Context characteristics. They help to quantify an organization including its size, technology and equipment, and the goals it pursues. Describe the external environment that influences and shapes organizations structural characteristics.

Context characteristics:

The size is characterized by the number of people.

· Technologies used by the organization, technology refers to the ways, tools and actions by which the organization transforms input data into output.

· Environment includes everything related to the organization but outside it.

Objectives and strategies

· Culture is a set of values, beliefs, attitudes and norms common to all employees.

15.Nature and characteristics of the group/team in the organization

FORMATION OF GROUP BEHAVIOR IN ORGANIZATION

1.? The nature and characteristics of the group.

A group is 2 or more persons who interact with each other in such a way that each person influences and is influenced by the other.

Education team is a term used in a wide range of activities to create and improve the performance of a team.

There are formal (created by the will of the management, 2 varieties: groups of leaders; teams) and informal (spontaneously formed group of people who regularly interact to achieve certain goals, 2 varieties: working or task group; committees) groups.

The characteristics of a team and a group are different because:

In a team, leadership is divided between its members, and in a group, as a rule, there is 1 pronounced leader.

In a team, personal responsibility is complemented by collective responsibility, and in a group, personal responsibility dominates.

In a team, products or services are the result of collective activity, and in a group they are individual.

The team discusses, makes decisions and implements it, and the groups discuss, decide and delegate the implementation of the decision.

A team is always a group, but not every group has a team spirit.

(see tax code)

Money, essence, functions.

1? Money, essence, functions.

Money - special kind a universal commodity used as a universal equivalent by means of which the value of all other commodities is expressed; - these are goods that have perfect liquidity; - an economic category in which relations between people are manifested and with the help of which they are built.

The issue is conditioned by the need to finance government spending and cover the budget deficit.

Quite often, an increase in the paper money supply means an excessive issuance of paper money, which leads to their depreciation, is usually manifested in the growth of inflation. The impairment may be related to an unfavorable balance of payments. It can also be associated with a depreciation of the national currency. Consequently, money is inherently unstable.

Money functions:

1. Measure of value. The value of a commodity expressed in money is the price. Price depends on supply and demand

2. The function of money as a medium of circulation. Money can be used to buy and sell goods and services.

3. The function of money as a means of payment. Money is used to sell goods on credit

4. Means of accumulation and savings. Money in this case, providing the owner with the receipt of any product, becomes the universal embodiment of social wealth. Cash reserves can be both short-term and long-term.

5. The function of world money. External trade relations are implied, international loans providing services to external partners.

Stocks and bods market.

RZB - economic relations between market participants regarding the issue and circulation of securities; - main part financial market generally.

Signs of the Central Bank:

2. Placed by issues

The concept and types of the Central Bank

Central Bank - a document of the established form and details, certifying property rights, the exercise or transfer of which is possible only upon its presentation.

Central Bank is an object civil rights the same as a thing, or rather movable property.

Signs of the Central Bank:

1. Secures property and non-property rights

2. Placed by issues

3. Has an equal volume and terms of exercising rights within one issue, regardless of the time of acquisition of the Central Bank.

A share is an issuing security that secures the rights of its owner to receive part of the JSC's profit in the form of dividends, to participate in the management of the JSC and part of the property remaining after its liquidation

A bond is an issuing security that secures the right of its holder to receive, from the issuer of the bond, within the period stipulated by it, its nominal value and the percentage of this value fixed in it or other property equivalent.

Issuer - entity or bodies of executive power or bodies of local self-government, bearing on their own behalf to the owners of the Central Bank, for the exercise of the rights enshrined by them.

Issue of securities - the sequence of actions of the issuer for the placement of issuing securities established by this federal legislation

Definition of an organization as a social object.

Organization as a social entity- a social group created for the purpose and the cat is controlled.

This is a group of people (two or more), whose activities are consciously coordinated to achieve a common goal or goals. The most significant characteristics of an organization are considered to be the following; specialization of each of its members in any labor operation, synchronicity and one direction. social organization always strives for stability, which is ensured by unity and strict hierarchy.

Subsystems of the organization

1). technological core- adaptation of the organization to the environment, relevance to society (market research, new product development, development department)

2). administrative support- smooth functioning of the organization (material and human resources)

technical support

3). top management- defines common goal and strategy

4). middle management- embodies major strategic decisions senior management coordinating the work of departments

The control subsystem consists of the following components:
Management and adoption of rules, canons of the organization;
Management of the internal environment of the organization;
Coordination and communication;
Making decisions.

The technical subsystem consists of the following components:
Working (production) process;
Division of labor;
Definition of authority;
Equipment / facilities;
Technologies; materials.

The human/social subsystem consists of the following components(or factors that determine the state of this subsystem):
Motivation and morality;;
Age/sex/nationality;
Physical aspect;
Religion/values;
Number of employees and availability human resources in general for the organization.

The political subsystem consists of the following components:
Formal channels of communication (communication, negotiations);
Informal channels of communication;
Organizational culture / management style / power and its sources;
Control over resources (in the sense of a source of power).

The control subsystem consists of the following components:
Information systems management structure;
Accounting / financial systems;
Performance criteria, efficiency
Reward system.


Contextual (5) and structural (6) characteristics of the organization, how they differ from each other.

Richard Daft divides the characteristics of organizations into two types - structural and contextual.

Structural characteristics make it possible to highlight the features internal structure organizations, describe them quantitatively and compare organizations with each other based on these descriptions:


1) formalization - the amount of written documentation used by the organization.
The documentation includes instructions, technical descriptions, orders and charter. These written
documents characterize the activities of the organization. Formalization is often measured with
by counting the number of pages of documentation that is used in the organization;

2) specialization - shows how the tasks of the organization are divided according to
professional mark. If specialization low, then the same worker can
perform a wide variety of duties. Specialization is sometimes called division of labor;

3) hierarchy of power - describes who in the organization reports to whom and the responsibility of each specialist. Hierarchy on the organization structure is indicated by vertical lines;

4) centralization - if the decision-makers are concentrated at the top levels of the hierarchy, then the organization is centralized; if decisions are made on more than low levels, then the organization is decentralized;

5) professionalism - the level of formal education and training of workers.
Professionalism is usually measured by the average number of years employees spend
organizations for their education.

Context characteristics describe the organization as a whole, including its size, the technology and equipment it uses, and the goals it pursues. They also describe the external environment that affects the organization and shapes its structural characteristics:

1) size - the size of the organization, i.e. the number of people working in it. Organization
we regard as open system, so the number of persons served will be
characterize the size of the organization;

2) technologies used by the organization - are tools, methods of action and
production, by which the organization transforms input data into products and services,
which it offers to consumers;

3) environment - these are the areas of the organization, customers, suppliers, financial environment and government;

4) goals and strategies - these are the objectives of the organization and the appropriate means of accomplishing them;

5) culture - a set of core values, beliefs, attitudes and norms that are common to all
workers. These core values ​​may apply ethics behavior, requirements for employees,
efficiency, customer service.

The listed structural and contextual characteristics can influence each other. These characteristics provide valuable information about the essence of the organization.

Contextual (5):

1). size L, M, S

2). technologies used in the organization

3). environment

4). goals and strategy of the organization

5). organizational culture

Structural (6):

1). formalization - the amount of written documentation that is used in the organization

2). specialization - how tasks of the organization are divided by prof. featured

3). hierarchy of power - the relationship of power in the organization; control range - how many people are subordinate to one boss

4). centralization - at what level of power decisions are made

5). professionalism - the level of organization and work of employees

6). staff ratio - the ratio of a particular group of employees to the total number

Structure of socio-economic organization

    The duality of understanding the structure.

    Structural variables and the mechanism of their influence on the nature of the integrity of the socio-economic organization.

    Components of organization size. Structural features of organizations of various sizes and their impact on the sustainability of the whole.

Duality of Understanding Structure

Structure economic organization can be defined in two ways. First, as a way of division of labor, which in turn determines role relationships. Secondly, the control system that evolves (structures shape people's work, but people's work also shapes (and reproduces) structure 9).

The essential elements of an economic organization should be understood as its contextual 10 and structural 11 characteristics.

Structural include:

    Relationships of system control objects (u-u)

    Division and cooperation of labor

    Formalization

    Professionalism

    Proportionality

Structural variables and the mechanism of their influence on the nature of the integrity of the socio-economic organization.

The relationship of the control elements of the organization. It should be noted that horizontal coordinators have little power but a lot of responsibility. They can solve the issues of coordination of interaction between departments of the organization mainly within the framework of partnerships, and not subordination. The main factors affecting the scale of work and the range of control are,

    Information Technology. Multifunctional Information Systems allow to improve not only information channels between elements, subsystems, but also the quality of management. The possibilities of the leader are expanding, and the norm of controllability is increasing. For example, G2 technology includes software products, allowing on-line to accumulate comprehensive information about the progress of work, to calculate scenarios for the development of events with a fairly high speed, evaluate their likelihood, automatically generate instructions and distribute them among the performers. The leader is freed from the need to perform routine procedures and expands his communication capabilities.

    Direct contact is the creation of a link. An employee who performs the function of a link is part of the staff of one unit and is responsible for communication with another unit. Or employees of related departments can directly exchange information (perhaps on the basis of improved standardization, automation of workplaces and high personal responsibility of performers).

    Temporary or permanent commands. Include employees of various departments, each team member represents the interests of his department and informs him about the decisions of the team. Effective for achieving temporary goals, for example, identifying problems and directions for their solution.

    Permanent integrator. The introduction of a special position or unit for coordinating interaction (for example, product manager, program manager). The permanent integrator does not belong to any of the related divisions. Such a manager is responsible for the cooperation of several departments.

Under division of labor is understood as the differentiation of people's activities in the process of joint labor, and cooperation is the joint participation of people in one or different, but interconnected labor processes or their groups, i.e. without cooperation. The division of labor on a qualitative basis implies the separation of types of work according to complexity (the level of requirements for special knowledge, skills, the duration of staff training, the specifics of the physical and personal characteristics of the employee). The division of labor on a quantitative basis provides proportionality between qualitatively different types of work.

Formalization is presented as a specific weight of documentation - "written rules", instructions fixed in writing and approved by the relevant leaders. Significant importance on the level of formalization of relations of an organization is affected by its size. The degree of formalization determines the level of uncertainty in the behavior of employees (flexibility), the proportion of clearly algorithmized procedures for performing work tasks (routine).

Professionalism- the level of formal education of employees (including determined by the number of years spent on vocational training). This aspect is important in terms of assessing the innovative potential of the organization, and therefore the degree of possible flexibility of its structure (to what extent it is possible to increase the range of control, the scale of responsibility).

Proportions by categories of personnel– share of core and support staff and by functional subgroups. One of the quantitative characteristics of proportionality is the "administrative coefficient" - the ratio of the number of managers to the total number of staff. Variations in these proportions make it possible to change the decision-making time and the time of its execution, and they themselves depend on the applied production and service technologies. Ratio specific gravity of various categories of personnel determines the scale of the structure and its configuration (volumetric characteristics - height, width of the base of hierarchical pyramids and volumetric characteristics of structures similar to other figures).

Components of organization size. Structural features of organizations of various sizes and their impact on the sustainability of the whole.

Organization size includes in general terms four components - production capacity, resources, so-called net assets and personnel. The characteristics of the assets and the level of sales characterize the size of the economic organization, but are not essential in building the structure as a mechanism for ensuring integrity. In this case, the characteristics of the social subsystem are important.

« ... large organizations, as a rule, are characterized by a more complex structure, a greater degree of differentiation (horizontally and vertically), and peculiarities in the field of communications. With high homogeneity of work carried out by various specialized units in large organizations, the "administrative ratio" (the proportion of administrative personnel to the total number of employees in the organization) is lower than with the homogeneity of work, which is reflected in the methods of coordination, communication and control. In addition, large organizations are usually more decentralized than small ones. At the same time, there is a direct relationship between the degree of formalization of relations in the organization and its size. 13 A large organization can have both a coherent structure and a clear-cut structure, this first of all depends on the characteristics of the external environment, and then on the organizational culture and technology. In stable external environment low speed feedback will not be a factor of disorganization and for large companies. At the same time, a large organization can have both a centralized way of making decisions and a relatively high speed. feedback in the case of a high level of automation of production and management.

It is possible to provide high feedback speed due to the decentralization of the decision-making process, therefore, low formalization, low specialization, high professionalism and a “flat” structure. To ensure the coordination of the interaction of a decentralized large organization, the dominant factor is the organizational culture and its manifestations such as employee loyalty to the organization, to owners and managers, a sense of responsibility that each employee feels for the fate of the entire team. Finally, the impact of the size of an organization on its structural characteristics is presented on Slide 38.

Consider the structural parameters of the CZN, which include:

1. Formalization makes behavior in an organization rational The structure is formal if the rules governing behavior are precisely and explicitly prescribed, regardless of the personal qualities of individuals and their position in the structure.

The formalization of an organization is how large the flow of written documentation is in it: descriptions of technologies, job descriptions, regulations and internal guidelines.

Due to this, it can be concluded that Novokuznetsk ESCs have a high level of formalization - at least several volumes of written rules and instructions regarding admission, registration, translation, provision of internal (regulatory) documentation, etc.

2. Specialization is the degree to which the solution to the problems of the organization is distributed among individual employees. If specialization is high, each worker solves only a narrow range of tasks; if it is low, the range of tasks solved by workers is wider. Sometimes specialization is correlated with the division of labor.

GKU TsNZ is an organization aimed at providing a narrow range of services, such as assisting citizens in finding suitable job, professional training, retraining and advanced training, etc. services that speak not only about the narrow specialization of the organization itself, but also about the work of its employees.

3. Standardization - it is the process of setting and applying standards.

The degree of standardization in the GKU TsNZ is at a fairly high level, which could be observed during the internship in this organization from the administrative documentation, which was made according to a unified standard.

4. Hierarchy of power (organizational structure) (see Appendix 1)

5. Centralization is a condition in which the right to make the most important decisions remains with higher levels management.

Based on the analysis of documents (regulation, job description, nomenclature of cases) regulating the activities of the office work service in the ESC of Novokuznetsk, we can conclude that this organization has a centralized structure. This is evidenced not only by the complex of documents studied, but also organizational structure GKU TsNZ.

6. Professionalism - high readiness to perform tasks professional activity. Professionalism makes it possible to achieve significant qualitative and quantitative results of labor at lower physical and mental costs, and this is based on the use of rational methods for performing work tasks. .



Contextual options:

1. Organization size. Determining the size of an organization is quite simple. In accordance with Russian standards, they are divided into small, medium and large. Based on the number of employees, as well as the narrow focus of the provision of services, we can say that the EPC belongs to medium-sized organizations.

2. Organizational technology characterizes the very essence of the production subsystem; it includes the main types of techniques for implementing the process of turning resources at the "input" into results - at the "output". Resources that await us at the "entrance": working staff, information about the labor market; main operations: psychological support, job fair, communication with the employer, training, retraining, advanced training; at the "exit": employed citizens, information, news, contacts.

3. Environment. The CZN is in a state of constant exchange with the external environment, thereby providing itself with the possibility of survival. But the resources of the external environment are not unlimited. And they are claimed by many other organizations (personnel services) located in the same environment. Therefore, there is always the possibility that the organization will not be able to obtain the necessary resources from the external environment. This can weaken its potential and lead to many negative consequences for the organization.

4. Goals and strategy educational institutions, as well as training, retraining, and advanced training for people who have not been working in their specialty for more than three years or who have decided to learn the basics of another profession. The task of strategic management is to ensure such interaction between the organization and the environment that would allow it to maintain its potential at the level necessary for achieve its goals, and thereby enable it to survive in long term. And so, in order to determine the strategy of the organization's behavior and implement this strategy, management must have an in-depth understanding of how internal environment organization, its potential and development trends, and about the external environment, its development trends and the place occupied by the organization in it. The CZN strategy is as follows: individual approach to the client; providing quality services; focus on establishing long-term partnerships with customers, the ethics of partnerships.



5. Organizational culture is basic set core values, beliefs, judgments and norms shared by employees. Values ​​may relate to ethics, employee commitment, performance, or customer service; it is a kind of cement that holds the people together in an organization. Organizational culture is not written down anywhere, but it can be seen in stories, ceremonies, clothing and office decoration. It performs the functions of internal integration and external adaptation of the organization. It defines the strategy of the organization, the goals and means of achieving them, as well as the criteria for effectiveness in achieving the intended goals. Thanks to organizational culture, the organization develops a common language and conceptual categories, criteria for gaining, retaining and losing power, rules of conduct, systems of rewards and punishments. The organizational culture provides closer communication between the members of the organization - the basic premises and theoretical provisions from which a particular person is repelled are common to all.

Organization life cycle stage

Life cycle organizations - a set of stages that an organization goes through during its functioning: birth, childhood, adolescence, early maturity, the prime of life, full maturity, aging, renewal.

Judging by the fact that the Center for Health Protection manages to maintain a stable position in the external environment and for more than forty years to maintain its position, it can be said with confidence that it is at the stage of maturity, as well as at the stage of formalization of activity.

The stage of formalization of activity is a period of stabilization of growth (development) (formalization of roles, stabilization of the structure, emphasis on efficiency). The organization comes to this stage with a baggage of past experience. Representations that have shown their adequacy and effectiveness are linked into a single picture of the world, covering various aspects of social life.

  • Geometric and kinematic parameters of chain transmission
  • Isotherms of real gas. Andrews experience. Critical parameters.
  • Historical formation and social parameters of criminal culture as a culture of social strata that oppose the legitimate social order.

    • Contextual parameters characterize the entire organization as a whole, including its size, technology, environment, and operational goals. They describe the environment in the organization that affects the structural parameters. Contextual parameters reflect both organizational characteristics and features of the environment within which the organization operates and within which structural parameters operate.

    1) Organizational technology

    Organizational technology characterizes the essence of the production subsystem.

    Services are provided in accordance with the rules for the provision of public catering services, which are approved by the Decree of the Government of the Russian Federation of August 15, 1997, as well as with the All-Russian classifier of public services OK 022-93 and GOST R 50764-99.

    All services of the enterprise have a certificate, a license for tobacco and alcohol products.

    Sanitary and epidemiological rules and regulations (SanPiN) for catering establishments:

    • Sanitary and epidemiological rules and regulations SanPiN 2.3.2.1078-01. Hygienic requirements for the safety and nutritional value of food products.
    • Sanitary and epidemiological rules and regulations SanPiN 2.3.2.1324-03. Hygienic requirements for the expiration date and storage conditions of food products (instead of SanPiN 42-123-4117-86).
    • Sanitary and epidemiological rules and regulations SanPiN 2.3.6.1079-01. Sanitary and epidemiological requirements for public catering organizations, the manufacture and turnover of food products and food raw materials in them (instead of SP 2.3.6.959-00 and SanPiN 42-123-5777-91).

    2) Environment

    The environment includes all elements that operate outside the boundaries of the organization. The key elements are represented by industry, government, consumers, suppliers, and the financial community. However, to the greatest extent, organizations are affected by such an important element of the environment as others - competing organizations.

    Russian market catering is growing at a very good pace. Analysts believe that the reason for this growth was the increased purchasing power of Russians. According to marketing research, with an average income of over $200, the need for the services of catering establishments increases sharply: all more people prefers to eat not "on the run", but to visit any cafes or eateries. Moreover, the main growth in turnover falls on the segment “ fast food"- the most affordable. At the peak of popularity and prosperity, the profitability of a small restaurant located in good location and with good cuisine, is quite high, and the profit does not fall below 30%.

    There is a clear trend towards the democratization of the restaurant business, where the main key points of management will be a low mark-up, fast and high-quality service and competent resource planning for establishments.

    Wealthy people are able to spend a certain amount of money on spending their leisure time outside the home. But the number of democratic restaurants for which demand is increasing is not enough to satisfy the needs of these people.

    As potential consumers services provided by the restaurant can be considered the entire population of Bryansk, who have an income of more than 6,000 rubles. per month, as well as tourists and guests of the city.

    Big influence suppliers contribute to the efficient operation of the organization. These include suppliers of products, kitchen equipment, furniture and others.

    The main competitors of the restaurant are: the restaurant "Cossack Farm", the tavern "Razgulay" and the cafe "Tsaritsa".

    3) Organizational goals and strategies

    The goals and objectives of the restaurant "Emperor" are:

    · creation of a new "niche" in the existing segment of the entertainment market in Bryansk;

    Receiving income on invested funds of at least 50% per year;

    Creation and promotion of the brand;

    Creation of a range of services that this moment offered in part by not many recreational facilities.

    4) Organizational culture

    Each organization has its own beliefs that have developed over time about how to manage, that is, how to organize the work of managerial and production staff, motivate and control him. The totality of these beliefs is organizational culture which is often not tangible and may not be declared.

    Restaurant "Imperator" is not a place where a visitor can just eat, people come there to enjoy unusual taste and the aroma of well-known and favorite dishes.

    The uniform of waiters and bartenders is an integral part of the interior of the restaurant.

    The waiter, approaching the table, greets the guests depending on the time of the visit with the words “ Good morning”, “Good afternoon” or “Good evening”.

    Consumers are served by specially trained personnel. big psychological impact music has on a person. It is no less important than a pleasant and cozy atmosphere in the hall, a beautiful interior. In the restaurant "Imperator" only music plays, which carries a positive charge to visitors.


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