of the joint activities of people and firms;
• disciplinary - designed to maintain the stability of organizational connections and relationships, as well as responsibility for certain work.

Social-psychological methods represent ways of influencing the social and psychological interests of firms and their personnel (the role and status of individuals, groups of people, firms, psychological climate, ethics of behavior and communication, etc.). They consist of social and psychological and must comply with the moral, ethical and social norms of society.

Control functions

Control function- this is a type of human labor activity aimed at balancing the state of the organization with the external environment, while entering into a system of management relations.

Based on these characteristics, two main groups of management functions can be distinguished:

1. general management functions are functions that determine the type of management activity regardless of the place of its manifestation;
2. specific functions are functions that determine the focus of human labor on a specific object. They depend on the organization and its areas of activity. Specific management functions arise as a result of the horizontal division of labor.

TO general management functions relate:

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

Planning function involves deciding what the organization's goals should be and what members of the organization should do to achieve those goals. Planning is one of the ways in which management ensures that all members of the organization are aligned in their efforts to achieve common goals.

The purpose of planning as a management function is to strive to take into account in advance all internal and external factors that provide favorable conditions for the normal functioning and development of enterprises (divisions) included in the company. This activity is based on identifying and forecasting consumer demand, analysis and assessment of resources, and prospects for the development of economic conditions.

Organize- means creating a certain structure. There are many elements that need to be structured so that an organization can carry out its plans and thereby achieve its goal.

Since people perform work in an organization, another important aspect of the organization's function is determining who exactly should perform each specific task. A manager selects people for a specific job, delegating tasks and authority or rights to individuals to use the organization's resources. These delegates accept responsibility for the successful performance of their responsibilities.

Coordination as a management function, it is a process aimed at ensuring proportional and harmonious development of various aspects (technical, financial, production and others) of the management object with optimal labor, monetary and material costs for given conditions.

According to the method of implementation, coordination can be vertical or horizontal.

Vertical coordination subordination takes on the meaning - the subordination of the functions of some components to others, and in management - the official subordination of juniors to seniors, which is based on the norms of official discipline. The task of vertical coordination is to organize effective communication and balance structural units and their employees at various hierarchical levels.

Horizontal coordination consists of ensuring cooperation between managers, specialists and other employees of departments between whom there are no subordination relationships. As a result, a coordinated unity of views on common tasks is achieved.

Motivation- the process of motivating oneself and others to act to achieve a common goal. A manager must always remember that even the best laid plans and the most perfect structure of an organization are of no value if someone does not carry out the actual work of the organization. Therefore, the purpose of this function is to ensure that members of the organization perform work in accordance with the responsibilities delegated to them and according to the plan.

Control is the process of ensuring that an organization actually achieves its goals. Circumstances may force an organization to deviate from the main course planned by the leader. And if management fails to identify and correct these deviations from original plans before the organization is seriously damaged, achieving its goals will be jeopardized.

Subsystems in the control system

Large components of complex systems: an organization, a person, complex equipment are themselves systems. These parts are called subsystems.

Subsystems of the organization : levels and divisions of management themselves play an important role in it. The success of an organization depends on the activities of each management level and functional unit.

Subsystems of the human body: blood circulation, digestion, nervous system and skeleton act only in combination, without them the existence of the organism itself is impossible. They are all interconnected, the incorrect functioning of even the smallest subsystem can affect the system as a whole (for example, a rusted battery cable does not supply current to the car’s electrical system, because of this the entire car cannot work.)

Any system is a whole, consisting of independent and interacting components of subsystems and elements. The primary components of systems are elements that are grouped into subsystems or auxiliary subsystems.

Subsystems and the elements have some definite internal organization.

The order of connecting subsystems and elements.

In each system two subsystems can be distinguished: manager - subject of management and controlled - control object

In the parallel mode of communication of subsystems, operations and control procedures accompany each other, that is, they act simultaneously.

In the sequential mode of connecting subsystems, operations and control procedures follow one another, that is, they act at different times.

System input - perception of external influences.

Sign Out - influence of the system on the external environment.

The quality of a subsystem depends on the clarity of differentiation and integration of individual subsystems, on the clarity of their interaction. The effectiveness of any system depends on how clearly it is organized and how optimally the management of subsystems is.

Connections of subsystems of elements.

In systems theory, there are three types of connections between elements:

• a) the relationship of elements
• b) one-way dependence of elements
• c) elements are not in relationship with each other, but are combined into a system through a comparing device.

Types and forms of systems

Systems are divided into four large types:

• 1. organizational;
• 2. technical;
• 3. sociotechnical;
• 4. informational.

Organizational - For example, the management system of an industry, sub-industry, association, association, organization (enterprise) is much broader than all others.

Technical - For example, an automated data processing system (ADS), an automated workstation (AWS) in an organization, an element of an organizational system, is much narrower.

Sociotechnical an example is a production management system, which has three aspects: economic, technical and social, since the management system requires ensuring consistency of technology and incentives for personnel (any organization is a socio-technical system).

Information - element of the organizational system, but significantly narrower than it. Their essence is not clearly understood, the sending and receiving of information.

A simplified diagram of the control process: information from the control object enters the control system to generate impact commands, which are then executed. The control and managed systems are connected through information. Example, automated production management system - automated control system.

Control systems come in two forms: open And closed.

Open system characterized by parameters:

• 1) interaction with the external environment;
• 2) the ability to adapt to changes in the external environment;
• 3) permeable boundaries;
• 4) is not self-sustaining.

The manager deals mainly with open systems, since all organizations (enterprises) belong to them.

Closed system assumes:

lack of communication with the external environment, exchange of materials, energy and information,

does not depend on the external environment,

has rigid fixed boundaries,

4) self-sustaining system.

Without studying the internal structure of the system, varying only the input data, you can get a fairly complete picture of the system. This system has rigid fixed boundaries. (For example, a battery-powered electronic watch does not depend on the external environment as long as the battery is active.)

Two types of control system connections: closed and open .

Closed - control commands are generated based on information about possible deviations of the controlled parameter at the output and its comparison with the specified conditions (feedback is required between the op amp and the control system).

Open - information about the state of the controlled object is not contained, control actions change following the noise until they have time to influence the value of the controlled system (there is no feedback from the op amp and control system).

Negative Feedback : the purpose of the object’s operation is determined, the magnitude of the error is controlled, signals from the target limit the outputs from the control system. A similar principle underlies any management system, any purposeful activity.

Example. Transmitting a signal to production about the state of the market for product prices.

Positive feedback. In the functioning of the control system, the OS is regarded as a mechanism for regulating the behavior of systems at any level.

• a) a system of material incentives in production, if not all of the organization’s profit is spent on the needs of personnel, but part of it goes to the development of production;
• b) feedbacks in the system of intra-industry balance, etc.

The management system combines linear, target, functional and support management and corresponding interrelated control subsystems: general linear, target, functional and supporting.

In the general linear control subsystem all general management activities of the organization’s managers are carried out, who have the right to make final decisions in relation to their subordinate personnel and for the results of whose activities they must be held accountable.

Target subsystems: 1 - quality management; 2 - management of the implementation of the production plan and supply of products; 3 - cost regulation and resource management; 4 - management of production development and management improvement; 5 - managing the social development of the team; 6 - environmental protection management.

Complex functional subsystems: 1 - production management (organization of main, supporting and servicing production; operational production management; 2 - technical management (organization of standardization work; management of technical preparation of production; management of technological processes; organization of metrological support; technical control and testing of products); 3 - economic management (prospective and current technical, economic and social planning; organization of labor and wages; organization of financial activities; accounting and reporting; economic analysis); 4 - management of foreign economic relations (material and technical supply; sales of products); (own and contract): 6 - management of personnel and creative activities of the workforce (organization of work with personnel; organization of creative activities of the workforce).

Supporting subsystems: 1 - equipping with technical means and office equipment; 2 - office work; 3 - organization and management of regulatory affairs; 4 - management information support; 5 - legal support; 6 - economic maintenance.

General control functions in control system subsystems: forecasting and planning; organization and coordination of work; motivation (activation and stimulation); execution of work; regulation; control; accounting; analysis.

6. Production management methods

Production management methods- this is a set of methods and techniques of management activities aimed at implementing the functions and tasks facing each production cell. Management methods constitute the main content of management activities. With their help, the leader influences the consciousness and emotions of people, achieving the greatest labor activity in solving the problems facing the team.

In socialist production, methods of organizational and administrative influence, material and moral stimulation, and socio-psychological influence are used.

Organizational and administrative impact consists in clearly defining the production task and the deadline for its completion, and timely provision of everything necessary for the work. Organizational tasks also include the selection of people, distribution of work taking into account the individual characteristics of each, and systematic verification of performance. Organizational measures are based directly on the administrative rights of the manager, whose orders are binding on subordinates. Failure to comply with these orders entails certain administrative sanctions.

Material and moral incentives is aimed at creating employee interest in fulfilling the work task. To stimulate work means to implement a set of measures thanks to which, both as a result of work and in the process itself, people satisfy their own needs.

Financial incentives are achieved first of all, by establishing strict correspondence between the quantity and quality of labor, on the one hand, and the amount of payment, on the other. The more clear and visual this correspondence is, the greater the stimulating effect of payment. Clarity of the task and a clear understanding of the payment system are required for the effectiveness of material incentives.

In a team organization of work, it is especially important that the employee’s payment correctly reflects both the overall result of the team’s work and the labor contribution of each person. If payment is made without proper consideration of individual labor participation, dissatisfaction of the most qualified team members, a decrease in their labor activity, and a general decrease in interest in increasing their qualifications are inevitable. However, if a significant proportion of workers believe that differences in the labor participation rate (LPR) are excessive, then tension arises, productivity falls, and staff turnover increases.

Moral stimulation is carried out explaining the social significance of the work being performed, publicizing socialist competition, and rewarding the winners.

To achieve unity of material and moral incentives means to ensure the unity of criteria for material and moral incentives, to take care of the moral validity of all types of incentives, to reinforce moral rewards with material incentives.

Decisive factor socio-psychological impact- influence of the team. By promoting the growth of team cohesion and skillfully directing public opinion, the leader strives to create a healthy moral and psychological climate. The moral norms of such a collective are mandatory for all its members and coincide with the principles of socialist morality.

Various management methods are closely interrelated. Good (organization of work, timely preparation of production, uninterrupted supply of materials and tools, serviceability of equipment, correct placement of people, strict adherence to socialist principles of remuneration based on work, the use of collective forms of remuneration based on the final result contribute to a healthy psychological climate of the site. At the same time, team cohesion significantly facilitates the solution of labor organization problems.

Leadership methods cannot be opposed to each other. Their combined use gives the greatest effect. The leader must skillfully combine methods of influence and correctly determine their proportion depending on specific conditions.

A system is a collection of interconnected elements that form a single whole; the whole performs some function.
What is essential here is that the elements must be interconnected or interacting. A variety of parts can be combined into a whole. Any system can be considered as a subsystem of some larger system.

The control system is divided into two subsystems: control and controlled. To carry out management functions, the management subsystem must have the necessary material, labor, and financial resources to ensure the implementation of management actions.

The control subsystem performs production management functions. It includes the management apparatus with all employees and technical means.

In turn, the control subsystem consists of two parts: one that controls production and one that controls the processes of further improvement of both production and the control system itself. The management subsystem includes the following elements: planning, regulating, marketing, accounting and control elements. The controlled subsystem carries out various production processes. This includes workshops as part of production and auxiliary areas, enterprises as part of main and auxiliary workshops. The control subsystem continuously sends information to the managed subsystem in the form of management decisions.

The control and managed subsystems form the farm management system.

There are two main types of systems: closed and open.

An open system is characterized by interaction with the external environment. Energy, information, materials are objects of exchange with the external environment through the permeable boundaries of the system. Such a system is not self-sustaining; it depends on energy, information and materials coming from outside. In addition, an open system has the ability to adapt to changes in the external environment and must do so in order to continue to function. Managers are primarily concerned with open systems because all organizations are open systems. The survival of any organization depends on the outside world.

Table 1

Organization as open

If the management organization is effective, then during the transformation process added value of inputs is created, and as a result many possible additional outputs appear, such as:

Profit;

Implementation of social responsibility;

Realization of employee satisfaction.

Determining variables and their impact on organizational effectiveness is the main contribution of the situational approach, which is a logical continuation of systems theory.

Closed systems are characterized by the presence feedback. This means that at the input of the system the values ​​of the parameter selected as controlled are constantly measured, and at the output of the system such changes are made, the purpose of which is to eliminate possible errors or deviations from a predetermined value. However, not in all cases the automatic system is able to make a complete correction.

Some of the information flows that take place in the management system of organizations have the form of a closed loop. This statement will become clear if we agree that any system that strives for a predetermined goal must at any time have an indicator of the measure of achievement of this goal. In general, every closed system has closed control circuits within itself, i.e. feedback.

Feedback control is used in systems where errors can be expected to occur and therefore require corrective action. The goal of such systems is to make the error as small as reasonably practicable.

Open and closed control systems can be classified depending on the nature of the control action or the sensing element, or both. For example, the sensor function can be performed not by one, but by several sensitive elements or by several persons.

To increase the reliability of the system, the flow of information can be distributed not through one, but through several feedback channels. Similarly, the control action can come from one or more sources. In the “person-person” system, management is influenced by both formal and informal relationships.

In some cases, input data from many sources (sensing elements) arrives at some center. Some of these connections convey quantitative, objective data, but there are also systems in which much of the information is subjective, creating a picture of the state of the system that depends on the personal impressions or biases of the person or the biases of the person preparing the information. The operation of the system can be corrected through direct or indirect influence, through “informal” pressure and coercion. For example, managers often rely on the interaction of group members to motivate workers to increase output, improve product quality, and reduce costs.

You can also classify control processes depending on at what point in the system the control action is generated. At one pole of this classification there are systems that have either “black box” devices or people who are capable of perceiving it directly at the point of origin of primary information, comparing it with standards and correcting deviations; on the other - systems where all control is concentrated in the center. In this case, information flows through feedback channels from peripheral points to the center. From the center, when necessary, a corrective effect is transmitted to the place where the operation is performed. In a system that includes people, management can be decentralized only if the goals of its peripheral elements are consistent with the goals of the entire organization. This means that those involved in management must understand the goals and objectives of the system

1.2 Evolution of control systems

In the past, as Ansoff I. (1989) notes, management systems were invented by the most innovative firms. If they were successful, they were accepted by the majority. In the 1980s, professional management consultants and scientists took part in the creation of new systems. As each new system emerged, it was declared to be the final and complete solution to all the company's problems, better than all previous ones. Taking advantage of the historical hindsight we have, we see that these systems can be considered neither mutually exclusive nor all-encompassing. Each is designed to solve a specific problem and is auxiliary for solving other problems. Over time, management practice has developed a number of methods for organizing the activities of a company in conditions of growing unpredictability, novelty and complexity of the external environment. The more complex and unexpected the future became, the correspondingly more complex the systems became, with each subsequent one complementing the previous one. . Successive systems were designed for a growing level of instability in the external environment, and in particular for the increasingly unfamiliarity of events and the increasingly less predictable future. You can select Retrospective analysis of management development, according to Ansoff I. (1989), allows you to do two outputs: · the development of management systems is subject to the logic dictated by the changing nature of the tasks facing management;

· each subsequent system, as a rule, did not simply replace the previous system. She absorbed her achievements, expanded and enriched them.

These conclusions allow us to consider the accumulated experience not as a set of disparate methods for solving various problems, but as a methodological array. 1.3. Place and role of the management system in the organization The management system is an integral part of the organization and at the same time a relatively independent system in the totality of systems that make up (actualize) the organization. Management activity is the dynamics or process of management carried out by a management system. . Based on this definition, it is advisable to management of the organization is considered in statics and dynamics Static the subject and object of management are considered separately as relatively independent systems. The subject of management is actually the management system. And the object of management is the organization itself or the elements that make it up. But the object of management is not equal to either the management system or the organization itself.

In dynamics

the subject and object of management are considered in the totality of their connections and interactions in the management process (this is not the subject of this course). This probably explains the variety of options for structuring management systems, which we will consider below.

There are several approaches to determining the role and place of the management system in an organization. Vikhansky O.S. and Naumov A.I. (1994) view this as a process. Fatkhutdinov R.A. (1997) prefers to consider the management system taking into account its interaction with the external environment, calling it production management. Let's look at these approaches in more detail.

In recent years, the word “system” has become a common noun and has lost its meaning. A new term “systems approach” has appeared. The broader the scope of the problem, the broader the system being studied, and the more variables that must be taken into account. For example, the problem of discrimination in employment may be perceived as one aspect of a larger problem that requires action in the areas of legislation, education, housing, etc. If resources are insufficient, then the main goal is divided into subgoals, which facilitates the approach to solving the main problem.

1.5. Production as a “resources-products” system

From the point of view of systems theory, any ideal formation is an organizational system for transforming resources in order to obtain output products (services) for the final non-productive consumer.

A team, a workshop, a section, a functional unit are organized systems of the “resources – products” type. Through the supply service, the functions of which are different for different systems (purchasing, relationships with suppliers, receiving goods and services, quality control), various types of resources are received at the input of the “resources-products” system: energy, finance, material, labor, information on the price for unit. These types of resources are transformed during the production process (in a “black box”) into products - goods and services. Products are the same types of resources received as input to the system, but in a transformed form.
These products are distributed, sold, and supplied through the sales service at a unit price that is set by the sales service. The price is determined by the cost of the cost and the added value of the conversion.

The relationship between the volumes of input resources and the output products determines the results of the functioning of the production system.

Each specific system has specific features: a combination of types of resources and costs for them; a combination of transformation processes; combination of types of products; types of environmental impact, etc. Here it is important to understand that any production and economic system has all the named elements and the relationship between them.

Each socio-economic system consists of two independent but interconnected subsystems: the manager and the managed.

Control subsystem performs production management functions and includes the management apparatus with all employees and technical means. The control subsystem includes the following elements:

Planner – determines the development prospects and future state of the production system;

Regulating – aimed at maintaining and improving the established operating mode of the enterprise;

Accounting and control – aimed at obtaining information about the state of the control system.

The control subsystem (control subject), based on information coming from the environment surrounding the system and from internal subsystems and elements of the system, develops a goal or set of goals that should be achieved and carries out a corresponding impact on the control subsystem.

Managed subsystem carries out diverse production processes and consists of sections consisting of certain groups of workplaces, workshops consisting of main and auxiliary sections, enterprises consisting of main and auxiliary shops, the functioning of which is interconnected and interdependent.

The controlled subsystem (control object) perceives the control action (control command signal) coming from the control subject, executes them and reports to the control subsystem about its actions, its state and the state of the environment.

A control object is a complex of human activities, isolated from the socio-economic environment either as a link in the socio-economic system, or in the form of a special function requiring a special mechanism.

There are 3 types of control objects:

· Production management facilities (POU) - links in the organization of production.

· Structural management objects (SOU) - links of the management system.

· Functional control objects (FOU) - impact on a specific function.

Based on functionality, the controlled subsystem is divided into:

1. Technical, which is an interconnected and interdependent set of machines and equipment with the help of which specific problems can be solved. Directly at the enterprise, the technical subsystem is the production capacity, while the mobility of this subsystem is determined by the physical and moral wear and tear of equipment, technical progress and financial resources allocated for the renewal of production.

2. Technological, representing a series of processes and stages of production that occur sequentially according to certain norms and rules. Its elements are objects of labor, individual operations and processes. Compared to the technical subsystem, under the influence of scientific and technical progress, this subsystem changes faster, which makes it possible to use equipment, space and people’s labor more rationally and efficiently.

3. Organizational, consisting in the unity of technical and economic processes and expressed in their ordering. The goal of the organization is to ensure maximum production effect with minimal labor costs.

4. Economic, which includes natural, labor, material and information resources. This subsystem is created according to a complex hierarchical structure, which provides for a combination of centralized control with the independence of individual elements and the presence of vertical connections along the hierarchy and horizontal connections between elements of the same level.

The control system must meet a number of requirements. Firstly, there are cause-and-effect relationships between the elements that must be established between the control and controlled subsystems. These subsystems respond to changes that occur in one of them, which is only possible with feedback. In its absence, management efficiency is reduced to a minimum. Secondly, The control system is dynamic, i.e. has the ability to change the qualitative state. Third, control is carried out only if there is a parameter in the system, if influenced, it is possible to change the course of the process.

The management system is built on three main principles:

1. The principle of hierarchy – considers large and complex systems as multi-level, which require dividing the entire system into elements. Each level controls the lower one and at the same time is the object of control in relation to the higher level.

2. The principle of necessary diversity is that the control system must have no less complexity than the one being controlled. Those. It is impossible to design a simple control system for a complex production system.

3. The principle of feedback is that control can be carried out only when the control system receives information about the effect achieved by one or another action of the controlled system about the achievement or failure to achieve the planned result.