1. Management is:
+ Organization and people management
— Management
— People management
- orders for

2. Management is:
- Management
+ Impact on a specific object
— Planning

3. The founder of which direction in management development is A. Fayol?
— School of Behavioral Sciences

+ Classical (administrative) school of management
- School scientific management

4. Who opened the school of scientific management:
— Fayol;
— Weber;
— Mayo;
+ Taylor

5. What categories of motivation are aimed at identifying the needs that motivate people to action?
- procedural
+ Meaningful
— Theory of justice
— Porter-Lawler theory

6. The founder of which direction in the development of management science is F. Taylor?
+ School of Scientific Management
- School human relations
— School of Behavioral Sciences
— School of Management Science

7. What is the approach to management? we're talking about? — “It is aimed at selecting management techniques to solve specific management situations in order to most effectively achieve the organization’s goals”
+ Situational approach
— Process approach
- Systems approach
— Mathematical approach

8. Which direction in the development of management science was founded by E. Mayo?
— School of Behavioral Sciences
+ School of Human Relations
— School of Scientific Management
— Classical school

9. Management functions do not include:
- Control;
— Motivation;
+ Industry
— planning
10. Modern concepts management boil down to the following approaches:
+ Process, system, situational
— Historical, systemic, processual
— Situational, evolutionary, scientific
— Evolutionary, systemic, historical

11. An approach to management that considers an organization as a set of interrelated elements in conditions of changing external environment:
— Situational;
— Process;
+ system
- structural

12. What approach to management are we talking about? — “Management is a process of a set of continuous interrelated actions, which are called management functions”
+ Process approach
- Systems approach
— Situational approach
— Mathematical approach

13. As a result of the vertical division of labor, three levels of management are formed:
— Strategic, operational, tactical
— Special, linear, functional
— Formal, informal, mixed
+ Technical, institutional, managerial

14. What are the controls represented in the form of a pyramid?
— To characterize the size of the management apparatus at different levels
— To display the value of each control level
— To facilitate the appointment of managers to positions
+ To display manager roles

15. Management level, located directly above workers and other employees engaged in production:
- Average;
+ Grassroots;
- Higher;
— Institutional.

16. formal groups include
— Chess club at the enterprise
— Bank Director
+ Head of the workshop and his deputies
- Company of friends

17. informal groups are:
+ Group standards
— High level wages
- Lack of sympathy between group members
— Formation of sources of rumors

18. The characteristics of either organization are given below: “These are groups of people whose activities are consciously planned, organized, motivated with the aim of achieving a specific goal”?
— Centralized organization
— Decentralized organization
+ Formal organization
— Informal organization
19. Formal groups are formed:
+ As a result of vertical and horizontal division of labor
— According to interests and needs
— Spontaneously
— To identify dissatisfaction with the management of the organization

20. An informal group in an organization is formed:
+ Spontaneously
— In case of a critical situation
— To reorient activities
- As a result of horizontal and vertical division of labor.

21. Formal and informal groups differ:
+ Motives for occurrence
— Analysis of the external environment
— General leisure time for people
— Features of economic relations

1. What character traits should such a manager archetype as an “administrator” have?

(A) Be sociable and be able to inspire people to give their best

(IN) Have analytical warehouse crazy

+(C) Be extremely objective and rely on facts and logic

(D) methodical work, forecasting the future

What type of planning is used in production systems with continuous technological processes?

2. What are the main factors involved in Victor Vroom's model of motivation?

(A) The need for self-respect, self-affirmation and belonging to a social group

(IN) Complexity and intensity of work and level of remuneration

+(C) Anticipation of the possibility of an outcome, anticipation of the possible reward from that outcome, and anticipation of the value of the reward.

(D) hygiene factors, factors related to the nature and essence of work

3. Managers have real influence when managing by objectives.

(A) Intermediate levels

(IN) Low level

(WITH) Higher, middle and lower level

4. Indicate what is typical for the Japanese company “Sony” in the relationship between managers and subordinates?

(A) If possible, it is desirable for a person to remain in one workplace all his life, where he acquires certain experience, which accordingly increases work efficiency

+(V) Lack of differentiated treatment of people

(WITH) For successful work in a company it is important what educational institution The employee graduated and with what grades

(D) with all the positive qualities of freedom of discussion in big company she disrupts the work schedule

5. How should we react to the accumulation of information about the problem?

(A) The more information the better

+(V) Too much information is just as harmful as too little information

(WITH) Obtaining maximum information about the problem is the responsibility of the manager

(D) Excessive information is the key to success

6. Which of the human needs is the main one according to McClelland's theory of motivation?

7. Basic control functions

(A) Planning, control

+(V) Planning, organization, motivation, control

(WITH) Organization, motivation

(D) organization, motivation, control

8. An example of multi-link technology (Thompson classification) may be:

+(A) Mass production assembly line

(IN) Banking

9. The limit of automation use is

(A) The limitations of our knowledge

(IN) Qualification level service personnel

+(C) Inability to exclude unforeseen situations

10. What characterizes compromise when making a decision?

(A) Establishing a certain average as a result of a dispute between two employees

+(V) Reducing benefits in one area in order to reduce undesirable consequences in another

(WITH) By making an audit decision, taking into account the opinions of all interested parties

11. What is the “Sociotechnical System” of an organization with high production technology?

(A) General computerization of production

(IN) Development of the social sphere

(WITH) Professional growth of employees

+(D) integration of personnel and technology, delegation of responsibility for the final result

12. The purpose of planning the organization’s activities is

(A) Cost justification

(IN) Justification of the timing

+(C) Determination of goals, forces and means

(D) justification of the number of employees

13. The main difference between an open system and a closed one is

(A) Lack of orderly interaction between individual subsystems

(IN) The presence of interaction between individual subsystems and the outside world

(WITH) Closedness of system elements to themselves

+(D) presence of interaction with the external environment

14. What is included in the category of “intrinsic rewards”?

15. The basic rule when determining the salary level is:

(A) Minimum level defined by law

(IN) The rate determined by the staffing table

(WITH) Pay levels at competing companies

+(D) absolutely accurate and objective determination of the nature of the labor invested and a comprehensive and impartial assessment of it

16. The main thing in management by objectives is the development of goals

+(A) Top down the chain of command

(WITH) Bottom up and top down

17. Determine the main characteristics of the external environment for the organization

+(A) All of the above

(IN) Interconnectedness of factors, complexity

(WITH) Complexity and fluidity

(D) interconnectedness and uncertainty

18. Why is one delegated one’s powers to other managers?

+(A) For optimal solution complex task

(IN) To maintain a “group” style of work

(WITH) To check the qualifications of workers

19. Which of the following methods for distributing responsibilities in an organization is adopted on a functional basis?

(A) Branches of the enterprise were created in five cities

+(V) Departments for production, marketing, personnel, financial issues were created

(WITH) Workshops have been created at the enterprise for the production of cookies, chocolates, caramels

(D) departments have been created at the enterprise, equal in number

20. Continuous manufacturing technology is usually used in the production of products such as

(A) Production of passenger cars

(IN) Production of military aircraft

(WITH) Level ship construction

+(D) oil refining, iron smelting

21. What type of management structure does the following situation belong to: “The construction of a pipeline includes a number of technological operations: preparatory work, excavation work (trenching), welding work (welding pipes into a thread), insulating and laying the pipeline in a trench, etc.? Management of the production of each type of work is entrusted to the head of the special construction department. Information about each process goes to the manager of the construction trust, and from him to the head of the department”?

(A) Matrix control system

(IN) Functional control system

+(C) Linear control system

22. Which feedback is most important in terms of improving the effectiveness of communication?

23. What does the economic management mechanism consist of?

+(A) All of the above

(IN) In-house management, production management

(WITH) Personnel management, production management

(D) intra-company management, personnel management

24. Action planning is

(A) Creating the next link between goal setting and a program for its implementation

(IN) Clarifying roles

(WITH) Identifying the circumstances that need to be taken into account to achieve the goal

(D) estimation of time spent for each operation

25. Of the listed managers: 1. CEO and board members. 2. Heads of independent bodies. 3. Shop managers. TO senior management management include:

26. Control-oriented behavior is

+(A) Actions of subordinates aimed at what management wants to see when checking their activities

(IN) Focusing on low goals

(WITH) Taking advantage of the fact that controllers do not thoroughly know the activities of the employees subordinate to them

(D) high goal orientation

27. What does “make a decision” mean?

(A) Enumerate all possible alternatives

(IN) Enumerate several alternatives that provide the most effective solutions to the problem

(WITH) Give an order to select a possible alternative

+(D) give orders for the implementation of a specific plan

28. Which approach does not belong to well-known schools in management?

(A) Scientific management

(IN) Administration

+(C) New Economic Policy

29. Linear management organization allows us to formulate management structure, which is:

+(C) Stable and durable

30. Why did the USA become the homeland? modern management?

(A) No problems with origin or nationality

(IN) Support for the idea of ​​education for all, a huge labor market

(WITH) Formation of monopolies

31. The key factors in any management model are:

(IN) Means of production

32. What should the quality control system in a modern enterprise primarily rely on?

(A) To clearly defined standards and assumptions for specific processes

(IN) To assess product quality by workers during the production process

(WITH) To a strict control apparatus at the output of products

(D) to check finished products

33. Purpose classical school management was created

(A) Labor standardization methods

+(V) Universal control principle

(WITH) Terms labor activity workers

(D) methods of stimulating labor productivity

34. What is the main difference between preliminary, current and final control?

+(V) During implementation

35. The external environment of direct impact on the organization is:

(A) Shareholders, competitors, suppliers

(IN) Consumers, trading enterprises, local authorities

+(C) All of the above

(D) government agencies, local authorities

36. The process of delegation of authority involves the transfer of authority from a senior manager to subordinate managers to perform special tasks. What situation is typical for this process?

(A) Powers and responsibilities are transferred to a subordinate manager

(IN) Responsibility is transferred to a lower level manager

+(C) Powers are transferred to a subordinate manager, and the senior manager continues to bear all responsibility.

(D) a new manager of equal rank is appointed and all responsibility is transferred to him

37. What should be contained in the “Distribution of Responsibilities” document?

(A) Name of the position and department in which this position exists

(IN) All of the above

(WITH) Description of functions, responsibilities and rights performed

(D) relationships with management, colleagues and subordinates

38. “The Father of Scientific Management” is often called:

(IN) Frank and Lilian Gilbert - they identified seventeen main micro-movements of workers, calling them therbligs; and they also developed a method for analyzing micro-movements, which was based on a filmogram of the worker’s movements

+(C) F. Taylor - he tried to substantiate the daily work rate of a worker by methods of timing and studying his labor movements

(D) G. Gantt - he created a schedule that made it possible to plan, distribute and check work. This schedule was the predecessor of the PERT network planning system, which now uses computers. He is also famous for his system of financial incentives for completed tasks.

39. Why are methods of direct coercion and fear of punishment gradually replaced by methods of social coercion?

(A) It has become unprofitable to maintain a large staff

(IN) It is difficult to prepare a manager who can use them effectively

(WITH) The labor movement has achieved a certain protection of workers from direct coercion

+(D) the coercive mechanism no longer ensures the development of production

40. What is the optimal number of subordinates?

(A) The more subordinates, the easier it is to work

41. What factor does not determine the type of production system?

(IN) From marketing strategy

(WITH) From the type of product

+(D) from regional employment programs

42. The most difficult and expensive element of control is

(A) Selection of standards

(IN) Choosing the right unit of measurement

(WITH) Selection of criteria

43. Which informal forecasting method provides the most valuable information?

(A) Visual information

+(V) Industrial espionage

(WITH) Written information

(D) information on global networks

44. Small-scale or single production usually used in companies such as

(A) A group of people united by a common goal

(IN) A group of people who own the means of production

(WITH) A group of people whose activities are coordinated

+(D) group of people whose activities are consciously coordinated to achieve common goal

46. ​​Is management productive work?

(A) Yes, because management creates new value

(IN) No, it's just supervision and control.

(WITH) No, this is just the result of the contradiction between wage labor and the owner of the means of production

+(D) yes, since this type of activity is inevitable with a high level of specialization of production and is designed to ensure the integrity of the labor mechanism

47. The control system in an organization usually consists of

+(A) Preliminary, current and final

(IN) Current and final

(WITH) Preliminary and final

48. The objectives that can be used as standards for control are distinguished by the following:

(A) High moral level

+(V) Time frame, specific criterion

(WITH) Using indirect manifestations

49. Management is primarily concerned with systems.

(WITH) Closed and closed subsystems

(D) closed and open subsystems

50. What type of relationship corresponds to the relationship between the foreman and the workshop manager?

(A) Functional relationships

(IN) Material relations

+(C) Linear relationships

(D) management relations

51. What type of planning is used in production systems with continuous technological processes?

(A) Operational functional diagram

(IN) Fixed positional pattern

+(C) Linear flow diagram

(D) operational and positional schemes

52. From the listed points: 1. Development of clear, concise goals. 2. development of goals from the bottom up. 3. a realistic plan, ways of its implementation, monitoring and evaluation of results and control. 4. adjustment accepted plans, evaluation of results and control. To the main stages of management:

53. Maslow’s stages of motivation are

(A) Need for development and recognition

+(V) Need for development and recognition, social need and need for security, basic needs

(WITH) Social need and need for security

54. Which function is not inherent in the process approach to management according to Fayol?

(A) Work planning

(IN) Organization of work

+(C) Independence of managers' judgments in certain areas (programs)

55. What components are the organization’s tasks traditionally divided into?

(A) Work with people

(IN) Working with people and information

(WITH) Working with objects and people

+(D) working with people, working with people and information and working with objects and people

56. What sequence of priorities will allow the company to succeed:

+(A) People – products – profit

(IN) Profit – people – products

(WITH) Products – profit – people

57. What is the primary need for an employee to work successfully in a new place?

(A) Compliance with specialization

(IN) Fair reward

+(C) Social adaptation

58. The essence of the situational approach is:

(A) Knowledge of methods professional management proven to be effective; ability to foresee the consequences of applied techniques and concepts

(IN) Correct interpretation of the situation, identification of the most important factors

+(C) All of the above

(D) application of methods of action. causing the least negative effect in a given situation, ensuring maximum efficiency

59. Any enterprise, regardless of its legal form must have

(WITH) Facilities, equipment

(A) A sequence of actions to be taken in a specific situation that tends to recur

+(V) Ensuring that specific actions are performed in specific ways in a specific single situation

(WITH) Concretely formulated past experience

61. What main features should such a managerial archetype as a “leader” have?

(A) Ability to locate failure and take corrective action

(IN) Solving skills personality conflicts that arise during volitional decisions

(WITH) Be sociable

+(D) ability to communicate with people, the ability to recognize the potential of each person and interest him in fully using this potential

62. More often they resort to rotation in

63. What is most important function management?

(A) Getting maximum profit

(IN) Create conditions for the further successful functioning of the enterprise

(WITH) Minimizing tax payments

(D) conquering new markets

64. From the listed points: 1. analysis of the wage level survey. 2. conditions on the labor market. 3. productivity and profitability of the organization. The salary structure is determined using

65. What is the meaning of the word “risk” when making decisions?

(A) The degree of significance of the problem for general activities companies

(IN) The degree of influence of an incorrectly resolved problem on the manager’s career position

+(C) Level of certainty with which the outcome can be predicted

(D) level of abuse of one's powers

66. To be effective, control must be

(IN) Permanently active

67. Preliminary control of the organization’s financial resources is

(IN) Conclusion of the audit organization

(D) historical financial report

68. Why are methods of direct coercion and fear of punishment being replaced by methods of social coercion?

+(A) The coercive mechanism no longer ensures the development of production

(IN) It has become unprofitable to maintain a large staff

(WITH) It is difficult to prepare a manager capable of using them effectively

(D) the labor movement has achieved a certain protection of workers from direct coercion

69. What ability of a manager, according to McGregor, leads to success?

+(V) Predicting Human Behavior

(D) forecasting demand for products

70. What are the features of cybernation relative to automation?

+(A) Inclusion in the algorithm of the stage of using intelligence, i.e. the ability to solve informal problems and find a way out in unforeseen situations

(IN) Giving a machine the ability to think

(WITH) The use of electronic computer technology in combination with the stages " brainstorming» and expert assessments

(D) a qualitatively new level of technology and technology

71. What is called “sociotechnical systems”?

+(A) People involved in the production process

(WITH) Computer controlled machines

(D) computer systems replacing a certain number of workers

72. Identify the main stages of building an organization?

(A) Determining the nature of the work to be performed

(IN) Distribution of work between individual management positions

(WITH) Classification of management positions, construction of logical management groups on this basis

+(D) determining the nature of the work performed. Distribution of work between individual management positions. Classification of management positions, construction of logical management groups on this basis

73. From the listed points: 1. provides management with the information necessary for future planning; 2. comparison of actually obtained and required results; 3. promotes staff motivation. The functions of final control include:

74. What are the aspects of the human variable in the situational approach to management?

+(A) All of the above

(IN) behavior of individuals, behavior of people in groups

(WITH) The nature of the leader's behavior, the functioning of the manager as a leader

(D) manager's influence on the behavior of individuals and groups

(A) Long term strategy

+(V) Short term strategy

(WITH) Medium-term plan, results appear in 3-4 years

(D) medium-term plan, results appear in 1-2 years

76. The main components of the communication model are:

(A) Object, subject, interaction

+(V) Source, message, channel, recipient

(WITH) Object, subject, influence, feedback

(D) external environment, internal environment, interaction

77. What is the reason why verification of the result of a decision is required?

+(A) If the solution is good, you will know what to do in a similar situation; if it is bad, you will know what not to do.

(IN) Based on the accuracy of the solution implementation, it is possible to assess the qualifications of subordinates

(WITH) Checking the reliability of the administrative structure

(D) checking the reliability of the expert structure

78. The classical (administrative) school in management set as its goal

(A) Consideration of administrator as a profession

(IN) Coordination of the work of the financial apparatus at the enterprise with production and marketing

(WITH) Creating a new management style

+(D) creation of universal management principles

79. The purpose of control is

(A) Checking the implementation of the plan

(IN) Collection of statistical information

(WITH) Increased dependence of subordinates

+(D) providing management with information to adjust the plan

80. What condition prevents the emergence of a formal organization of people (according to Bernard)?

(A) Ability to communicate

(IN) Achieving a common goal

+(C) The desire for freedom of action

81. What is the principle of unity of control?

(A) Any employee (employee) can have only one manager

+(V) One person must bear full and absolute responsibility for the activities of the entire enterprise.

(WITH) Number of persons in effective management limited

(D) A group of managers is responsible for the work of the team

82. In what cases are qualitative forecasting methods used?

(A) Inability to obtain information by other methods

+(V) Lack of information obtained by quantitative forecasting methods

(WITH) The time available to resolve the problem is very limited

(D) in the absence of sufficient funds to make forecasts

83. Distinctive feature formal organization is

(A) Lack of unity in the actions of its members

(IN) Severe pressure on its members

(WITH) Availability of job descriptions and regulations

+(D) conscious coordination of the actions of two or more persons

84. An example of influence through reasonable faith is the attitude

(A) Worker with foreman

(IN) Peasant and landowner

+(C) Patient with attending physician

85. Procedure is

+(A) A sequence of actions to be taken in a specific situation that tends to recur

(IN) A sequence of specific actions that should be performed in a single specific situation

(WITH) Using past experience

(D) guaranteed implementation of specific actions

86. The ultimate goal management is

(A) Development of the technical and economic base of the company

+(V) Ensuring the profitability of the company

(WITH) Rational organization of production

(D) improving the qualifications and creative activity of the employee

87. How can influence through fear be used against skilled workers?

(A) Intimidation by salary reduction

(IN) Threat of dismissal

(WITH) Threat of demotion

+(D) intimidating the possibility of injury to self-esteem

88. The most common source of conflict when changing work rules and procedures is

(A) Infringing on someone's interests

+(V) The way management communicates new rules

(WITH) Reluctance of people to change the existing nature of work

(D) unclear purpose of these changes

89. For what purposes is brainstorming used in the decision-making process?

(A) Intensification of the thought process

(IN) Analysis of non-standard solutions

+(C) Identifying Alternatives

(D) involving all participants in the decision-making process

90. Which person should be chosen as a new employee in most cases?

(A) A person who is attractive to the leader due to his personal qualities

(IN) The person best qualified to perform the actual work of the position held.

(WITH) The candidate who appears most suitable for promotion

(D) a candidate who has great potential

91. Why is an excessive number of subordinates dangerous?

+(A) Loss of team control

(IN) Expansion of the bureaucracy

(WITH) Duplication of effort

92. The development of scientific management principles in the USA was facilitated by

(A) The Industry of Free Citizens

(IN) England support

+(C) Formation of large industries and enterprises

93. Which of the following communication roles performs the function of conveying messages in an organization?

94. What, according to Berchord, is the reason for the emergence of an informal organization?

(A) People's desire for chaos

(IN) Reluctance of the team to work

(WITH) Weakness of formal organization

+(D) need for protection from formal organization

95. The principle of the “Z” theory, which is a priority for increasing labor productivity -

(A) Refusal to layoffs

(IN) Personnel rotation

(WITH) Committed to ensuring the well-being of all employees

+(D) participation of both management and employees in making decisions regarding their work

96. The highest achievement of the school of scientific management is the development

(A) Methods of labor motivation

(IN) Methods of mathematical modeling

+(C) Workflow analysis

(D) ways of psychological compatibility of workers

97. Determine the principles underlying management?

(A) Unity of command, motivation, leadership, feedback

(IN) Science, responsibility, correct selection and placement of personnel

(WITH) Cost-effectiveness, feedback, unity of command, motivation

98. What type of authority would be most acceptable in a research group of highly qualified specialists?

99. When establishing governance structures, the following should be taken into account:

(A) How many levels of management may be required, how formal should interaction be?

(IN) Degree of centralization, whether all issues should be resolved by top management

(WITH) Complexity of organizational structure

+(D) number of management levels. The degree of formality of their interaction. Degree of centralism. Complexity of organizational structure

100. Factors influencing individual behavior and success of activities are:

+(A) All of the above

(IN) Mental and physical abilities, values ​​and attitudes

(D) values ​​and aspirations, needs

101. What components does management consist of?

(A) Strategic management, control

(IN) Operational management

(WITH) Control, operational management

102. The practice of management arose

(A) In the 20th century, during the industrialization of industry

(IN) Together with the creation of the School of Management by F. Taylor

+(C) Together with the grouping of people into organized groups, such as tribes

(D) along with the emergence of a systems approach

103. What is “motivation”?

(A) Conditions in which a person is forced to carry out a specific activity

+(V) A feeling of lack of something, having a specific focus and focused on achieving a goal (desire to do something)

(WITH) Forcing someone to do a certain activity

(D) making someone interested in a specific activity

104. Classification according to the type of interaction between an organization and a person includes:

(A) Traditional organization

105. Classification according to the type of interaction of the organization with the external environment includes:

106. Classification by type of interaction between departments in an organization includes:

107. What type of relationship is not typical for corporate culture in an organization?

(A) Monopoly and standardization in activities

(IN) Dominance of hierarchical power structures

+(C) The combination of competition and cooperation in the activities of workers

(D) majority or seniority principle in decision making

108. What features are not characteristic of the mechanistic type of organization?

(A) Narrow specialization in work

+(V) Ambitious responsibility

(WITH) Clear rights and responsibilities

109. Max Weber’s theory of bureaucracy substantiates the effectiveness of the distribution of powers in an organization according to the type:

110. Management is a science that studies

(A) Market relations

+(V) Management of intellectual, financial, raw materials and material resources

(WITH) Ways to finance the healthcare system

111. Do not apply to organizational documents

(A) States of institutions

(IN) Procedure and rules of activity

(WITH) Charters of institutions

+(D) sales announcements

112. The functions of the strategic management level do not include:

(A) Organization design

+(C) Raw material inventory accounting

113. The functions of the operational level of management do not include:

+(C) Organizational structure design

114. Participation is

(A) Distribution of profits due to productivity growth

(IN) Design and redesign of works

+(C) Involving employees in analyzing problems and their solutions

(D) production simulation method management decisions according to given rules

115. Organizational structure is

(A) The art of managing intellectual, financial, raw materials, material resources

(IN) Type of human activity aimed at satisfying needs through exchange

+(C) A management system that determines the composition, interaction and subordination of its elements

(D) a method for simulating the development of management decisions according to given rules in various production situations

116. One of the main functions of management is

(A) Monitoring the progress of production

(IN) Methodological support for decision making

(D) issuance of orders and instructions

117. Which of the following theories of motivation does not belong to substantive theories:

(A) Abraham Maslow's theory

+(V) Porter Lawler model

(WITH) Frederick Herzberg's theory

118. The process of motivating oneself and others to act to achieve personal goals or organizational goals is:

119. Performing work under duress or through economic incentives is:

(A) Motivation by status

+(V) Extrinsic motivation

(WITH) Motivation based on results

120. “When starting to perform this or that work, a person expects with a certain degree of probability that the efforts he expended will bring the necessary result, which also, with a certain degree of probability, should be noticed by the manager and rewarded accordingly.” This provision answers:

+(A) Vroom's expectancy theories

(IN) Porter Lawler's theories

(WITH) McClelland's theories of acquired needs

(D) Adams' theory of justice

APPROVED

at a meeting of the Department of General and Special Management

Questions for the exam in the discipline “Fundamentals of Management” for students of specialty 080507 – “Organization Management”

1. Stages of development of management theory and practice. 2

2. Principles of modern management. 3

3. Concepts of scientific and administrative management. Principles of A. Fayol. 4

4. School of human relations.

Behavioral Sciences. 5

6. The structure of the organization’s external environment and the significance of its consideration in a market economy. PEST analysis. 7

7. Modern Japanese management. 8

8. Modern American management. 9

9. Western European model of “soft” management. 10

10. Characteristics of mechanistic organizational structures and areas of their effective application. eleven

11. Concept life cycles organizations. 13

12. Management roles manager 14

13. Manager's limitations. 15

14. Organizational culture. 16

15. Cycle management control and its main stages. 17

16. Models and methods of management decisions. 18

17. Comparative analysis theories of motivation.

Porter–Lawler model. 19

18. Management team. Factors influencing team effectiveness. 21

19. Stages of team development. Types of management teams. 23

20. Leadership and power in the organization. Types of power and influence. 24

21. Leadership. Personal and behavioral concepts of leadership. 25

22. Situational leadership. 26 23. The essence of strategic management. Mission and

strategic goals

organizations. 27 24. Communications in organizations. Feedback. Sign language. 28. 29

25. The role of planning in

market economy

28. 26. Planning stages. Factors limiting planning capabilities. thirty 27. Management system by objectives. 31

Internal environment

organizations. SWOT analysis. 32

29. Creation of an organization (firm): the concept of organizational powers. Statuses and roles. Efficiency. 33

30. Staff, line powers in organizations and the scope of their effective application. 34 31. Change management. 35 32. Labor productivity problems:

A complex approach

. Reasons for the decline in labor productivity growth rates at the present stage. 36

33. Behavioral differences in national business cultures. 37

34. Modern interpretations of the role and content of management. 39

There are many approaches to defining the concept of “ment”. Men can be viewed as a process of managing people in organizations using specific ment functions. The manager is also the governing body on the project. According to Fayol, men-t is forecasting, planning, organization and leadership, coordination and control. According to Taylor, men-t is the art of imagining exactly what needs to be done and how to do it in the best and cheapest way. In modern times Literature distinguishes 2 approaches to defining the ment. On the one hand, management is the art of management, on the other hand, it is the science of management. The subject of management as a science is the economic mechanism of management, organizational management structures, marketing, personnel, information, corporate culture and everything that makes up the control system. The economic management mechanism is understood as the functions and processes of goal setting, planning, forecasting, organization, decision making, motivation, control and accounting in their entirety. These functions complement each other, revealing the essence of the ment.

Management as a science is a science of management that arose on the basis of practical activities in managing organizations and has its own subject of study, its own specific problems and approaches to solving them. The scientific basis of this discipline is the entire amount of knowledge about management, accumulated over hundreds of years of practice and presented in the form of concepts, theories, principles, methods and forms of management. Ment became an independent field of knowledge, a science, at the end of the 19th century. The date of birth of the ment is said to be 1911, when Taylor’s work “Principles of Scientific Management” was published. In fact, the science of management began to emerge a very long time ago.

Evolution of management thought

5000 BC - Ancient Sumerians - The appearance of cuneiform writing, the possibility of recording facts;

4000 BC - Ancient Egypt - Recognition of the need for planning, organization and control - the function of management (there was no motivation)

2600 BC - Ancient Egypt - Organization and management in conventional terms. decentralization

1792 BC - Ancient Babylon, Hammurabi - Hamurabi's laws: the use of witnesses and letters. sources for k-lya. Establishment of the minimum wage

1491 BC - Dr. Jews - Concept of organization (classical), scalar principle, principle of management by elimination

500 BC - Ancient China - Formulation of the principle of specialization

400 BC – Socrates - Recognition of the universality of exercise in all spheres of life: eco, gender, spiritual, social

350 BC – Plato - Specialization (each class should do its own thing)

325 BC - A. Makedonsky - Creation of headquarters

284 BC - Dr. Rome, Emperor Hyocletian - Delegation of powers (created a huge empire, which did not collapse immediately after his death - he did not rule it alone)

1436 – Venice - Accounting for production costs, checks and balances for control, assignment of numbers during inventory. Inventory and cost control

1515 - England, Thomas Moore - Analysis of the shortcomings of bad management, a call for increased specialization

1525 – Florence N. Machiavelli - Awareness of the meaning of mass consent, determination of the qualities of leadership

1776 – England, Adam Smith - The principle of specialization as applied to industrial workers

1800 – England, James Watt - Insurance of employees, mat. incentives, Christmas holidays and bonuses for employees

1810 – England, Robert Owen - Social programs, 10.5 hour day, education of workers and their children, construction of housing for workers, partial payment of disability.

1820 - England, James Mill - Analysis of people. Motivations

1911 – England, F. Taylor – the birth of management as a science.

Management exam questions:

1. The concepts of “management” and “governance”

2. Character traits and management stages

3. Goals and objectives of management

4. School of scientific management and process approach

5. Classical school of management

6. School of Human Relations and Behavioral Sciences

7. School of quantitative methods, systemic and situational approaches

8. National characteristics of management

The concept of "system"

9. Control system

10. Internal environment of the organization

11. External environment of the organization

12. System principles in management

13. Differences between traditional (analytical) and systematic approaches to management

14. The concept of “mission” of the organization and its meaning

15. Types of goals

16. Basic requirements for goals

17. Goal tree model

18. The concept of “management functions”, their definition and classification

19. Planning function

20. Organization as a management function

21. The importance of coordination in the activities of an economic entity

22. Motivation as a function of management

23. Control function

24. Specific control functions

25. The concept of “strategy” and “tactics” of management

26. Essence strategic management and its tasks

27. Strategies for concentrated and integrated growth

28. Diversified growth strategies

29. Reduction Strategies

30. Portfolio strategy and its characteristics

31. Business and operational strategies and their characteristics

32. Functional strategy and their characteristics

33. Management structure and its main elements

34. Types of organizational structures

35. Economic methods management

36. Organizational (organizational, administrative, administrative) methods of management

37. Social and psychological methods of management

38. The concept of “management decision”, its meaning and definition

39. Classification of management decisions

40. The main stages of the process of developing and making management decisions

41. Factors influencing management decision making

Management exam answers:

1. The concepts of “management” and “governance”

“Management” is a set of principles and methods, techniques and means of production and personnel management with the accumulation of achievements of science and management.

Management is essentially an analogue of the term “management”; it is its synonym, but not to the fullest extent.

“Management” is a broader term, as it applies to different types human activity (driving a car, driving a government, etc.). Management applies only to the management of socio-economic processes at the organizational level.

1. Characteristics and stages of management

Management features include economic, socio-psychological, legal, organizational and technical aspects.

3 stages of management:

1. strategic management is the development of goals, forecasting, as a prediction of the result of the development of the organization, planning.

2. operational management is the activity to implement the above measures

3. control - includes: analysis of achieved results, acts as the starting point of a new management cycle.

1. Goals and objectives of management

The goal of Management is to ensure the profitability of the organization, efficient use personnel potential while simultaneously improving the qualifications, creative activity and loyalty of each employee. This is a constant overcoming of risk, which requires the presence of certain reserve financial resources, providing managers with a certain degree of freedom and independence economic activity in order to quickly respond and adapt to changing conditions.

1. ensuring production automation
2. transition to using highly qualified workers
3. stimulating employee work
4. constant monitoring of the organization's performance

1. School of Scientific Management and Process Approach

(1885-1920 Taylor, Gilbert) - the systematic use of incentives to motivate workers to increase productivity. The possibility of interruptions in production was provided for, incl. for recreation, the amount of time allocated to perform certain tasks was realistic, which enabled management to set production standards. The importance of workers was recognized and the importance of training was emphasized.

Process approach - management as a continuous series of interrelated functions:

1. planning
2. organization
3. coordination
4. motivation
5. control

1. Classical school of management

(1920-1930 Fayol, Mooney) - The goal is to create universal management principles, following which undoubtedly leads the organization to success. These principles affected two main aspects: the development of a rational structure of the organization and the construction on its basis of a rational personnel management system, which is a bureaucratic model.

1. School of Human Relations and Behavioral Science

(1930-1950 Masslow, Mayo) - arose when it was discovered that clearly designed work operations and high salary did not always lead to increased productivity. If management shows greater concern for employees, then the level of satisfaction increases, and this leads to increased productivity.

Behavioral science (1950 Herzberg, Clelland) - these are methods for establishing interpersonal relationships, the desire to help employees understand their own capabilities. The goal is to increase the efficiency of the organization by increasing efficiency human resources, full use of the potential of each employee.

1. School of quantitative methods, systemic and situational approaches

(1950 Beer) - an interdisciplinary approach, when a specific problem is solved by a group of specialists in mathematical, statistical and social sciences. After setting the problem and formulating the task, a mathematical model the situation. The main characteristic of the school is the replacement of verbal reasoning and descriptive analysis with quantitative values.

Systematic approach - the organization is considered as a system of interconnected elements: - employees; - structure; - technology that is focused on achieving certain goals in a changing external environment.

Situational approach - focusing on what suits various methods control is determined by the specific situation, because available limited quantity factors and their combinations that determine the situation both in the organization itself and in environment, then there is no one-size-fits-all (best) way to manage an organization.

1. National characteristics of management

Western style: - individual responsibility, - there is no dedication of employees to their workplace, - business relationships are not combined with personal ones.

American style: - division of material motivation over moral, - strict system of subordination, - system of individual reward.

European style (England, Germany):- high discipline, - long-term operating strategy; - increased attention to research and development; - social orientation management.

East style: - intercompany relationships are built on trust; - high level of education of all employees; - understanding the joint contribution of employees to the development of production; - group responsibility.

Russian style: There is no national management model. It's a symbiosis. reasons for absence: - short period of development of market relations in the country; - mentality; - size of the country's territory; - multinationality; - the most profitable areas have been criminalized; - high taxes on individuals and legal entities.

1. The concept of "system" is a set of interactions between components.

Signs of the system: - complexity of the object, i.e. the presence of various components; - integrity of the object, i.e. the presence of certain connections between these parts that keep them in an integral state; - the object must form a special unity with the environment.

System parts: 1) subsystems- this component, which itself consists of parts;

2) elements- this is a component that cannot be divided into parts within a given system.

1. Control system

It can be defined as a subsystem of an organization whose components are groups of interacting people.

The functions are: - in perception certain problems organization (input), - in the subsequent execution of a set of actions (processes), - as a result of the execution of actions, a solution (output) is developed.

Input => process (operations) => output.

Subject of management - sends impulses of influence (commands) to the object, which contain information about how the control object (director, manager, chief accountant) should function.

Control object - receives these impulses and acts in accordance with them or in accordance with the current situation ( workers; processes- supply, production, marketing activities; resources- financial, informational, technological, material; results- financial, product quality).

1. Internal environment of the organization

It is a set of combinations of elements:

- structure- reflects the existing divisions of individual divisions in the organization, the connections between them (linear, functional, matrix, divisional);

- technology, which includes technical means and how they are combined and used to obtain the final product created by organizations is the subject of close attention from managers.

- organizational structure - consists of several components. Predominant values on which the organization is based, code of Conduct shared by employees of the organization, behavioral rituals expressed in the performance of certain ceremonies, use of certain signs.

Despite the wide variety of actions and processes, five groups of functional processes can be distinguished that cover the activities of any organization:

1) production; 2) finance; 3) marketing; 4) work with personnel; 5) accounting and analysis of economic activities (accounting).

1. External environment of the organization

All environmental factors can be divided into:

- factors of the general, external environment (macroenvironment) organizations that are not directly associated with a specific organization. The influence of these factors is more or less the same for many organizations, and is indirect. Legislative system, political factors, economic countries;

- factors in the immediate environment of the organization. Their influence is direct. Competitors, partners, legislation, consumers, state and local regulatory authorities, trade unions. Many of the factors in the immediate environment are probabilistic in nature and depend to some extent on the organization. However, there are factors that influence organizations regardless of their wishes.

1. System principles in management

Any organization is a system consisting of parts, each of which has its own goals. The manager must strive to identify and evaluate the interaction of all its parts and combine them on such a basis that will enable the organization as a whole to effectively achieve its goals.

Aspects of a manager's work:

1. strive to achieve efficient work the entire organization and prevent the influence of private interests of any element of the organization on the overall success;
2. must achieve this in conditions organizational environment, which always creates conflicting goals.

Organization like open system is in constant bilateral interaction with the external environment, i.e. takes resources, processes them and supplies them back in the form of goods and services. Openness is due to the fact that the organization must continuously maintain its status. This is because in addition to its goods and services, the organization has spillover effects on the environment and society (pollution, workers' strikes).

1. Differences between traditional (analytical) and systemic approaches to management

Traditional and systems approaches use both analysis (dividing a whole into parts) and synthesis (unification) - the differences lie in the combination of the sequence of these methods.

Stages of the traditional approach:

1. separation (analysis of what is to be explained).
2. explanation of the properties of parts taken separately.
3. Combining (synthesizing) these explanations into an explanation as a whole.

Stages of a systematic approach:

1. definition of the whole (system), of which the objects under study are a part
2. explanation of the properties of this whole
3. an explanation of the properties of the object under study in terms of its functions in this whole of which it is a part.

Those. at systematic approach synthesis precedes analysis.

Also, the differences between the approaches are based on the following systematic property:

If each part of the system is forced to function at maximum efficiency, the system as a whole will not, as a result, function at maximum efficiency (the whole is not equal to the sum of its parts).

1. The concept of “mission” of an organization and its meaning

A mission is a general goal that expresses aspirations for the future, showing where efforts will be directed and what values ​​will be a priority.

The mission is designed to solve the following tasks:

1. make explicit what the organization exists for
2. determine how the organization differs from all other organizations operating on the market
3. coordinate the interests of all persons associated with the organization (owner, staff, clients)
4. the ability to create a corporate spirit, including expanding the meaning and content of activities for the employee.

1. Types of goals

In order:

Short-term (up to 1 year)

Medium term (from 1 to 3)

Long-term (3 or more)

By importance:

- strategic- expansion of the market segment, a significant increase in the level of customer service, an increase in the amount of profit and the level of profitability, and a decrease in the level of economic risks.

- tactical- all intermediate states through which strategic goals are achieved. They must be realistic, consistent and prioritized.

Goals are also divided into:

- non-economic- social goals ( social package, improvement of working conditions)

- economic- expressed in terms of economic activity. Can be divided into quantitative(increase in sales, wages) and quality(improving product quality).

1. Basic requirements for goals

In management practice, there are SMART criteria that must meet the goals:

S - specific

M - measurement

A - achievement

R - significant

T - correlated with a specific period

This parameter defines requirements for goals such as: specificity, clarity, absence of ambiguous formulations; the goal must contain clear information for employees to clearly understand what is required of them.

1. Goal tree model

“Tree of goals” is a structured set of goals built on a hierarchical principle, in which the following are identified: the general goal - the top of the tree, subgoals of 1, 2 and subsequent levels subordinate to it.

Construction procedure:

1. determining the top of the tree - the overall goal of the organization (mission)
2. formation of subsequent levels in the area of ​​activity or decomposition of goals. Each subsequent level is formed in such a way as to ensure the achievement of the goal of a higher level.
3. Subgoals of one decomposition level are independent of each other.

The hierarchy of goals is directly related to the structure of the organization. The identification of levels of the hierarchy of goals is carried out both on the basis of the functional principle of management and on the product-market principle. Functional principles associated with grouping by content of activity: production, marketing, finance, etc. The commodity-market principle is based on association on the principle of joint production of any product, service certain group consumers, etc.

1. The concept of “management functions”, their definition and classification

A function in management is called a special type management activities with the help of which the subject of control influences the object.

Functions are divided into:

1. - part of the management process, characterized by a regular type of activity, is performed by managers at all levels. These include: planning, organization, coordination, motivation, control.
2. - the same as general ones, but only in a certain (special) field of activity: circulation, supply, production preparation.
3. - carried out by separate structural units (specialists): management of planning and economic activities, management accounting, management financial resources, operational management.

1. Scheduling function

Planning is a function concerned with determining the goals and objectives of an organization, as well as the resources needed to achieve these goals.

When planning you need to consider:

1) the principle of participation - every employee of the organization becomes a participant in planning activities, regardless of their position, that is, the planning process must involve all those whom it affects.

When planning, all events and situations that may be important for the development of the organization must be taken into account (completeness of planning)

1. cost-effectiveness of planning - planning costs must be in proportion to the benefits received from planning
2. continuity of planning

1. Organization as a management function

Organization as a function is directly related to formal relationships between people. The implementation of this function involves solving the following problems:

1. setting tasks and establishing criteria for their implementation
2. empowerment and resources. Basic elements: distribution of responsibilities, empowerment of the performer, delegation of powers.

Authority is the limited right to use an organization's resource and direct the efforts of some employees to perform certain tasks (in fact, command people).

1. establishing liability
2. organizational impact. This is a link in the work of a manager, which is justified and effective if the problems are clearly defined and developed. overall plan their decisions, executors are determined, etc.

1. The importance of coordination in the activities of an economic entity

Coordination is a management function that ensures its smoothness and continuity. the main task coordination - achieving consistency in the work of all parts of the organization by establishing rational communications between them. the nature of these connections depends on the coordinating processes. Therefore, to perform this function, various documentary sources can be used ( annual reports, office notes, reports). The result of discussions and problems that arise at meetings and planning meetings.

1. Motivation as a management function

The essence of motivation is that the organization’s personnel perform work in accordance with the rights and responsibilities delegated to them and with the management decisions made.

In a general sense, motivation is the process of motivating oneself and others to act in order to achieve certain goals.

1. Control function

Control is a systematic monitoring of the implementation of plans, tasks and results of economic activities, ensuring with the help of information feedback with a controlled object.

There are three main types of control: preliminary, current and final.

Preliminary control usually implemented in the form of specific policies, procedures and rules. First of all, it applies to labor, material and financial resources.

Current control carried out when work is already underway and is usually carried out in the form of control of the work of a subordinate by his immediate superior.

Final control carried out after the work is completed or the time allotted for it has expired.

1. Specific control functions

1. General (line) management carried out executives and specialists. Organization general meetings, accompaniment of superiors around the facility, trips outside the farm to meet the needs of the farm.

1. Management of planning and economic activities contributes to the implementation of work on analysis, planning, development of wage conditions, etc. It is led and carried out by economists.
2. Accounting and financial management performed by accountants, bookkeepers, cashiers, etc. Here is the salary calculation. fees, accounting, etc.
3. Personnel or labor resources management. This function is inherent to the inspector of the personnel department, the head of the personnel department in the unit documentation frames. They deal with transfers, dismissals, and hiring.
4. Operational management carried out by employees of the dispatch service, is associated with the implementation of work to regulate the progress of production and sales in accordance with the schedule, and involves constant monitoring of work in order to eliminate any deviations that arise.
5. Management of logistics and sales. All types of supply, sales and advertising work. This function is the deputy director for commercial issues, marketers, forwarding agents, storekeepers.
6. Construction and reconstruction management. All types of major repairs and construction work. This function is inherent to the foreman, head of the carpentry workshop
7. Technology management ensures the development of technologies and the compilation of models. Performed by industry specialists.
8. Technical Guide. Performed by engineers various directions. Repair, maintenance.
9. Housing and utilities management. Deputy director for housekeeping and everyday life, head of the canteen, commandant of dormitories, heating service.
10. Office management. Secretary-assistant, head of the clerical department, archivist.
11. Legal services management.

1. The concept of “strategy” and “tactics” of management

“Strategy is a long-term, qualitatively defined direction of development of an organization, relating to the scope, means and form of its activities, the system of relationships within the organization, as well as the position of the organization in the environment, leading the organization to its goals.” "An organization's strategy is general plan actions that determine the priorities of strategic objectives, resources and the sequence of steps to achieve strategic goals.”

At its core, strategy is a set of rules for decision-making that guide an organization in its activities. It includes general principles, on the basis of which managers of a given organization can make interrelated decisions designed to ensure the coordinated and orderly achievement of goals in the long term.

Tactics is a short-term strategy for achieving a goal, usually developed at the level of middle managers.

Characteristics of tactics:

1. Tactics are developed in development of strategy;
2. While strategy is almost always developed at the top levels of management, tactics are developed at the middle management level;
3. Tactics are designed for a shorter period of time than strategy;
4. While the results of strategy may not be fully discovered for several years, tactical results tend to manifest themselves very quickly and are easily correlated with specific actions.

1. The essence of strategic management and its tasks

Strategic management is focused on solving long-term problems, developing long-term plans, managing resources and large quantities of goods.

Strategic management is a continuous process. Once strategies have been implemented, they need to be monitored and their implementation assessed at certain periods.

Stages of strategic management:

1) strategic analysis(assessment of key impacts on the current and future position of the organization),

2) strategic choice (which directions strategic development seem most acceptable)

3) strategy implementation (implementation of the strategy that management intends to adhere to).

1. Strategies for concentrated and integrated growth

Concentrated Growth Strategies . This includes those strategies that are associated with changes in the product and (or) market and do not affect other elements. When following these strategies, a firm tries to improve its product or start producing a new one without changing its industry. As for the market, the company is looking for opportunities to improve its position in the existing market or move to a new market.

Integrated Growth Strategies . Typically, a company can resort to such strategies if it is in a strong business, cannot implement concentrated growth strategies, and at the same time, integrated growth does not contradict its long-term goals. A firm can pursue integrated growth, either by acquiring property or by expanding from within. In both cases, the position of the company within the industry changes.

1. Diversified Growth Strategies

These strategies are implemented in the case when the company cannot further develop at this market with a given product within a given industry.

The main strategies for diversified growth are the following:

. horizontal diversification strategy involves searching for growth opportunities in the existing market through new products, requiring new technology, different from the one I use

. conglomerate diversification strategy consists in the fact that the company expands through the production of new products that are technologically unrelated to those already produced, which are sold in new markets.

1. Reduction Strategies

They are implemented when a company needs to regroup forces after a long period of growth or due to the need to increase efficiency, when there are recessions and dramatic changes in the economy, such as, for example, structural restructuring, etc. In these cases, firms resort to targeted and planned production reduction strategies. The implementation of these strategies is often not painless for the company.

Types of reduction strategies:

The liquidation strategy is an extreme case of the downsizing strategy and is implemented when the firm cannot conduct further business;

The harvesting strategy involves abandoning a long-term view of the business in favor of maximizing income in the short term.

A downsizing strategy involves a firm closing or selling one of its divisions or businesses to effect a long-term change in the boundaries of its business.

The cost reduction strategy is quite close to the reduction strategy, since its main idea is to search for opportunities to reduce costs and carry out appropriate measures to reduce costs.

1. Portfolio strategy and its characteristics

Portfolio strategy is a portfolio of securities owned by a group of companies - a corporation, concern, conglomerate. The highest level of strategy. Portfolio strategy management is the management of all enterprises and organizations included in a corporation using securities.

1. Business and operational strategies and their characteristics

Business strategy at the level of individual firms included in a corporation or holding. The main task is to provide your company with long-term competitive advantage, which will allow you to achieve your goals and a high level of profitability.

1. developing the right corporate mission - business concept
2. development of the corporation's vision and goals - solving the problem of unity of vision and goals.
3. Development of measures to achieve strategic advantages - high and stable levels of income for companies.

Operational strategy refers to even more specific approaches to the management of key operating units of the company (sales departments, distribution centers, etc.) in solving daily routine tasks of strategic importance ( advertising campaigns, procurement of raw materials, inventory management, preventive maintenance, transportation of products, etc.).

1. Functional strategy and their characteristics

Functional strategy is carried out according to a management plan of action within a division or key functional area within the sphere of the company: marketing, production, finance, innovation, organizational changes, supply, personnel, etc. It specifies the details of the company’s business strategy by defining approaches, targeted actions and practical steps to ensure management of individual business units or functions. IN general view a separate functional strategy is a performance plan containing a description of the necessary actions to achieve the goals of the business and functional strategies.

1. Management structure and its main elements

Organizational structure- one of the main elements of organization management. It is characterized by the distribution of management goals and objectives between departments and employees of the organization. In essence, the management structure is an organizational form of division of labor for making and implementing management decisions.

Thus, the organizational structure of management must be understood as a set of management units located in strict subordination and ensuring the relationship between the control and managed systems.

In the management structure of the organization there are the following elements : links (departments), levels (stages) of management and communication - horizontal and vertical.

Management levels include structural units, as well as individual specialists performing the relevant management functions or part of them. Managers who regulate and coordinate the activities of several structural units should also be included in the management links.

The formation of a management level is based on the department's performance of a certain management function. The communications established between departments are horizontal in nature.

The management level is understood as a set of management units that occupy a certain level in an organization’s management systems. The levels of management are vertically dependent and subordinate to each other in the hierarchy: managers at a higher level of management make decisions that are specified and communicated to lower levels.

Organizational management structures are distinguished by a wide variety of forms, which are based on distinctive features, in particular the size of the organization’s production and commercial activities, production profile, degree of financial and economic independence, centralization (decentralization) of management, etc.

1. Types of Organizational Structures

1) Linear organizational management structure - This is the most common type of hierarchical (bureaucratic) structure.

A multi-level hierarchical management system in which a superior manager exercises sole management of the subordinate managers subordinate to him, and subordinate managers report to only one person - their immediate superior manager.

2) Functional management structure - e This principle assumes that the structure will be formed on the basis of dividing the organization according to the nature of the activities of the units. That is, management occurs for each resource separately: human resources are managed by the personnel service, scientific - by innovation, there are separate financial, accounting, marketing departments, security service, and so on.

3) Divisional (divisional) management structures - uh This principle of constructing an organizational structure is used in enterprises and organizations that have a wide profile of products or are distributed geographically.

4) Matrix structure Matrix structures are a kind of compromise between the project and linear-functional structure, and combine their advantages. This structure is a network structure built on the principle of double subordination of performers.

Economic management methods- a set of methods of influence by creating economic conditions, encouraging enterprise employees to act in the right direction and achieve solutions to the tasks assigned to them. Among the economic methods of influence, planning, financing, pricing, economic incentives and economic accounting stand out. The most common forms of direct economic influence on personnel are: economic calculations, material incentives and participation in profits through the acquisition of securities (shares, bonds) of the organization .

1. Organizational (organizational, administrative, administrative) management methods

Administrative and legal methods are ways of implementing managerial influences on personnel based on power relations, discipline and a system of administrative and legal penalties. There are five main methods of administrative and legal influence: organizational and administrative impact, disciplinary liability and collections, material liability and collections, administrative liability and penalties.

Organizational Impact based on the action of approved internal regulatory documents regulating the activities of personnel. These include: the organization’s charter, organizational structure and staffing table, regulations on divisions, collective agreement, job descriptions, rules internal regulations. These documents can be drawn up in the form of enterprise standards and must be put into effect by order of the head of the organization. Practical implementation organizational impact is largely determined by the level business culture organization, the desire of employees to work according to the rules prescribed by the administration.

Administrative influence is aimed at achieving the set management goals, compliance with the requirements of internal regulatory documents and maintaining the specified parameters of the management system through direct administrative regulation. Administrative influences include: orders, instructions, directions, instructions, labor regulation, coordination of work and control of execution.

1. Social and psychological methods of management

Social-psychological methods- these are ways of implementing managerial influences on personnel, based on the use of the laws of sociology and psychology. These methods are aimed at both groups of employees and individuals. According to the scale and methods of impact, they can be divided into: sociological, aimed at groups of employees in the process of their production interaction, and psychological, purposefully influencing the inner world of a particular person.

1. The concept of “managerial decision”, its meaning and definition

By decision we mean the choice of an alternative. A management decision is the choice of an alternative in the process of implementing basic management functions. A management decision is, first of all, the creative and volitional influence of the subject of management, based on knowledge of the objective laws of the functioning of the managed system and the analysis of management information about its condition, aimed at achieving the set goals.

A management decision has both features characteristic of all decisions made by a person, regardless of the field of activity (the presence of a conscious and purposeful choice), and special features characteristic specifically of decisions made in the management process

1. Classification of management decisions

Classification feature	Groups of management decisions
Recurrence rate of the problem	Traditional	Atypical
Significance of the goal	Strategic	Tactical
Sphere of influence	Global	Local
Duration of implementation	Long-term	Short term
Predicted consequences of decisions	Adjustable	Uncorrectable
Nature of information used	Deterministic	Probabilistic
Solution development method	Formalized	Unformalized
Number of selection criteria	Single-criteria	Multicriteria
Acceptance form	Sole proprietors	Collegiate
Method of fixing the solution	Documented	Undocumented

1. The main stages of the process of developing and making management decisions

Decision making process- a cyclical sequence of actions of a management subject aimed at resolving the problems of the organization and consisting in analyzing the situation, generating alternatives, selecting the best one and its implementation.

Process steps:

1. analysis of the situation
2. problem identification
3. defining selection criteria
4. development of an alternative
5. choosing the best alternative
6. agreement on the decision
7. implementation management
8. control and evaluation of results

1. Factors influencing management decision making

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Correct answers are in italics and +

1. Management is:

2. Management is:

A special type of activity that turns an unorganized crowd into an efficiently and purposefully working production group;

Achieving enterprise goals effectively and efficiently through managerial planning, organization and leadership.

3. Who is the founder of the classical school of management:

Ch. Babidge;

M. Weber;

F. Taylor.

4. The first textbook on management was written by the English entrepreneur M. Weber in:

Ch. Babidge;

M. Weber;

F. Taylor.

6. What types of division of labor are there for managers?

Functional;

Horizontal;

Vertical;

7. How many hierarchical levels of management are there?

8. Who belongs to the middle level of managers?

Deputies;

Heads of departments;

Group leaders.

9. Management functions are:

General, individual;

Group, specific;

Specific, extended;

There is no correct answer.

10. Select the right management functions:

Planning;

Coordination;

Distribution;

Stimulation;

All answers are correct.

Management tests with answers 2nd option

1. Planning is:

Management activities reflected in plans and fixing the future state of management at the current time;

Perspective orientation within the framework of recognizing development problems;

2. Formulate planning objectives:

Perspective orientation within the framework of recognizing development problems;

Ensuring the targeted development of the organization as a whole and all its divisions.

Creating a basis for effective control by comparing indicators.

3. The form of planning is:

Tactical;

Specific;

Promising.

4. The need for planning is to determine:

Final and intermediate goals;

Problems whose solution is necessary to achieve goals;

Means and methods for solving problems;

There is no correct answer.

5. What form of planning involves choosing means to achieve goals for a period from 1 to 5 years?

Promising;

Medium term;

Operational.

6. In what form of planning is the determination of activity goals for a period of more than 5 years carried out:

Promising;

Medium term;

Operational.

7. Organization is:

The process of planning, organizing, motivating and controlling necessary to formulate and achieve goals;

A special type of activity that turns an unorganized crowd into an efficiently and purposefully working production group;

It is a management activity through which the management system is adapted to achieve the objectives set during the planning stage.

8. The establishment of permanent and temporary connections between all divisions of the organization is carried out by the function:

Planning;

Organizations;

Control.

9. Select the basic principles of management organization:

Continuity;

Rhythm;

Reliability;

All answers are correct.

10. Functions of administrative and operational management:

Determining the structure of enterprises;

Periodic or continuous comparison;

Establishing responsibility.

Management tests 3rd option

1. Regulation is:

Management activities aimed at eliminating deviations from a given management mode;

The process of developing corrective measures and implementing adopted technologies;

Management function.

2. Principles of regulation:

Rationality;

Rhythm;

Reliability;

Credibility.

3. Regulation task:

Update scheduled tasks;

Ensuring that the organization achieves its goals in a timely and effective manner;

Adjustment of performance results;

4. Types of regulation:

Reactive;

Operating;

Proactive.

5. In what type of regulation is the problem seen as a potential opportunity:

Reactive;

Operating;

Proactive.

6. Name the stages of regulation:

Determination of the enterprise structure.

7. Give the correct definition of the coordination function:

Management activities that ensure consistency in the work of work units;

8. Name the functions of management:

Rhythm;

Motivation;

Legality;

9. Type of power a manager can use:

Expert;

Reference;

Legal;

All answers are correct.

10. Influence is:

Behavior of one person that makes a change in the behavior of another person;

A strong-willed relationship between people based on strength;

Convincing a person of something.

Tests on management theory tests with answers option 4

1. Name a form of influence that can induce a person to cooperate more closely:

Belief;

Compulsion;

Employee participation in management.

2. Control tasks:

Collection and systematization of information about the actual state of activity;

Assessment of the status and significance of the results obtained;

Development and decision making.

3. Analysis is:

This is a management activity that ensures the identification of the reasons for the deviation of the desired state of the system from the actual one and develops measures to eliminate the identified deficiencies;

Management activities aimed at eliminating deviations from a given management mode;

It is a management activity through which the management system is adapted to achieve the objectives set during the planning stage.

4. Who is the successor of Taylor’s theoretical work on management:

A. Fayolle;

Ch. Babidge;

M. Weber.

5. Name psychological management methods:

Method of professional selection;

Method of social rationing;

Method of humanization of work.

6. What techniques are used in psychological management methods?

Interview;

Observations.

7. Name social management methods:

Method of professional selection;

Method of social rationing;

Method of humanization of work.

8. Management is:

Achieving enterprise goals effectively and efficiently through managerial planning, organization and leadership.

The process of planning, organizing, motivating and controlling necessary to formulate and achieve goals;

A special type of activity that turns an unorganized crowd into an efficiently and purposefully working production group;

9. Name the stages of regulation:

Determination of the enterprise structure;

Information preparation for decision making;

Development and decision making;

10. Social methods controls:

Group management method;

Role change method;

Method of managing group phenomena;

All answers are correct.

Final test in management with answers:

1 Test. What is management?

1. A type of management science.

2. Leadership group.

3. Type of management activity.

4. This attitude develops in the process of management activities.

5. A set of principles, methods, forms and means of management, a special type of activity associated with the management of people, the skillful use of their labor and knowledge.

2. The objectives of management are:

1. Tactical.

2. Strategic

3. Operational

4. Maintaining the sustainability of the company and all its elements and its development.

5. Monitoring performance results and making adjustments.

3. Management functions are...

1. Types of management activities that ensure the formation of managerial influence.

2. Selected species management activities that increase management effectiveness.

3. Separate management processes aimed at increasing the productivity of subordinates.

Test No. 4. Management functions

1. Innovation management.

2. The optimal combination of centralized regulation and self-government.

3. Organization, planning, control, motivation.

4. Transfer of the company to a qualitatively new state.

5. Focus.

5. Test. The management process is...

1. Consistent implementation of management functions, specifically: planning, organization, motivation, control and regulation.

2. The sequence of certain completed stages, the implementation of which helps to ensure: the managerial influence of the management system on the managed one to achieve the goals of the organization.

3. Consistent implementation of management functions and methods.

4. Correct answers 1 and 3.

6. Select a concept related to management principles.

1. Unity of command and collegiality.

2. Organization.

3. Achieving the goal.

4. Planning.

7. Among the conditions listed below, select those that determine the success of the organization.

1. Availability of formal and informal organizations.

2. Entering the foreign market.

3. The ability to survive, be effective, and be practical.

4. Availability of modern technologies.

8. What is the main difference between formal and informal organizations.

1. In the number of members of organizations.

2. In contact with the external environment.

3. In the method of occurrence.

4. In relations between members of the organization.

9. Organization is:

1. A group of people who own certain resources.

2. A group of people who own certain resources, have common leadership and common goals.

3. A group of people whose activities are consciously, directed or spontaneously coordinated to achieve a specific goal.

4. A group of people who have common leadership.

10. Which of the following concepts relate to content goals?

1. Long-term.

3. Territorial.

4. Economic

11. Choose the correct answers:

1-B; 2-B; 3-A; 4-G

12. The function of the organization is based on the following categories:

1. Authority, responsibility, stimulation, delegation.

2. Authority, responsibility.

3. Authority, responsibility, delegation.

13. Powers are:

1. Entrusted to executive the obligation to carry out assigned tasks and ensure their positive solution.

2. Limited right to use warning resources and direct the efforts of subordinates to complete the task.

14. Responsibility is:

2. Restrictions on the right to use enterprise resources and direct the efforts of subordinates to complete the task.

3. Transfer of tasks and powers to a person who takes responsibility for their implementation.

15. Delegation is:

1. The duty assigned to the official is to fulfill the assigned tasks and ensure their positive solution.

2. Restrictions on the right to use enterprise resources and direct the efforts of subordinates to complete the task.

3. Transfer of tasks and powers to a person who takes responsibility for their implementation.

17. A management decision is:

1. Forms of influence on performers.

2. An organizational tool in the hands of management workers.

3. Creative activity to analyze a problem situation, choose the means to resolve it.

4. Permission.

18. Define the concepts:

1 – B; 2 – A; 3 – b; 4 – G.

Test No. 19. What qualities should a manager have?

1. Knowledge of the specialty.

2. Practicality of mind.

3. Sponsorship.

4. Love of reading fiction.

20. What do you understand by the word “group”.

1. The number of people traveling on one bus.

2. Individuals who have the same inclinations towards some process.

3. Two or more personalities that interact with each other.

4. A clearly defined number of people.

21. Who is a formal leader:

1. One of the group members who has the power of personal influence on others.

2. The leader of the team who uses the official power given to him.

3. Purposeful manager.

4. Chief specialist.

22. Groups of workers are divided into the following categories:

1. Formal and informal.

2. Simple and complex.

3. Open and closed.

23. Mark which of the following sentences are not signs of a team.

1. Availability of direct production connections.

2. The presence of high activity.

3. Psychological climate.

4. Common goals and objectives.

24. Name the causes of conflicts:

1. Psychological compatibility

2. Competition.

3. Work and rest schedules.

4. Collaboration.

25. The way to resolve conflicts:

1. Bonuses.

2. Compromise.

3. A trip to nature.

4. Public discussion.

26. Stress is:

1. Overload of the nervous system.

2. Absent-mindedness.

3. Vegetative-psychological state.

4. Dismissal from work.

1. Works a lot, demands it from others.

2. We work a lot ourselves.

3. Shares power with subordinates.

4. Appreciate your subordinates.

28 - Test. Leader of democratic leadership style.

1. Does not tolerate criticism.

2. Waits for instructions from above.

3. Avoids conflicts.

4. Collegially solves team problems.

29. Technology for making management decisions in the order of their resolution.

1. Approval.

2. Implementation.

3. Preparation.

30. What applies to methods of making management decisions:

1. Brainstorming.

2. Organization.

3. Formulation.

4. Form of control.