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0УДК 33 Owezberdiyeva A., Emirov S., Gurbanmyradov T.
Owezberdiyeva A.
teacher of the department of Economic management in enterprises Turkmen State Architecture and Construction Institute (Ashgabat, Turkmenistan)
Emirov S.
student faculty of Economics and Management Turkmen State Architecture and Construction Institute (Ashgabat, Turkmenistan)
Gurbanmyradov T.
student faculty of Economics and Management Turkmen State Architecture and Construction Institute (Ashgabat, Turkmenistan)
THE EMERGENCE AND EFFECTIVE
USE OF THE MANAGEMENT SCIENCE SCHOOL OR QUANTITATIVE APPROACH
Аннотация: this article provides a brief overview of the emergence and effective use of the School of Management or quantitative approach. It also discusses this concept, which is a major advance in the development of Management, and management is about forecasting and planning, organizing, commanding, coordinating and controlling.
Ключевые слова: economics, management, business economics, protections, formal, informal, legal claims, competitiveness.
Mathematics, statistics, engineering sciences and other fields of study have contributed significantly to the development of management theory. Suffice it to mention that the scientific method was used by F.U.Taylor in conducting business analysis, but until the Second World War quantitative tools were not used in practice.
At that time, the British needed to maximize the effectiveness of their limited number of fighter jets and anti-aircraft guns in order to avoid mass destruction by German air raids. Then he had to find a way to increase the efficiency of military supplies to the allies in Europe.
Process approach. This concept, which is a significant advance in the development of management, is still of great importance. The idea of a process approach was originally proposed by the school of management, which was an alternative to describing the role of a manager. But he viewed these functions as independent, whereas the process approach views them as interrelated functions.
Management is considered a process because achieving goals with the help of other people is not a one-time activity but a series of interrelated continuous activities. Each of these activities, each a process in itself, is critical to the success of the organization. This is a management function. The management process is the sum of all these functions.
The author of this concept, Henri Fayol, believed that there are five primary tasks. According to him, management means forecasting and planning, organizing, commanding, coordinating and controlling. Other theoretical scholars have also made their own lists. In the modern literature, you can find things like planning, organizing, controlling, motivating, leading, coordinating, controlling, communicating, researching, evaluating, making decisions, selecting employees, representing, and negotiating or closing deals. You'll find areas where management functions are discussed.
An approach was chosen based on combining the main types of management activities into several categories applicable to all modern organizations, and these categories are: planning, organizing, motivating and controlling. These first four functions combine the connective processes of communication and decision-making. We view leadership as an independent activity that is critical to the success of any organization, involving influencing individual employees and teams to achieve common goals. For now, we offer a brief look at the role of management.
Functions of the management process. The management process includes four interrelated functions: planning, organizing, motivating, and controlling.
Planning In Chapter 1, we defined an organization as a group of people working together to achieve a common goal or objectives. The planning function is concerned with defining the organization's goals and what its members must do to achieve those goals. In fact, it aims to answer three fundamental questions.
1. Where are we located today? Managers must analyze the organization's strengths and weaknesses in key areas such as finance, marketing, production, research, and human resources, and assess its true strengths. 2. Which way do we want to go? By assessing the opportunities and threats of the environment (competition, customers, laws, political and economic factors, technologies, shipments, social and cultural changes), managers determine the specific goals of the organization and what may prevent the organization from achieving those goals. 3. How are we going to do this? Managers must decide in a general and specific way what members of the organization must do to achieve the stated goals.
During planning, managers strive to develop general guidelines for the direction of actions and solutions that will ensure the integrity of the goals for all members of the organization.
Organizational planning is not a one-off activity, it is driven by two factors. First, while there are organizations that go out of business as soon as they reach their goals, the reality is that most of them want to stay active as long as possible. As they achieve their primary goals, they set new goals.
СПИСОК ЛИТЕРАТУРЫ:
1. Law of Turkmenistan "On State Support of Small and Medium Entrepreneurs". - Ashgabat, 2009;
2. Law of Turkmenistan "On Enterprises". - Ashgabat, 2000
