CC BY
0УДК 33 Yayylova O., Gurbanov M., Atajanov A.
Yayylova O.
teacher of the department of Economic management in enterprises Turkmen State Architecture and Construction Institute (Ashgabat, Turkmenistan)
Gurbanov M.
student faculty of Economics and Management Turkmen State Architecture and Construction Institute (Ashgabat, Turkmenistan)
Atajanov A.
student faculty of Economics and Management Turkmen State Architecture and Construction Institute (Ashgabat, Turkmenistan)
ORGANIZATION, MANAGERS AND SUCCESSFUL MANAGEMENT. KEY PRINCIPLES OF EFFECTIVE BUSINESS MANAGEMENT
Аннотация: in this article Organization, Managers and Successful Management. Brief information is given on the main effective principles of business management. It also discusses organizations, their characteristics, requirements for their formalization, and formal and informal organizations.
Ключевые слова: economics, management, business economics, protections, formal, informal, legal claims, competitiveness.
Managing an organization in our rapidly growing age is a challenging task, it cannot be managed successfully with outdated methods. A manager must know and understand the general rules and must take into account the many different variables
that differentiate situations in the management system. In this chapter, we will introduce basic definitions of concepts such as organization, management, and managers, and briefly describe their main characteristics. We will also define organizational success and its key components, namely usefulness, efficiency and productivity. Our goal is to create a foundation for future challenges and to outline the general direction of our work. As you read this chapter (as well as other chapters), you should not only remember the definitions of key concepts, but also try to understand their essence.
Organization is the foundation of the world of managers and the raison d'être of management. Therefore, we will begin the study of management by discussing what an organization is and why it should be managed.
To be considered an organization, a group must meet only three requirements:
1. There must be at least two people who consider themselves members of the group.
2. There should be at least one goal (desired outcome) common to all team members.
3. Team members must work together with understanding to achieve a common goal.
By combining these requirements, we obtain an important definition.
An organization is a group of people who work together in common sense to achieve a common goal or objectives.
Formal and informal organizations. To be precise, this is the definition of an official organization, not just an organization. There are also informal organizations, that is, groups that arise spontaneously, but whose members interact with each other regularly. Informal organizations exist in all but the smallest formal organizations. They don't have a manager, but he is important. Based on common practice, when we talk about informal organizations, we will refer to them as informal organizations, and the term organization will refer to formal organizations.
Complex organizations. The above definition states that an organization must always have at least one goal that is common and recognized by all its members. But formal management rarely deals with single-purpose organizations. In this book, we examine the challenges of managing complex organizations with a set of interrelated objectives.
Just one example: McDonald's is an organization consisting of more than 7,000 separate businesses that support many departments that work "behind the scenes": its departments are engaged in advertising, food purchasing, product quality control. Each McDonald's company has its own implementation and benefit plans. Each sub-division also has its own objectives, for example, the objective of buying beef at a reasonable price. All of these goals are interrelated and interdependent. For example, a restaurant can achieve its profit goal only if the purchasing department achieves its goal and provides the restaurant with sufficient quantities of bullion at the required price, the marketing department ensures that there is sufficient flow of buyers, and the technologists find a way to efficiently prepare the dishes. The main reason McDonald's has been able to become a leader in its business worldwide is not only that it manages its departments effectively, but also that it has been able to establish a useful and effective interrelationship between their goals.
General characteristics of organizations. In addition to being groups with a set of interrelated goals, complex organizations share several common characteristics. These characteristics, which will be briefly described later, help to understand why an organization needs to be managed in order to succeed.
In general, the goal of any organization is to transform resources to achieve certain results. The main resources used by organizations are people (labor resources), capital, materials, technology and information. Resource transformation is most evident in manufacturing organizations, but service and commercial organizations also use all of these types of resources.
СПИСОК ЛИТЕРАТУРЫ:
1. Law of Turkmenistan "On State Support of Small and Medium Entrepreneurs". - Ashgabat, 2009;
2. Law of Turkmenistan "On Enterprises". - Ashgabat, 2000
