Management Process - Description, Goals, Functions and Definition

All enterprise systems have their own organizational structure, thanks to which there is a management process. Every person who has chosen a manager’s career and wants to achieve high performance in it, needs to know about management processes.

The process is called:

1. Step change of phenomena and states.
2. A set of steps for achievement.

In management, a process is a set of actions aimed at adjusting the functions of an enterprise. Now consider this term in more detail.

Characteristic

In management, the goal and the process are essential components of a successful company. Any movement that is carried out in the company is the result of labor activity. The main parameters may be: objects, means, products of labor, as well as the performer himself.

The main links of the management process:

1. Content is the action on the people who make up the management system.
2. Organization is called the coordination of the methodological process, which determines the control cycle. The cycle includes goal setting and management functions.
3. The implementation procedure is the relationship between the stages of the process and the phases.

What else do you need to know about the term being studied? The management process in management is divided into stages and belonging to subsystems.

Types of Subsystems

Experts distinguish the following:

• linear guidance;
• target - contains the coordination of the quality of products, resources, the development of the enterprise, the preservation of the environment, the development of the team, the implementation of production and supply plans for the product;
• functional - covers the preparation of activities for the implementation of specific and special management functions;
• management support - consists of legal and information support, coordination of production processes, supplying the company with technical means.

The properties

Each process is characterized by the following properties:

1. Dynamism is the interaction of different operations and organs.
2. Sustainability is the creation and consolidation of ways to implement the process.
3. Continuity - management is not interrupted while production is in progress.
4. Discreteness is the unevenness of the internal properties of the management process.
5. Sequence - steps occur in a specific sequence.
6. Cycling - after exposure, the system moves to a new level, and then you need to either set a different goal or adjust the previous one.

Process stages

For the management process to be successful, a certain sequence of stages is required:

1. Goal-setting consists of defining, formulating, setting and correcting a goal.
2. Work with information involves its accumulation, preservation, search, processing and transmission.
3. Analytical work is characterized by monitoring of parameters, calculation of indicators, graphing and analysis.
4. The choice of options for action is a search for different versions, designation of a choice, correlation of various versions, selection of management methods, coordination approval and decision making.
5. Organizational and practical work consists of entrusting the decision to the people who will execute it, explaining and detailing the decisions, assigning tasks, empowering, controlling production.

Forms of influence of system elements on each other

Experts distinguish three forms. Action - an active object affects an inactive one. Impact - active objects influence each other. Interaction - several active objects affect other objects.

Quality Management Systems

The process corresponds to a series of completed and completed steps. Against this background, experts highlight another characteristic. Let's consider it further.

All quality management processes cannot do without:

1. A specific goal, which, in turn, is subordinate to the main goal of the enterprise.
2. A competent owner who knows how to manage resources and be responsible for the implementation of the process.
3. Inputs - objects that need to be transformed by a quality management system process.
4. Outputs - the results of the conversion.
5. Resources - the means by which the result is obtained.
6. A system for monitoring and correcting errors, which ensures the normal functioning of the process.
7. Process performance characterization systems.

Process content

In the management process, the functions should contain a clear content, implementation plan and a specific structure. To understand this, you need to understand the terminology. Content is actions carried out within the scope of this function. However, what does this mean based on the context of the topic being studied? In management, the functions of the management process are the composition of actions combined in phases:

1. The methodological phases follow logically. First, the goal is set, then the situation is assessed, then the problem is determined, ultimately, based on the previous stages, the manager makes a management decision. Moreover, the goal is the image of the system in the form in which the manager wants to see it. The situation is how the system relates to the goal. The problem is the mismatch between the goal and the situation. The solution is to find a way to fix the problem.
2. Functional - arrangement and advantage of performing functions. Consists of stages: planning - organization - motivation - control.
3. Economic - identifying needs in terms of the company's economy, assessing the availability, sharing and circulation of resources.
4. Social - In the process, man is paramount.
5. Organizational - methodical application of leverage: regulation, nomination, instruction, responsibility.
6. Information - work with information consists of search, acquisition, processing and transmission of information.

Decision process

In management, the above term is the choice of the best alternative. What does it mean? In order for the solution to carry efficiency within itself, it is necessary to carry out and correlate all the functions of the process in the preparation and implementation phases.

Types

In management of management processes, there is a classification by type of implementation. Consider them:

1. Linear - contains a clear sequence of passing each stage.
2. Correctable - for this type, correction of previous stages upon completion of subsequent ones is characteristic.
3. Branched - in this type there are often many aspects and options for the design of processes.
4. Situational - with this option, an indicative goal is initially set. The final version of the goal is formed after assessing the situation, posing the problem and researching the solutions.
5. Search - the solution is created based on the purpose and assessment of the situation, then it is adjusted.

To select the most suitable type, you should evaluate the quality and degree of information provision.

Strategic management process

The above term implies a set of specific steps aimed at achieving success. It is also a guideline outlined by the company in an ever-changing environment. The strategic management process allows you to optimally harness the potential.

Main stages

Strategic management is characterized by the following stages:

1. Goal setting.
2. Search for problems and possible solutions.
3. Analysis of problems.
4. Search for alternatives.
5. Analysis of outcomes that may follow certain decisions.
6. Choosing the most suitable alternative.
7. Budget development.
8. The implementation of the solution.
9. Assessment of the degree of achievement of the result.
10. The study of important areas and troubles that can occur both in the company itself and in its environment.
11. Repeating any steps.

The first step is to set a goal and formulate a mission. This step helps determine:

• tasks from the position of products manufactured by the company;
• external environment: attitude to the company;
• organization culture - atmosphere among employees.

In order to reach a goal, it is necessary to check for the presence of certain characteristics. The goal should be:

• specific: include the amount of work that needs to be done to get to the goal, and the amount of time it will take;
• measurable in terms of quality and / or quantity
• achievable - before setting the goal, the leader must make sure that it is realistic to implement it;
• agreed - goals should be considered in conjunction;
• flexible - the goal must be dynamic so that it can be adapted to objective or subjective changes;
• acceptable - before setting a goal, the manager is obliged to check whether it violates the general moral order prevailing in society, does not contradict traditions and laws.

You should always remember that goal setting is the most important decision during planning.

The second stage is the analysis of the external and internal environment. There are three areas that help analyze the external environment:

• transformations that have an impact on current company policies;
• threats to current company policies;
• factors to expand the horizon of opportunities.

Thanks to the analysis of the external environment, it is possible to predict opportunities, determine plans in case of any unforeseen circumstances. In order to analyze the external environment, you need to have answers to the questions:

• Where is the company located at this moment?
• Where should the company be in the future?
• What should managers do to ensure that the company moves to the state in which it sees the senior management?

To determine the internal forces of the company, attention should be paid to the internal component of the organization and a management survey should be conducted. To simplify this process, five main areas should be checked: marketing, production, research and development, financial, and resource.

After examining the marketing area, you can determine:

• market share and ability to compete;
• varieties and features of manufactured products;
• demographic statistics;
• market development;
• customer service;
• effectiveness of advertising and product promotion;
• percentage of profit.

Production research should be done to keep the company afloat for the long term. The most important thing in the study is to identify strengths and weaknesses. Questions to answer during the production survey:

1. Does the company have the ability to manufacture and market products at a price lower than that of competing companies?
2. Is the company able to attract new materials for the manufacture of products?
3. Is there enough modern equipment installed in the company?
4. Purchases reduce the amount of resources and the time of sale of the product?
5. Does the sale of products depend on the season?
6. Can an enterprise supply products to a market that is not available to competing companies?
7. Does quality control produce results? Is it effective?
8. Is the product manufacturing process itself well debugged?

Research and development largely determines the success of the company in the future.

Analysis of the financial side is able to find the weaknesses of the company and understand the position of the company relative to competitors.

The need to examine human resources in an enterprise is that often employees are the cause of business problems.