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0УДК 33 Owezberdiyeva A., Shemmedova A., Owezova H.
Owezberdiyeva A.
teacher of the department of Economic management in enterprises Turkmen State Architecture and Construction Institute (Ashgabat, Turkmenistan)
Shemmedova A.
student faculty of Economics and Management Turkmen State Architecture and Construction Institute (Ashgabat, Turkmenistan)
Owezova H.
student faculty of Economics and Management Turkmen State Architecture and Construction Institute (Ashgabat, Turkmenistan)
GENERAL FACTORS OF MANAGEMENT AND CONTEXT OF MANAGEMENT
Аннотация: this article provides a brief overview of the general factors of Management and the content of Management. It also discusses the duties of a Manager, the Manager's job description, another common area of any managerial job, and a set of general characteristics of Management itself.
Ключевые слова: economics, management, business economics, protections, formal, informal, legal claims, competitiveness.
General factors of management performance. The clarity of the common aspects of the management process is less than the differences.
Contents of the management process. The best way to demonstrate how difficult it is to find commonalities in the performance of managers is to identify what makes the performance of different managers different. Most people, including managers themselves, note that the repetitive work of a shop foreman is not much different from the work of his subordinates. This idea is reinforced by the fact that these people constantly interact with each other during the work and receive almost the same wages. However, research has shown that management work is fundamentally different from non-management work. Indeed, the job of a department head has more in common with the job of a company president than with the work of subordinates.
Managerial duties. In describing the manager's work, Minsberg points to another common denominator of any managerial work - the functions of managers. According to his definition, a role is "a set of specific standards of behavior that apply to a specific institution or a specific position." Just as artists have roles in a game that compel them to act in a certain way, managers occupy a specific position at the head of a specific organizational department that dictates their behavior at work.
During the research, Minsberg identified 10 roles (tasks) that all managers play at different times and levels. He grouped these tasks into three broad groups: interpersonal role principles, informational task principles, and decision-making task principles. Table 2 describes these mission principles by group, along with examples for each.
According to Minsberg, tasks cannot be independent of each other. They are interrelated and aimed at achieving a common result. Personal mission principles are defined by the authority and level of the leader in the organization and relate to his interactions with the environment. They can turn the manager into a focal point of information, which will allow him to fulfill the principles of the information mission and at the same time force him to fulfill this mission and become a data processing center. Implementation of the principles of personalization and information tasks allows the manager to perform tasks related to decision-making: allocating resources, resolving conflicts, searching for new opportunities, conducting negotiations.
Collectively, these ten tasks define the scope and essence of a manager's work in any organization.
For example, a department manager at a Sears store is constantly interacting with salespeople. They receive instructions from him about the requirements and needs of customers and solve business problems. And he receives from them important information about his department's work that cannot be obtained from official sources, such as deployment reports. This helps him take informed decisions. Then, when he meets with the whole store manager, the department manager gives him the most important information, which is the basis for management decisions at higher levels.
Administrative functions. Minsberg's generally accepted analysis of the essence of managerial labor describes very precisely what managers do. But some experts do not agree with his task definitions and groupings (classifications). Indeed, there are no definitions of the essence of the manager's work, the tasks that can satisfy everyone. It's not even as simple as a management mission statement.
But most researchers recognize that there is a management process that is applicable to any organization and includes the tasks that any manager is required to perform. In the contemporary management literature, management is typically defined in terms of those functions. Most management professionals agree with the following definition. Management is the act of planning, organizing, motivating, and controlling efforts necessary to set organizational goals and achieve those goals. Peter F. Drucker, a great theorist of management and organizations, proposes another definition of management.
Management is a special form of work that transforms an unorganized community into an efficient, goal-oriented and productive team. In this case, management is both the driving force of social reforms and the core (object) of fundamental social innovations.
СПИСОК ЛИТЕРАТУРЫ:
1. Law of Turkmenistan "On State Support of Small and Medium Entrepreneurs". - Ashgabat, 2009;
2. Law of Turkmenistan "On Enterprises". - Ashgabat, 2000
