Management. Educational aid

UDC 005

BBK 65.290

Sh53

Authors:

Shamis V.A. — Ph.D. of Psychological Sciences, Associate Professor

at the Department of Natural Sciences and Humanities, Financial University under the Government of the Russian Federation;

Levkin G.G. — Ph.D. of Veterinary Sciences, Associate Professor

at the Department of Economics of Transport, Logistics and Quality Management,

Omsk State University of Transport and Communications

Reviewer:

Legchilina E.Yu. — Doctor of Economics, Head of the Department

of Management, Marketing and Commerce, Omsk State Transport University

Shamis, Vitaly Alexandrovich.

Sh53 Management : educational aid / V.A. Shamis, G.G. Levkin. — Moscow : IPR Media, 2024. — 91 p. — Text: digital.

ISBN 978-5-4497-3806-6

The educational aid was prepared for methodological support of practical classes in management. It briefly examines general approaches to management, functions, methods and organizational structures of management, features of motivation and stimulation of management activities, and also contains cases, exercises and specific situations for the development of practical skills in the field of management.

Designed for undergraduates, graduate students and teachers of economic areas of training and specialties whose curricula include the study of the disciplines “Management” and “Fundamentals of Management”.

Educational digital edition

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INTRODUCTION

The teacher’s task is to select appropriate real material, and students must solve the problem posed and get the reaction of others to their actions. At the same time, you need to understand that various solutions to the problem are possible. Therefore, the teacher should help students reason, argue, and not impose their own opinion on them. Students must understand from the very beginning that the risk of making decisions lies with them, the teacher only explains the consequences of the risk of making rash decisions. The role of the teacher is to guide the conversation or discussion, for example, through problem questions, to control the work time, to encourage students to abandon superficial thinking, to involve all students in the group in the process of analyzing the case. From time to time, the teacher may summarize, explain, recall theoretical aspects, or make references to relevant literature. The technology of work using the case method is shown in table [1, p. 7].

Table

Preparation and training in case methods

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The main stages of analyzing a specific situation (case method):

1)analyze the situation — this means identifying what is happening and why, what can happen and why;

2)explain the situation;

3)evaluate the measures already taken;

4)discuss possible future actions and compare their possible effectiveness.

The case method helps develop the ability to analyze situations, evaluate alternatives, choose the best option and draw up a plan for its implementation. And if this approach is used many times during the educational cycle, then students develop a stable skill in solving practical problems.

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1. GENERAL APPROACHES TO MANAGEMENT

To ensure effective management of an organization, basic approaches to management are used.

When considering management, you need to study three approaches: process, system and situational.

In turn, the process approach focuses managers on the need to ensure organizational effectiveness through management functions within the management process. The essence of this approach is that management is viewed as a process. Any management function represents a specific process because it consists of a series of interrelated actions. The management process is the sum total of all functions.

We can say that with a systems approach, the organization is viewed as a system with goals and objectives, performance results, feedback, and external influences.

With the situational approach, management methods change depending on the current situation. The functioning of the organization is analyzed in various practical situations. The situational approach uses specific techniques that a manager uses to achieve organizational effectiveness.

Based on the general approaches to managing an organization, only the method that, in a specific situation, is most consistent with both the given situation and the characteristics of the organization’s management becomes successful.

SPECIFIC SITUATIONS

Situation 1. V. Ivanov was appointed as deputy director of the Vostok enterprise. His responsibilities include not only responsibility for product sales, but also for the production planning process. As a result of this situation, he has to experience great work overload, which affects both his health and the effectiveness of management decisions made. When the workload is heavy, the deputy director cannot pay enough attention to

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production planning, which leads to ineffective work performance and achievement of set goals.

What would you do as the director of this enterprise?

Situation 2. P. Petrov was appointed head of the Parus enterprise. He achieved good results in production activities, but as the areas of his work expanded, attention gradually switched to the external aspects of the organization, and the management of internal organizational affairs was reduced to orders. Ultimately, it turned out that not a single internal issue could be resolved by the company's employees without his direct participation. The manager does not have time to resolve some of the issues, and if he does this, he makes mistakes due to a misunderstood problem. Subordinates are forced to work while waiting for a manager's decision on current issues that they could decide themselves if they had the authority to do so. As these issues accumulate, the manager deals with them hastily, without much thought to the consequences.

What advice would you give as a consultant?

Situation 3. You have worked at a technical school as a deputy director for more than ten years. A year ago, the director was replaced, new one had never worked in this position, but is constantly trying to show everyone his superiority, although this is not at all true in terms of his performance indicators. As a result, staff turnover at the technical school has increased sharply.

Do you think it is possible to improve the current situation? If possible, then how?

Situation 4. The Master company was overwhelmed by a stream of complaints from the company’s employees about the labor evaluation system and its payment. The director decides that the best way out of the situation is “equal pay for all employees” (without taking into account differences in the quality of work and productivity).

Do you think this approach is legitimate in the current situation?

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