Management functions

The word function (from the Latin funcitio – execution, implementation) means a duty, type of activity, purpose, role.

The concept and meaning of management functions The management

process is a set of continuous, consistently performed, interrelated actions for the formation and use of the organization’s resources to achieve its goals. These activities are management functions. Thus, the management process is the sum total of all functions.

Management functions are relatively isolated areas of management activities that allow a certain impact on the management object in order to achieve the set task. Management functions follow from the content of the production process of the enterprise and are determined by the object, as well as the composition of the tasks to be solved.

Functions should have a clearly defined meaning, a developed implementation mechanism and a defined structure within which its organizational separation is completed. Content is understood as actions that should be carried out within a specific function.

The content of actions and functions carried out in the management process depends on the type of organization (administrative, public), the size and scope of its activities (production, education, trade, consumer services), the level of leadership in the management hierarchy (higher, middle or lower), its role within the organization (production, marketing, finance, personnel) and a number of other factors.

When the size and type of production changes, the management functions remain the same, only the amount of work to perform them changes. So, regardless of the size of the enterprise, a planning function is performed on each of them. In a large enterprise, a planning department can be created for its implementation, in a small one this function can be performed by one economist, and in small organizations these duties are assigned to one of the specialists in combination. As we move up from one management level to another, the volume of work per function increases, and therefore the number of employees performing it also increases. Thus, a unified system of bodies is created to perform each management function.

With the deepening of the division of labor, management as the only function is differentiated, there is a selection and isolation of specific types of management activities. The function is performed by a certain number of employees, each of whom, in the process of daily work, carries out separate types of work. Correct allocation of functions allows you to combine close and similar work in one management link. This simplifies the structure and facilitates the coordination of the activities of the functional units of the management apparatus of the enterprise, association.

Based on the composition and scope of work by function, they determine the rational structure of the management apparatus (departments, services, sectors) and the number of specialists for each function, develop organizational regulation documents (regulations on services, job descriptions, etc.). The functional separation of management processes and their classification are of decisive importance, since they determine the goals, objectives and areas of activity of the entire management apparatus.

Classification of management functions Management

functions, depending on the objectives of the study, are classified according to the following criteria: the

• content of the management process;
• belonging to the spheres of production and economic activity;
• the content of the work and operations performed within the management function (general management, specialized activities, maintenance);
• belonging to various types of managerial labor (production, economic, technological, organizational, etc.).

In social production, the functions of managing industry, agriculture, transport are distinguished; in the sphere of circulation – management of finance, trade, material and technical services.

Management functions are divided into general (universal) ones, which are suitable for various management processes, since they express the essence of management, as well as specific (special) functions that convey the content of management. The carriers of general functions are the entire control system as a whole, and specific ones are parts of the system that have a local, specific character.

General management functions – planning, organization, motivation, control, coordination, accounting and analysis are mandatory for all enterprises. Each of these functions is vital to the organization. At the same time, planning, as a management function, provides the basis for other functions and is considered the main one, and the functions of organization, regulation, motivation, control and accounting are focused on the implementation of tactical and strategic plans.

Planning is the main function of management, which provides for forecasting, defining goals, strategies, policies and tasks of a particular formation; means the conscious choice of deciding what to do, how, to whom and when.

Planning is that:

• a comprehensive analysis of the current situation in which the company is located;
• details of the established goals of the organization’s activities are ensured and bringing them to individual structural units and performers;
• the sequence and timing of the implementation of individual works are agreed;
• the composition of the required resources is determined;
• the composition of the projects being implemented is established;
• assignments are distributed among the participants;
• an action strategy is developed, the necessary plans and programs are drawn up.

The organization as a function of management is aimed at the formation of control and controlled systems, as well as connections and relationships between them, ensuring the orderliness of the technical, economic, socio-psychological and legal aspects of the activities of each enterprise.

With the help of this management function, the implementation of the established planning targets is ensured in order to implement the adopted development strategy of the enterprise. For this: the

• composition of the necessary resources and performers is established;
• assignments are distributed;
• the necessary resources are provided: personnel, finances, equipment, consumables, production facilities, etc .;
• the work of performers is coordinated in time;
• cooperation of participants is being established, control and mutual information is provided.

The implementation of the listed tasks is carried out by creating the organizational structure of the enterprise.

Thus, the function of the organization provides a rational combination in time and space of all elements of the production process in order to most effectively implement the adopted planning decisions.

Motivation is the process of motivating people to perform well in order to meet their needs and achieve the goals of an organization. With the help of this function, management creates working conditions at the enterprise, in which it becomes profitable and convenient for the entire team to work. For this, economic and moral stimulation of personnel is carried out and conditions are created for the manifestation of the creative potential of employees and their self-development.

Control is a system for monitoring and checking the compliance of the enterprise with established standards and other regulations, identifying deviations from decisions made and determining the reasons for their non-compliance. Control completes the management cycle and thus guarantees the efficiency of all other functions.

Control is necessary to detect and resolve problems that arise before they become serious problems. The control function is also used to stimulate successful performance. The control process consists of making adjustments in the event that the results achieved differ significantly from the established standards.

Coordination as a function of management is a process aimed at ensuring the proportional and harmonious development of various aspects (production, technical, financial, etc.) of an object at optimal cost of material, financial and labor resources. The purpose of coordination is to establish interaction in the work of various departments of the company, managers, specialists, as well as to eliminate interference and deviations from the specified operating mode.

The task of the coordination function is to achieve consistency in the work of all parts of the organization by establishing rational links (communications) between them. The nature of these connections can be very different, since it depends on the coordinated processes. The most commonly used are reports, interviews, meetings, computer communications, radio and television broadcasting, documents. With the help of these and other forms of communication, interaction between the subsystems of the organization is established, resources are maneuvered, the unity and coordination of all stages of the management process (planning, organization, motivation and control), as well as the actions of managers, is ensured.

Special functions of management

The functions of the enterprise management apparatus, which depend on the characteristics of the managed object, are called special or specific. In the context of industrial enterprises, the following special management functions are distinguished.

General line management of the enterprise and its production units

General line management of the company and its production units includes:

• solving issues of economic development and mobilization of workers for their implementation;
• control over the adopted strategic decisions;
• external links;
• organization of the work of collective management bodies (meetings of shareholders, board of directors, heads of on-farm cooperatives, etc.).

The functions of general management are performed by the heads of enterprises and institutions (their deputies), production units (foremen, foremen, farm managers), service units (heads of fur workshops and garages, construction brigades), as well as partially heads of a number of functional links. These functions are distinguished primarily by the level of management and are directly related to the hierarchical structure of the apparatus, which forms the basis of linear subordination.

Operational planning and production management

Operational planning and production management includes:

• development of operational plans;
• drawing up tasks;
• collection of information on the performance of work;
• distribution of material and labor resources;
• control and regulation of production;
• carrying out orders and dispatching meetings, developing operational decisions, monitoring the implementation of decisions made.

The fulfillment of this function consists in:

• ensuring the necessary coordination of actions of all links of the enterprise;
• implementation of operational planning of the enterprise and its departments;
• implementation of operational preparation of production (readiness of equipment, necessary materials, availability of labor);
• control over the implementation of the production program.

Particular attention should be paid to the consistency of the work of all services of the enterprise and the rapid elimination of existing disagreements.

This function is carried out mainly by the heads of production departments, employees of the dispatch service, as well as heads of enterprises and farms, chief specialists.

Technological preparation management Technological preparation

management ensures the development and implementation of advanced technology that contributes to the production of competitive products. To achieve this:

• technological processes are improved, technological maps, plans, instructions are drawn up;
• control over compliance with the technical and technological requirements for the production of products;
• applications for material and technical resources are made;
• nature conservation and preventive measures are carried out;
• best practices and training of personnel are studied.

Management of technical preparation of production, energy and transport services

Management of technical preparation of production, energy and transport services is carried out by engineering specialists. Their tasks include:

• ensuring the operational readiness of the relevant technical means and ensuring the main production with various types of equipment, energy, transport;
• timely implementation of the necessary repair work, calculation of the need for technical means, for spare parts;
• preparation of documentation for writing off machinery and equipment from the balance of the enterprise, providing workers with equipment and tools.

Forecasting and technical and economic planning

Forecasting and technical and economic planning are carried out mainly by specialists of the planning and economic service, as well as to some extent by the heads of enterprises and chief specialists. Their responsibilities include:

• development of long-term forecasts, the main sections of the business plan;
• feasibility study ofdirections investment;
• determination of the economic efficiency of technological and technical solutions;
• development of norms and standards for labor and wages;
• organization of control over the implementation of planned indicators and tasks;
• development of measures to stimulate the activities of workers.

High-quality performance of work on this function has a positive effect on the results of the enterprise.

Management of human resources and social development of the organization

Management of human resources and social development of the organization is carried out by heads and specialists of departments, as well as employees of the personnel department. This function includes:

• planning the need for personnel and their accounting, training, retraining and raising their qualifications, monitoring the state of labor discipline;
• holiday scheduling;
• certification of managers and specialists;
• promotion management;
• reporting on personnel;
• issuance of characteristics and certificates at the request of various organizations;
• creation of a favorable social and psychological climate in labor collectives.

Organization of labor and wages The

organization of labor and wages is dealt with by economists and the main directions of this function are:

• study and implementation of effective forms of organization and systems of remuneration;
• development of activities to motivate work in order to increase work productivity;
• calculation of bonuses and other remuneration;
• control over the correctness of the execution of contracts and calculations for them;
• rationing of all types of labor;
• development of prices;
• analysis of working time costs;
• control over the use of the payroll, assignment of classes and categories to employees;
• design of the management apparatus, expenses for its maintenance;
• development of regulations on structural divisions and job descriptions.

Procurement Management

This function is mainly performed by warehouse managers, freight forwarders, as well as chief specialists and managers. The main areas of their management activities are:

• drawing up applications and orders for materials and products;
• control over the execution of applications;
• drawing up fence cards;
• organization of storage facilities, development of product sales schedules;
• implementation of relationships with suppliers, procurement and trade organizations.

Marketing management Marketing

management is a new function in the management process, which is due to the formation of an adequate market mechanism for managing the production and marketing activities of the enterprise. Marketing management is provided by marketers and economists. The main areas of work: a

• comprehensive study of the market and consumer requirements;
• research on the dynamics of current and potential demand;
• market analysis;
• advertising of products and services;
• study of the relationship between product price and demand;
• analysis of the cost of products and channels for their sale;
• forecasting pricing policy;
• study of the most effective trading places;
• product assortment planning;
• development of a marketing plan.

At large enterprises, especially in industrial associations and agricultural holdings, it is recommended to create an independent marketing service, and in small organizations – to combine it with an economic or material sales service.

Management of capital construction and reconstruction

Management of capital construction and reconstruction – this function includes:

• development of plans for construction, installation and repair works;
• conclusion of contracts for work with contractors;
• control over construction and installation works, commissioning of production and other facilities;
• preparation of project documentation.

This function is performed by civil engineers, foremen, foremen, construction rationers.

Financial resources management and accounting

Financial resources management and accounting are carried out by the heads of the enterprise, accountants, bookkeepers, timekeepers, cashiers. Their main activities are:

• timely accounting of material values, output and production costs;
• implementation of the economy regime;
• drawing up a financial plan and calculating the need for funds;
• maintaining statistical reporting;
• management of fixed assets and working capital;
• analysis of the financial condition of the enterprise, its solvency and liquidity;
• control over the correct use of funds and production resources, accounts receivable and payable;
• conducting an optimal dividend policy;
• preparation of proposals to improve the financial stability of the enterprise.

Occupational health and safety

Occupational health and safety is carried out by occupational safety engineers, whose job responsibilities include:

• introductory safety briefing when hiring;
• recertification and acceptance of safety tests;
• control over compliance with legal regulations, safety regulations and industrial sanitation;
• investigation of industrial accidents;
• preparation of applications for special clothing and protective equipment;
• organization of medical examinations, preparation of quarterly and annual reports.

Control over the quality of labor and products

Control over the quality of labor and products is carried out by qualified specialists who:

• develop and improve an integrated quality management system at the enterprise;
• monitor compliance with the standards for manufactured and processed products;
• organize control and assess the quality of work;
• make proposals to stimulate labor.

Management of economic services and businessManagement of economic services and business

managementmanagement is carried out by the heads of the economy and cultural institutions, clerks, secretaries, who provide normal conditions for the performance of basic functions.

Office work ensures the registration and execution of documents, control over their passage and storage, receipt in the archive. This function in large organizations is performed by the office, in small – by the secretary.

Management of foreign economic activity

Management of foreign economic activity is carried out by specially trained highly qualified specialists who are engaged in:

• establishing foreign economic relations, searching for foreign investors and partners;
• negotiating, setting up joint ventures, developing leasing operations;
• expansion of export supplies and import operations, licensing of foreign economic activity;
• information support for heads of foreign economic activity.