Find out which managerial competencies are reflected in personnel management, career and personal growth. As a bonus, a checklist is presented with negative personal factors that prevent the development of the necessary qualities.
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Managerial competencies are the ability of a specialist to solve certain professional problems. They are also understood as formally described requirements for the qualities of managers.
Ideally, a leader should be endowed with significant corporate, personal, professional, and managerial competencies. Without them, he does not differ in efficiency, is not able to timely and efficiently perform official duties.
General corporate competencies are the same for all employees. The director must be able to coordinate the actions of subordinates, be focused on clients, their needs, the result of work. What is important is a clear line of conduct, respect for the personality of subordinates and other people, focus on results, etc. Include the right qualities in the competency model , relying on the recommendations of the experts of the "Personnel System".
Examples of corporate competencies and their indicators of behavior
Personal competencies are laid down by nature, but can be adjusted. If a manager does not strive to work on himself, to develop, this is reflected in the organization, its position in the market, and employees. He cannot build relationships with partners, subordinates, makes rash decisions, and is aggressive towards criticism.
The competence of the head includes:
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Example In company« Alpha» there was a manager, Yuri, who headed one of the structural divisions for many years. He practiced an authoritarian management style, did not take into account the opinions of his subordinates, the interests of clients, and avoided innovation. Recently, complaints have been received from managers of other departments. They claimed that he slowed down the development of the company. The director tried to influence him, but to no avail. Yuri himself decided to leave the company. After the young leader Mikhail came to his position, the situation changed radically. Managers have reviewed many processes, introduced modern tools for working with clients. The profitability of the organization has increased dramatically. |
According to experts, there are qualities necessary for work that a leader can easily cultivate in himself if he makes an effort. And there are those that are simply impossible to develop. For example, a positive attitude towards people. It either exists in a person or it doesn't. If we are talking about attitudes towards people in general, and not towards a specific person, then it is almost impossible for an adult to develop this competence within the framework of the “employee-employer” relationship.
Leadership competencies and the likelihood of their development
Professional competencies include requirements for a specific profession and for a managerial position. The leader must know everything about the activities of the organization, manage processes and people, focus on achievements.
Leadership competencies include:
The traditional managerial competencies of a manager are considered leadership, organizational skills, strategic thinking, and their own effectiveness. The leader must know the technological processes, form teams, distribute work based on the abilities of subordinates, accurately and concisely formulate his thoughts, etc. Develop a leadership competency model to evaluate employees. How to do this, read in the "Personnel System".
Check competency development with questions
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Example To the company« Star» , specializing in the sale of satellite dishes, needed a manager. All applicants from the side did not like the director of personnel. Not only did they have a vague idea of the specifics of the organization, they were overly confident in their abilities. The director took a closer look at the team and temporarily appointed Ilya, one of the long-standing employees, to the position. After a while, he realized that he was not mistaken. Ilya quickly figured out how to fulfill his new duties, and in his free time he took trainings, signed up for seminars and studied additional literature. |
The manager's competencies for effective management may be fully manifested or weakly expressed for the rest.
Competences and indicators of manager's behavior
Each person is endowed with negative personal qualities that hinder the development of the necessary competencies. Some of them are acquired over time, some are laid down by nature. Identify negative traits and start fighting them, otherwise their manifestations can negatively affect the development of significant competencies, respectively, on your career and personal life.
✔ Dependence on the opinions of others makes you doubt the correctness of your actions. The leader is afraid to make a mistake that will lead to a loss of authority. Typically, such managers do not move up the career ladder, but remain in middle positions.
✔ Tendency to argue observed in persons who are overly confident in their rightness. They are usually skeptical, tense and suspicious. They are aimed at protecting their interests, and the opinion of the staff does not bother them much. These qualities have a negative impact on relations with subordinates, senior managers, and sometimes even affect business processes.
✔ Arrogance applicable to self-confident workers who do not take into account other people's ideas. They miss valuable information, which hinders their personal development and the growth of subordinates, the promotion of the organization in the market.
✔ indecisiveness manifested in friendliness, readiness to help everyone and at any moment. Such leaders are loved by the staff, but do not take them seriously. The competence of the manager is often called into question, and employees act as they see fit.
✔ Impulsiveness suppresses other leadership qualities. The manager acts first and thinks later. The consequences can be significant and undesirable, so the faster you learn to suppress impulses of emotions, the less problems you will create for yourself and others.
Many other negative personality factors affect self-management and staff management, including eccentricity, indifference, perfectionism, risk aversion, and fickleness. Even if you have the necessary managerial skills and competencies well developed, you may experience difficulties in making decisions, interacting with staff, etc. Trainings on personal growth and development, and self-control will help to cope with the problem.
Once, Henry Ford called the executives who headed the departments in his company, and suddenly sent them on a sea cruise in the Caribbean for two weeks. When the vacation ended and the executives arrived at their jobs, a surprise awaited them. Some of them were promoted and some were fired. For what reason?
The ability of the manager to form a single, well-coordinated team allows him to create a strong framework for the company. The fundamental competence of a leader is the ability and desire to work in a team, using effective motivation mechanisms, a system of incentives and internal control. Competent, role model for employees. Forms the rules, establishes the regime and himself impartially follows it. He creates a favorable atmosphere in the team, as well as comfortable working conditions and knows how to influence the socio-psychological climate in the team.
“In order to motivate people, you need to know what they want, what is important to them. Money, career, personal development? Know the people you work with, communicate with them. Then you will be able to anticipate the needs and desires of your employee.”
Vladimir Tarasov
An effective manager knows the strengths and weaknesses of each employee, analyzes their abilities and takes them into account when placing personnel in the performance of priority and secondary tasks. A good leader understands the importance of qualification growth for the staff, therefore, timely implements a personnel training system, taking into account priority development areas.
The ability to communicate, the ability to present oneself correctly, the present gift of persuasion and the accuracy of expressing thoughts are the key competencies of a leader in any business area. In order to convince the “masses”, inside and outside the company, a lot of mental flexibility is needed. In order to effectively conduct meetings, hold the attention of the audience, and confidently lead the group in the right direction, it is necessary to develop the ability to present information, as well as practice emotion management skills and quickly analyze the situation.
At the same time, in order for the development of managerial competencies to grow and expand, it is necessary to work on one's own effectiveness, learn, engage in self-development, master new technologies and advanced methods. The online school offers that will help people with and without certain experience improve their qualifications and managerial skills.
“To be a true leader, you have to be willing to lose everything. The leader takes the hit and falls if he falls. Of course, you do not have to prepare for a fall, but you must be ready for it. The one who falls and rises is the great leader who has chosen the Great Way."
Vladimir Tarasov
A leader who, in a changing market and unstable social environment, finds the right solutions and moves his company forward will definitely gain credibility and receive the best reward. An effective leader who will lead his team to success develops effective management techniques and skills that help him in work and in life.
He knows everything about the world of business, will be able to adapt to its changeable course and sudden cataclysms of the market. He continuously learns and guides others. But the most important thing is that such a leader is set up for positive management, instills confidence in people and energizes those who help him, support his mission and go hand in hand with him throughout the Great Path.
There is widespread lamentation in our society about the poor quality of governance. Business organizations are no exception. I often hear senior executives complain about*:
As a solution, consultants suggest setting up regular management. But often a formal attitude to the implementation process only creates a pile of papers on the manager's shelf. In changing managerial activity, an important role is played by the organization of the process of training managers. The last sentence sounds too dry and does not reveal the whole essence of the named phenomenon. Let's give it fullness and practicality. Or you can check out the infographic
The work of a manager is fundamentally different from the engineering professions, where much is codified, has clear formulas, is regulated by handbooks, and the skill can be transferred through formal training. According to G. Mintzberg “Ever since Frederick Taylor (1916) proclaimed his “scientific method” as “the best”, we have been looking for this “Holy Grail” of management in science and professionalism. Today, this search continues in the simple formulas of the popular literature, in the form of "strategic planning", "shareholder value" and so on. But again and again, the easy answers fall short, and only the illusion of progress emerges, while the real problems get worse in the meantime. “Effective management occurs where art, craft and science meet.” That is why it is always easy to understand whether a management teacher is a theoretician or a practitioner. The competence of a manager is acquired only in the course of practical activities, where:
The development of managerial competencies is complicated by the fact that it affects relationships between people. Having built relationships with some employees, you cannot manage others in the same way - you will have to spend time establishing relationships of trust, developing a common language of communication, coordinating roles, etc. It turns out that managerial competence is not so much a skill of a manager as of a team and an organization as a whole. And if the organization has a high quality of management - the departure of one of the leaders does not lead to a significant deterioration in the management of the organization, in contrast to the dismissal of an employee - a key one in some functional area.
Classical approaches to training leaders are built on the formation of managers in isolation from the workplace. MBA education and traditional corporate institutions do not help build bridges between theory and practice through knowledge transfer and case studies.
Being left alone with this task, managers returning from business schools face the following main difficulties:
If we agree with what was written above, then a simple solution suggests itself - to develop managerial competencies in the process of practical activities together with colleagues. Behind its simplicity lies the peculiarities of each of the organizations, which does not allow giving exact advice in absentia on how to do this. Based on research that managerial competencies are acquired in three ratios (10% knowledge, 20% analysis, 70% practice), I single out the following features for myself, which I rely on when looking for solutions for a particular organization:
In the general case, this represents the following process: in order to solve specific important managerial tasks, managers acquire new knowledge. They analyze ongoing processes, not only on the basis of established experience and relationships in the company, but taking into account the opportunities and threats that have now opened up. The acquired knowledge is woven into the work of leaders. Comprehension of activities and results is made.
As a result, acquired experience becomes not the property of an individual manager, but a competitive advantage of the company.
Wasted time
Traditionally, the work of the organization uses management methods aimed at overcoming difficulties, finding solutions. Over time, a certain well-established set of useful methods is developed that made the company successful. Behind the scenes, their revision, on the one hand, is perceived as a doubt in the professionalism of the leadership, on the other hand, “the work must be done and there is no time to be distracted by stupidity.” But the external and internal environments are changing, and without an analysis of the established management habits, good luck cannot be seen. And even the readiness of the leadership to start a “new life from Monday” may turn out to be temporary and be defeated by operational activities. To this end, Heifetz and Lynskey, in a survival guide for leaders, advise finding a reliable support for the movement, which can be friendship with people who will support the leader in the most controversial situations and conflicts (in the case of an authoritarian style of management, it is preferable to look for support outside the organization).
Is it always necessary to develop the managerial competencies of an organization? I don't have a definite positive answer to this question. For example, complaining about the staff, I was approached by the head of a service company acting as a contractor for the state monopolist. For two weeks we worked out a solution together. And by pure chance, the hidden information was revealed - the company's business model is built on the connections of two managers, in fact, who are key employees and the organization's performance indicators are 90 percent dependent on their capabilities. The competencies of other employees correspond to the low level of their salaries. Improving managerial skills in this case is not only inefficient, because their importance in the overall success is not worth the “fix”, but will also cause serious resistance to the organization, because it has no practical utility.
In seminars on this topic, I offer participants a worksheet for rapid assessment of the organization's need for managerial knowledge and experience**.
The article left out such important issues as the conditions for conducting effective classes, approaches to the enthusiasm of employees, ways to determine learning ability, existing methods for developing managerial competencies, etc., which we will talk about next time.
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* you can note the phenomena that are inherent in your company
** worksheet for rapid assessment of the organization's need for new knowledge and experience
How to develop the competencies of employees with examples is written in the note ““.
Managerial competencies are the skills that a leader possesses. Thanks to his abilities, a person can properly organize the division of labor and achieve maximum productivity from his team. Everything that a person will use to achieve a good result can be considered managerial competencies. How to become a good leader and improve the firm's productivity process? Read about it below.
Managerial competencies are the skills by which a person can successfully cope with the tasks of a leader. The leader can set these tasks for himself or receive them from above, if the person is not the sole owner of the business. What is expected of a manager and what skills are required for the job? Each field of activity requires its own specific skills and knowledge. A person must be well versed in the specifics of the company. But the essence of management will always be the same. A person should be able to set goals, correctly distribute the load and motivate their employees. It is in solving these problems that the employee must be competent. A manager is a good diplomat who knows how to find an approach to any person, listen to his point of view and understand the essence of the problem and discontent.
What managers are valued by superiors? Persons who understand their tasks do not abuse their powers and, in the event of an emergency situation, will be able to independently come up with a way out of a difficult situation. Managerial competencies are the skills by which a person can lead any team. Instructions received upon hiring will not always fully reflect the essence of the manager's activities. A person who takes a leadership position must understand the responsibility he takes on. A good leader will take all the faults of his team upon himself. After all, it was he who overlooked, misunderstood or did not make a decision in time. A competent employee will not look for the guilty and punish everyone in a row. He will take into account the situation, identify the “weak link” of the team and try to replace it.
Managerial competencies are not strictly regulated skills that a person should possess. Ideally, a good leader should have all of the following abilities. But even some of them will be enough to become a good manager.
A person who thinks about the managerial competence of a leader must be a strong personality. A weak person will not be able to take on great responsibility. A person who plans to become a manager or director must have the following qualities:
Managerial competencies of the head in all organizations vary. But the training of employees for leadership positions follows the same principle. Where do people study to be managers and directors? A person can unlearn to be a manager at a university, but no one in their right mind would allow a graduate to lead an organization. A person who wants to take the place of a director must get to know the "kitchen" of the enterprise from the inside. Therefore, a person should work for several years in one of the working specialties and only then move to a higher rank. Thus, the individual becomes closer to the people, better learns the features of the production of the enterprise and the specifics of the company. Only after that a person can become a department head or a senior administrator. Gradually moving up the career ladder, a person will acquire the necessary skills and knowledge both in the field of work and in the field of management. Therefore, the training of a competent leader should take place in practice, and not in specialized advanced training courses. Courses are the last thing a person needs, because theoretical knowledge can never replace practical knowledge.
The managerial competencies of a director for an employee are the ability to clearly formulate a goal and explain to each person his tasks. The head of a large enterprise is not obliged to convey his thoughts to each employee. It will be enough for him to explain everything to the leaders of the group, senior managers or heads of departments. The director needs to set goals and make a step-by-step analysis of the action plan. When employees know not only the final goal, but also see the whole path, it will be easier for them to go. Each person must know his place and role in the performance of a common task. An experienced manager should set tasks in such a way that each employee knows that his personal contribution is very important for the common cause.
A good leader will give out rewards for quality work and will be able to fine idlers and loafers. Motivation is also an integral part of the director's work. He must keep the employees enthusiastic so that they can move on and not stop there.
A competent leader can be charismatic and eloquent, but the main thing for employees is that they see their director as a leader and understand the meaning of his actions, decisions and goals.
The formation of managerial competencies in each company is influenced by the specifics of the activity. Some people need a leader to understand the supply chain, and someone needs a manager to get along well with people and be able to make quick decisions in difficult situations. But for any company it is important that the manager knows how to set goals and achieve them. The competence of a person in developing a scheme for further work is simply necessary. The manager must clearly understand where the company is heading, what its main goal is and how it can be achieved. In this scheme, the person needs to prescribe the place of each department and calculate well what resources will be required to implement long-term plans. If a person does not see the prospects of his activity, he will not be able to work at full strength.
Goals should be formed not only long-term, but also short-term. Going through certain checkpoints, marks that had to be achieved, managers, and employees along with them, understand that the company is moving in the right direction.
The organizational and managerial competencies of an employee are checked through planning. An experienced leader should be able not only to set goals, but also to achieve them. From each long-term goal, you need to make a project, and then proceed to its implementation. At this stage, it becomes clear how well a person is competent in his activities. Writing mythical plans is easy. Writing specific steps to achieve goals is more difficult, but also possible. But not everyone succeeds in putting into practice a project written on paper.
All employees should be familiar with the company's action plan. When people know what they have to do and how quickly they need to complete the task, no one will drag out projects or leave work on them for later. A clear and realistic action plan helps to mobilize forces.
The competence of management personnel is visible in the control of their subordinates. Work is argued in the company when the leader has a plan and he, through his employees, puts it into action. You don't have to miss the plan. If some group of people does not fit, you need to understand the reason for their delay. There is no need to blame people, you should really delve into the reason, it can be of an exclusively technical nature. Well, if you figured out the situation, and the employees really blundered, you should explain to people that it is unacceptable to work carelessly in your company.
Only constant control over the situation guarantees you success. If the manager does not check the activities of employees, then the result will not be the most comforting. Persons who do not see control begin to relax and work far from their full potential.
What is the assessment of managerial competencies? How well managers give their employees motivation. If you see that people are happy to do their job, have time to turn in everything on time and do not mind working overtime, it means that the manager has correctly prioritized the company. Employees who love their work and know their own benefits from work will help the company develop. Only a very competent specialist can achieve such a level of motivation for each person. The leader must understand the motivation of certain personality types and find an approach to each person. For some, the material component of the profession is of great importance, for some, prestige is important, and for some, the opportunity for career growth. - find the key to the secret desire of each employee.
The competence of managerial decisions is manifested in the work on a specific project. You can only see how good a manager is in practice. The person must correctly distribute the available resources. The manager should engage all staff, distribute the workload to each department, and provide all employees with the necessary equipment, raw materials, etc. Employees should not experience any deprivation at work. You should create a situation where the staff will not distract anything. A good manager will not allow rush jobs and will not force his employees to stay late at work every day. The manager must distribute the work on the project so that the task is done on time and has the best result.
Anyone who does not even occupy a managerial position can engage in the development of managerial competencies. Everything comes with time. If you only dream of becoming a director and do not know how to achieve this, then take action. It is foolish to think that only a person who has received an education in the field of business can achieve something and build a large empire. Look at the famous examples of businessmen who created the largest empires without money and specific knowledge. In this case, the main thing is enthusiasm. A person who wants to become a leader must acquire all leadership qualities. A person should be able to lead people, be a good communicator and be able to defend their interests. Such a line of behavior will attract the attention of management to you, and the promotion will not take long.
Representations of the concepts of "competence" and "managerial competence" are diverse. Competence ( competence) is defined by the Federal State Educational Standards of secondary vocational education as the ability to apply knowledge, skills and personal qualities for successful activity in a certain area. Also, competence can be understood as a short behavioral description of what exactly people do for the quality performance of a particular job or a behavioral standard for the effective performance of work.
Competence, as Khutorskoy A.V. notes in his book, translated from Latin competentia means a range of issues in which a person is well aware, has knowledge and experience.
The concept of managerial competence is narrower. Having studied a number of studies on this issue, one can understand the managerial competence of a specialist a special kind of professional competence, which is a set of measurable characteristics of a specialist, which allows him to be effective in professional activities in a competitive environment of a market economy. That is, such a personal or business quality, skill, behavior model, the possession of which helps to successfully solve a certain managerial task and achieve high results.
It can be noted that there is no consensus on the question of what competencies should be included in the list of managerial competencies of a specialist. The encyclopedia of practical psychology gives such examples of managerial competencies: the ability to give orders, the ability to resolve conflicts between employees, the willingness to make decisions, focus on results, the ability to work in a team, delegation of authority, motivation of employees.
E.V. Efremenko in his article identifies several groups of specialist qualities that make up management skills:
If we return to the concept of "managerial competence", we can say that this is such a skill, a model of behavior. Let us also turn to the concept of "function". The Explanatory Dictionary of the Russian Language defines a function as a duty, a range of activities. Thus, to determine the list of managerial competencies, we will be based on management functions.
N.V. Komarova in her book "Theoretical Foundations of Management" identifies four main management functions: planning, organization, control and stimulation.
By planning, the author understands the definition of the future desired state of the control object, that is, the goal, and those actions (measures) that need to be carried out in order to move from the current state to the desired one. Under the organization - the placement of elements of the control object, the definition of material and informational links between departments, as well as with objects of the external environment.
Control is a comparison of the actual state of the control object with the planned one, the identification of discrepancies, their assessment and regulation of the control object in order to eliminate a significant discrepancy. Moreover, the author identifies four elements that make up the control function: setting control standards; measurement (accounting) of results; comparison of actually achieved results with established standards; if necessary, correct deviations.
The last function considered by Komarova is stimulation. Incentives are understood as the encouragement and punishment of employees depending on the results of their labor activity.
Keith Keenan, in his book Effective Management, also identifies four management functions: planning, organizing, controlling, and directing.
As an element of planning, goal setting is highlighted. Leadership refers to instructing, motivating and giving directions.
G.Ya.Goldshtein distinguishes goal setting as a separate function. Thus, the control ring consists of the following functions: goal setting, planning, organization, implementation, control.
L.A. Kirzhner and L.P. Kienko note that the functions of managing the activities of the company, and, accordingly, the methods of their implementation are not unchanged, they are constantly modified and deepened. The development and deepening of each management function occurs not only under the influence of internal laws, but also under the influence of the requirements for the development of other functions. Being a common part of the management system, each of the functions should be improved in the direction determined by the general goals and objectives of the functioning and development of the company in specific conditions. This leads to a change in the content of each function.
Kirzhner and Kienko in the book "Management of Organizations" give a classification of management functions according to Fayol, which were formulated as early as 1916.
A. Fayol considered management as a sequential series of operations or functions, which are divided into six groups:
Administration is only one of the six operations-functions with which management is obliged to ensure the normal course of production. A. Fayol believed that administration occupies a special place in management.
Let's take a closer look at administrative functions.
Foresight is the study of the future, the definition of a program of action, it covers the previous five operations. A. Fayol here drew attention to the fact that in order to develop an effective program of action, a leader must have: the ability to manage people, activity, moral courage, sufficient stamina, the necessary competence in this field of activity.
Organization - providing the enterprise with materials, capital, personnel. Two aspects stand out here - material and social, i.e. provided with all the necessary material resources, the personnel must be socially able to perform the task.
Management - puts into action the personnel of the enterprise, after the creation of a social organism. This is the task of management. The goal of management is to get the most benefit from employees. In all areas of production activity, management is the most important element of work that requires certain qualities.
Coordination aims to give each element of the social organism the opportunity to perform its part of the work in interaction with other elements, i.e. link and unite all actions and all efforts.
Control - it is necessary to ensure that everything happens according to the established rules and given orders. It is required to note shortcomings and errors so that they can be corrected and prevented from recurring in the future. The controller must be: competent, have a sense of duty, have an independent position in relation to the controlled object, be reasonable and tactful.
Control must be effective, i.e. carried out in a timely manner and have practical consequences; if violations are ignored, such control will be ineffective.
Thus, the above five functions were the basis of the administrative doctrine of A. Fayol and the basis for all subsequent authors on the problems of the management process.
A.N. Tsvetkov divides all management functions into general (basic) and background (auxiliary, connecting).
General functions reflect the technological process (sequence of actions, methods and means of their implementation) of managing a social object.
The main functions of Tsvetkov include: the formation of goals, planning, organizing actions, control, regulation.
Indeed, the sequence of general functions practically reveals the content of the management process.
This process begins with the formation of the goals and objectives of the activities of organizations. The set goals must be achieved. To do this, resources, actions and quantitative characteristics of the expected results must be planned to ensure the achievement of the formed goals, i.e. planning must be carried out.
Planned actions must be organizationally supported or organized: organizational structures must be developed, performers must be involved, their work coordinated in time and space, i.e. activities have been organized.
After the resources, actions and quantitative characteristics of the expected results are planned, the necessary actions are organizationally provided, the process of implementing the planned and organized activities begins. This process is performed not by the manager, but by his subordinates. But they can understand or do something wrong, therefore, the implementation of activities within the framework of the adopted organizational decisions requires control based on taking into account the parameters of execution (assessment of the state of work on the implementation of the production program, schedule, expenditure of funds, staffing, implementation plan, etc.). P.).
As a result of the control, deviations from the originally planned course of work are revealed. This means that there is a need to regulate the progress of the plan, which consists in the development of additional measures aimed at eliminating deviations, or in adjusting the formed goals. The regulation function provides feedback to the management process.
Background(sometimes called ancillary) functions or bridging processes are not second-rate to the main ones. They are very important and form the idea of management as a continuous activity, that is, they create a background for the performance of the main functions of management, they are a kind of manager's tools.
Among the background functions of Tsvetkov include the following:
development of solutions;
establishing communications;
motivation of employees.
Sladkevich and Chernyavsky divide management functions into two groups: general and specific.
General (basic) control functions:
Concrete (specific) management functions are the result of managerial work. Such functions include various activities that differ in purpose and method of implementation.
Specific functions do not affect all production, but certain parts of it. Each specific function of the organization's management is complex in content and includes general functions.
An example of specific management functions are: main production management, auxiliary service production management, labor and wage management, personnel management, financial management, etc.
Porshnev A.G. and other authors in the textbook “Management. Theory and Practice in Russia” divide management functions into six blocks. Each of the six blocks of functions represents a separate stage in the process of managing an object, enterprise, or organization. In each block, the authors distinguish two types of functions that are interconnected and complement each other. With the same purpose, the functions of one block reflect the features characteristic of the management of different areas of managed activity, levels of management and objects. Each of the main functions acts as a criterion for selecting the type of functional management. We can talk about target, strategic, motivational, corporate management.
The main functions in a systematic way can give a complete picture of the processes of influence and interaction from the birth of an idea to their implementation, evaluation of the result and the appearance of consequences. The main functions also determine the priority means of influence, the implementation of which can provide the desired result. Therefore, it seems appropriate to consider the content of the main management functions through the basic means of influence.
Figure 1.1.1 - Relationship between the main management functions
Porshnev and others provide a table in which, for each function, the means of influence most often used by managers in management processes are given. The authors noted that it is not possible to give an exhaustive set of means of influence, since their composition is largely determined by the situation. When choosing means of influence, they are guided by their significance, complexity and systematic use in management processes (Appendix 1).
Porshnev shows a fairly detailed system of control functions, covering the control process in detail.
Bolshakov's view of management functions is interesting. The author identifies ten main management functions, including: setting goals and objectives, analysis, forecasting, planning, decision-making, labor motivation, organization and leadership, regulation and resolution of conflicts, control, accounting and monitoring, organizational culture (Appendix 2).
An analysis of the literature confirms that there is no single vision of what quantity and content of managerial competencies is optimal and sufficient for the formation of a competent specialist in the field of management. One can notice a number of functions that stand out as the main ones by all authors without exception. These functions include planning, organization, motivation and control. The opinions of the authors are divided on the content of the planning function.
It seems appropriate to follow the example of Porshnev and other authors and single out the setting of goals and objectives as a separate management function, a goal-setting function. In addition, it is worth noting that many authors limit the control function to assessing the compliance of the results obtained with the set goals, losing sight of another important step: correcting deviations. Komarova singles out this stage (elimination of deviations) as the fourth stage of the control function.
Summing up, we will consider six management functions as optimal and sufficient: goal setting; planning; organization; motivation; control; elimination of deviations.
Let's clarify what's under goal setting we understand goal setting, that is, determining the future desired state of the object (phenomenon) under study.
Under planning we understand the development of actions (measures) that must be carried out in order to move from the current state to the desired one.
Organization is the distribution of tasks between departments or employees, the establishment of interaction between them to achieve common goals.
Motivation- the process of encouraging oneself and other people to work to achieve common goals.
Control is a comparison of the actual state of the control object with the planned one, the identification of discrepancies, their assessment. Under elimination of deviations understand the regulation of the control object in order to eliminate a significant discrepancy.
The last two functions provide feedback. Thus, these functions represent a closed process (management cycle), reflect the types of activities included in the management process, allowing you to effectively implement management activities, i.e. represent a list of managerial competencies.
