In modern conditions, the head is not able to single-handedly solve all emerging management problems, even those directly included in the circle of his official duties, since there are a lot of them, they are diverse and specific, and his knowledge, experience and available time are limited.
Therefore, while retaining the development of strategy, control and general management, he transfers the solution of less significant problems, the rights necessary for this and the responsibilities associated with them to subordinates who have the necessary knowledge, experience and are interested in taking part in management. As a result, within the framework of the management structure, there is a splitting and rational redistribution of rights, duties and responsibilities between its subjects.
This process, the principles of which were developed in the 1920s. domestic scientists P.M. Kerzhentsev, is now widely used in the West under the name "delegation of organizational authority and responsibility".
Above, we have already met with the concept of distribution of powers, but then it was about empowering posts , forming a management structure; in this case, the powers and responsibilities, by prior agreement, are transferred to individual whether tsam or teams.
The delegation of authority takes place not only on an official basis, but also mostly on a semi-official or even non-official basis, and implies the presence of a favorable moral and psychological climate in the team and mutual trust between leaders and performers. Delegation of authority is preceded by significant preparatory work, which must be carried out by the head. It consists in determining: for what, to whom, how to delegate authority? what benefits can be obtained for him, the subordinates themselves and the organization as a whole? what obstacles might arise? But the general approach is to delegate authority to the maximum number of employees in the most low floors of the management structure, where decisions are implemented in practice.
The delegation process begins with the classification of the problems facing the organization or unit, the compilation of a list of powers that can actually be delegated, the benefits and risks associated with this, the nature, abilities and moral qualities of subordinates.
To resolve the issue of delegation, foreign management experts recommend using the so-called eisenhower matrix, which greatly facilitates the leader's orientation in the situation (Fig. 11.1).
From the point of view of the need for control, delegated problems can be divided into the following types, requiring: current control over their results; ordinary control or self-control with periodic informing of the manager; special control in relation to certain moments; full control and not allowing deviations from the prescribed actions. In the penultimate case, powers are delegated selectively, and in the last case, they are not delegated at all.
The following types of authority are usually delegated:
Solving partial, highly specialized problems in which the performers know better than the leader and understand this perfectly well;
Implementation of preparatory work (generalization of the material, formulation of primary conclusions, writing of various projects), which in most cases is of a routine nature, but, nevertheless, makes it possible to demonstrate one's abilities;
Presence at various informational events, presentations, exchange of experience.
At the same time, rough and uninteresting work alternates with exciting, encouraging performers to improve their knowledge and skills, compete with each other, and achieve superiority. Ignoring these circumstances, constant interference in the process of independent activities of performers, their suppression, etc. lead to a sharp deterioration in the moral and psychological climate and undermine the very idea of delegation.
At the same time, under no circumstances are delegated: resolving problems associated with the development of the general policy of the organizationor divisions, as well as especially important and urgent, I supposeactions in critical situations or increasedrisk; general leadership; consideration of confidential matters,requests related to the promotion and punishment of employees.
Most often, powers are delegated to direct subordinates, and those, in agreement with the manager, transfer them further. These employees must be capable, competent in their field, have a penchant for organizational and managerial activities, the desire to excel in it and succeed. In addition, they must be committed to the goals of the organization and share the views of the leader, which allows them to be given appropriate credibility.
The process of delegation of authority is carefully planned based on the goals of the organization, usually separately for each task. If necessary, work schedules and control over its implementation are developed, instructions are created that define the boundaries of responsibility of subordinates who get acquainted with these documents in advance and make the necessary proposals and amendments to them.
Since the ability of people to exercise authority in certain specific situations cannot be clearly defined in advance, the delegation of authority is associated with a certain risk. However, this risk is justified, as it promises considerable benefits to all parties.
First of all, the delegation of authority brings decision-making closer to the place of their implementation, and therefore improves their quality and efficiency, prevents wasting time waiting for orders and instructions, which makes the management process as a whole more efficient.
Delegation of authority frees managers from many current affairs and allows them to tackle the global, most complex problems, and also makes it possible to more rationally distribute the workload among subordinates, identify possible successors among them who can replace them when they move up or retire.
Delegating authority to subordinates allows you to:
Use their existing abilities, knowledge, experience as productively as possible and acquire new ones;
Show initiative and independence;
Develop yourself as a person;
Demonstrate your own capabilities to others, increase your prestige in their eyes and create a “launching pad” for further career advancement;
Finally, just get more job satisfaction.
Thus, the delegation of authority has a number of positive consequences, both for the manager and for the performer. However, often both of them resist the delegation of authority.
Among the reasons for this are the following:
Excessive workload with current affairs, leaving no time to set tasks for subordinates and monitor their solution;
Failure to understand the importance of the problem of delegation of authority and the inability to correctly determine the object for delegation;
Distrust in the abilities of subordinates, fear of responsibility for their possible failures;
Unwillingness to part with your favorite business, to which many years have been given;
Finally, the fear of subordinates and conflicts with them.
Subordinates, in turn, can evade acceptance of authority. The most common reasons for not wanting to take on additional responsibility include:
Lack of faith in yourself, fear of making mistakes for which you will have to bear responsibility;
Lack of knowledge, incompetence in the issue assigned for development;
Lack of information, limiting the ability to perform the task qualitatively;
A formal approach to business on the part of the manager, that is, the so-called fictitious delegation - the transfer to a subordinate of those powers that he has long had.
The effectiveness of the process of delegation of authority is largely determined by a reasonable combination of interests of the organization or department, manager and performer. The interests of the organization are taken into account by observing the traditions existing there, the accepted standards and norms of activity, and eliminating the possibility of abuse of the powers received. The interests of managers and performers are ensured by a rational distribution of duties and responsibilities between them, as well as timely remuneration.
The leader must ensure the organizational side of the process of delegation of authority, for example, the priority provision of the necessary material resources, information, consultations and assistance in difficult situations. His duties also include the activation of performers and the protection of the powers granted to them from employees who usually violate them.
When distributing managerial powers in an organization, it is necessary to take into account a number of important circumstances that need to be mentioned.
The powers must be sufficient to achieve the goals facing the subject. Therefore, it should be remembered that goals are always primary and determine the amount of authority granted.
The powers of each entity must be linked with the powers of those with whom it has to cooperate in order to ensure their complementarity and, ultimately, the balance of the entire management system.
The authority in the organization must be clear, so that each employee knows: from whom he receives them, to whom he transfers, to whom he is responsible and who should answer to him.
Performers must independently solve all problems within their competence and be fully responsible for their activities and their results.
Powers in the management system are not always distributed evenly. For one reason or another, they can be concentrated mainly on the upper or lower levels of power. In this case, one can speak of centralization or decene trawling powers.
Degree of centralization of powers determined by the following circumstances:
costs associated with making a decision. The higher the cost of making a decision, the higher the degree of centralization of powers;
the task of ensuring the unity of the policy pursued in the organization;
the size of the organization. The larger the firm, the more difficult it is to coordinate activities within it. This leads to the emergence of predominantly horizontal ties and a weakening of centralization;
features of historical development and traditions in the company;
the character and outlook of senior leaders;
the nature of the activity. Some activities in themselves limit the possibility of centralization of powers, others, on the contrary, require it;
business dynamics - the higher it is, the higher should be the decentralization of management;
the availability of the necessary personnel;
external forces - state regulation, features of taxation, actions of trade unions, etc.
The advantages of centralized powers are manifested with the greatest force in the conditions of the existence of large enterprises that are engaged in the mass production of homogeneous products. They are as follows:
1) in strengthening the strategic direction of the management process and ensuring, if necessary, the concentration of resources in key areas of the organization;
in the elimination of duplication of management functions, which leads to significant savings in the corresponding costs (creation of a single plant management with the relevant functional units - planning, accounting and reporting, marketing, etc.);
in the concentration of the decision-making process in a single center, in the hands of those who better control the overall situation, have a greater outlook, experience and knowledge.
The centralization of powers also has a downside: it takes a lot of time to transfer information from the center to the executors. In addition, in the process of information movement, the original essence can be distorted, and part of it is lost. As a result, decisions are not made promptly, and the decisions made are implemented in practice inefficiently.
In modern conditions of significant complication of production and information processes, an increase in the number and degree of economic independence of the entities included in organizations, their significant territorial dispersion, the dynamism of market conditions, etc. significant autonomy of authorized persons in making relevant decisions.
Decentralization of management is accompanied by a number of negative consequences that must be taken into account in practice. First of all, decisions are local in nature, turn out to be ineffective or contradict the policy of the entire organization. The isolation of the decision-making process and its concentration on the lower floors of the management structure affect the interests of other departments and the organization as a whole.
Brief conclusions on the topic
Authority is a limited right and responsibility to use the resources of the organization, independently make decisions, give orders and carry out certain actions to manage the organization. The scale of authority concentrated on a particular level of management is determined by the complexity, importance and variety of problems being solved, the development of the communication system, the personal characteristics of leaders and the moral and psychological climate in the organization.
A multi-level management system in an organization gives rise to two main types of authority: linear and hardware, or staff. Linear - implemented through a chain of commands from top management down. Staff are advisory or service in nature. They are aimed at ensuring all activities to achieve the goals of the organization.
The powers are limited by the rules fixed in the documents of the organization, as well as environmental factors, such as laws.
The transfer of tasks, powers and responsibilities to subordinates is carried out by their delegation. However, it is rarely effective if the leader does not adhere to the principle of matching the scope of delegated authority to the scope of assigned responsibility.
The rights, duties and responsibilities of all employees of the organization should be fixed in job descriptions. This makes it possible to streamline the process of distribution of powers in many respects and achieve more efficient management technology at all levels.
The process of delegation begins with the classification of the problems facing the organization, the compilation of a list of powers that can realistically be delegated, the benefits and risks associated with this, as well as the abilities and moral qualities of subordinates. The effectiveness of the process of delegation of authority is largely determined by a reasonable combination of interests of both the organization or department, and the head and subordinates.
The uneven distribution of powers over the various "levels" of power makes it possible to judge the development of two opposite management processes. The first is connected with the centralization of power, the second - with decentralization. The degree of their development in management depends on a large number of internal and external factors in the organization's activities.
Often, the management of the company wants to transfer the performance of certain functions to one of its employees. Sometimes, if the organization does not have a legal service, such issues are resolved by the personnel officer. How to delegate powers correctly, to whom, in what form, with what documents to formalize their transfer, who will be responsible for the performance of delegated functions? We will answer these and some other questions in the article.
The concept of "delegation of authority"
Delegation of authority is the transfer of part of the manager's functions to other managers or employees in order to achieve specific goals of the organization. In most cases, it is used to improve and optimize the workflow, because people working on a specific problem understand the situation better than the manager, respectively, it is easier for them to find a way out and solve the existing problem.
Using the delegation of authority mechanism will allow:
Release the manager from the operational management of the process;
Increase staff motivation;
Increase the company's responsiveness to external factors;
Create a sustainable company structure.
Most managers are reluctant to hand over certain functions because they are afraid of losing control of the organization. However, delegation of authority is not a loss of control, but only a transfer of it to other persons.
The concept of "employer"
To begin with, let's figure out who can delegate certain powers. To do this, it is necessary to determine who exercises the rights and obligations on behalf of the employer in labor relations.
Quite often, the head of the organization is mistaken for the employer. But this is not true. The head (director, president, etc.) is also an employee who is a representative of the employer and can make certain decisions on his behalf, as well as sign the documents necessary for the organization to carry out its activities.
Article 20 of the Labor Code of the Russian Federation determines that the parties to labor relations are the employee and the employer. According to this article, an employer means an individual or legal entity (organization) that has entered into an employment relationship with an employee.
Employers - individuals are:
Individual entrepreneurs without forming a legal entity;
Private notaries, lawyers who have established law offices, and other persons whose professional activities are subject to licensing or state registration;
Citizens employing workers for personal service and housekeeping.
To determine the legal entity, we turn to Art. 48 of the Civil Code of the Russian Federation, since this concept is not disclosed in labor legislation: an organization is recognized as a legal entity that owns, manages or manages separate property and is liable for its obligations with this property, can, on its own behalf, acquire and exercise property and personal non-property rights, bear obligations, be a plaintiff and a defendant in court. Legal entities must have an independent balance sheet or estimate.
Among employers, in addition to legal entities and individuals, another entity is named, endowed in cases established by law with the right to conclude employment contracts. Such a subject may be, for example, a local government, if it is indicated in the federal law. Sometimes branches and representative offices of an organization are included in such entities, but this is a mistake, since neither one nor the other is a legal entity (Article 55 of the Civil Code of the Russian Federation). Even if the head of a branch or representative office is given a power of attorney to hire and dismiss employees, neither the branch nor the representative office will be employers. The employer in relation to the employees of the branch, representative office is a legal entity, on behalf of which the head of the branch, representative office exercises the authority to conclude an employment contract and terminate it. If the head of a branch or representative office is not authorized to hire, labor relations with employees arise on the basis of an employment contract concluded by the legal entity itself.
What powers and who can delegate?
The rights and obligations of the employer under Art. 20 of the Labor Code of the Russian Federation in labor relations have:
An individual who is an employer;
Management bodies of a legal entity (organization) or persons authorized by them in the manner prescribed by the Labor Code of the Russian Federation, other federal laws and other regulatory legal acts of the Russian Federation, constituent documents of a legal entity (organization) and local regulations.
With an employer - an individual, everything is more or less clear: he acts without a representative, independently adopts local regulations, maintains work books, provides working conditions, etc. But let's dwell on the management bodies of the organization in more detail.
The definition of the governing body of an organization depends on its organizational and legal form and the law governing its activities. The most common are a limited liability company, a joint-stock company (open or closed). For example, in accordance with the Federal Law of February 8, 1998 N 14-FZ "On Limited Liability Companies", the executive body of the company (general director, president, etc.) is elected by the general meeting of the company's participants. At the same time, this Law spells out in sufficient detail the rights and obligations of the executive bodies for the implementation of labor rights and obligations. Based on Art. 40 of the said Law, the sole executive body of the company:
Acts on behalf of the company without a power of attorney, including representing its interests and making transactions;
Issues powers of attorney for the right of representation on behalf of the company, including powers of attorney with the right of substitution;
Issues orders on the appointment of employees of the company, on their transfer and dismissal, applies incentive measures and imposes disciplinary sanctions;
Exercises other powers not assigned by the Law or the charter of the company to the competence of the general meeting of participants in the company, the board of directors (supervisory board) of the company and the collegial executive body of the company.
Similar provisions are also contained in the Federal Law of December 26, 1995 N 208-FZ "On Joint Stock Companies".
Some laws define the executive body differently. In particular, by virtue of the Federal Law of December 8, 1995 N 193-FZ "On Agricultural Cooperation", this is the chairman of the cooperative, and according to the Federal Law of August 22, 1996 N 125-FZ "On Higher and Postgraduate Professional Education" - the rector. In any case, this is an individual who, in accordance with the constituent documents, local regulations, laws and the Labor Code of the Russian Federation, manages the organization. For consistency, we will call him the leader.
Note. Usually specialized activities, routine work, private issues of activity, preparatory work (projects, etc.) are delegated.
What rights and obligations do managers have in relation to their employees? Article 22 of the Labor Code of the Russian Federation establishes that the employer (as well as his representative) is obliged:
Comply with labor legislation and other regulatory legal acts containing labor law norms, local regulations, terms of the collective agreement, agreements and employment contracts;
Provide employees with work stipulated by the employment contract;
Ensure safety and working conditions that comply with state regulatory requirements for labor protection;
Provide employees with equipment, tools, technical documentation and other means necessary for the performance of their labor duties;
Provide employees with equal pay for work of equal value;
Pay in full the wages due to employees on time;
To acquaint employees against signature with the adopted local regulations directly related to their work activities;
Provide for the everyday needs of employees related to the performance of their labor duties, etc.
The manager has the right to sign collective and labor agreements on behalf of the employer, make decisions, act on behalf of the employer without a power of attorney, and also perform other actions permitted by federal laws, regulations and labor legislation.
Since the range of rights and obligations of the head is quite voluminous, he can delegate some of his powers to other persons. However, such a transfer must be properly executed.
In practice, the representation of the head on certain issues is entrusted to employees belonging to the so-called administration. Sometimes the possibility of delegation is prescribed in the employment contract with the head, sometimes it is provided for by the constituent documents of the organization. For example, this can be done with the following phrase: "The rights and obligations of the employer in labor relations with employees are carried out by the general director, who, by his order (order), can delegate the exercise of these rights and obligations to the head of the personnel department."
For example, an HR manager can be delegated the right to:
Conclude an agreement. At the same time, the manager who has the right to sign the contract does not read it and signs it automatically;
Sign an agreement. According to the constituent documents of the organization, this right belongs to the head, however, some of them, by orders of the organization, delegate the right to sign contracts to their deputies (for the HR manager, these may be contracts for employee training);
Manage money. In some organizations, departmental budgets exist and department heads have the right to manage this budget on their own;
Select an external trainer (organization) to conduct the training.
Quite often, the authority to hire and dismiss employees, sign employment contracts and orders is transferred to the head of a branch or representative office of an organization. In some cases, the company may need to transfer only part of the authority of the head, that is, the execution of only certain actions by responsible persons. For example, the head of an organization can delegate the authority to approve job descriptions and regulations for small structural units (sector, department within a department or department) to the relevant heads of departments or departments. It is best to delegate such powers in a local regulatory act, for example, internal labor regulations.
Is it possible to transfer powers to third parties, for example, under a civil law contract?
Yes, sometimes the leadership of the organization can be transferred to third-party managers:
Manager - an individual entrepreneur (they act in the same way as ordinary managers, without a power of attorney, within the competence determined by law, other regulatory legal acts, the charter, local regulations and the concluded agreement);
Management organization (realizes the powers transferred to it to manage the company through its employees, for which it issues a power of attorney, in which it authorizes its employee to represent the interests of the employer in labor and other directly related relations);
To the arbitration manager (in the event of bankruptcy procedures being carried out in relation to the organization (Federal Law of October 26, 2002 N 127-FZ "On Insolvency (Bankruptcy)").
Rules for the transfer of authority to subordinates
For delegation to be successful, it is necessary to draw up a list of tasks that are transferred to subordinates. Careful consideration should be given to whom and what rights and obligations will be transferred. At the same time, it is necessary to try to ensure that the assigned tasks are not only successfully performed by the employee, but also contribute to his career growth.
In addition, the responsible person to whom certain functions will be transferred must:
Explain what results the leader expects;
Tell what documents the performer should familiarize with;
Establish deadlines for completing assignments and reporting procedures.
Having delegated authority, one should not exclude control over the execution of the order. Moreover, the transfer of authority does not relieve the manager of responsibility for the results of work.
Preparation of documents on delegation of authority
In practice, the indication of specific persons to whom rights and obligations are transferred is inconvenient in local regulations, since when they are dismissed or a decision is made to delegate powers to another employee, each time they will have to make changes to the act. And it is simply necessary to indicate the specific person to whom the delegation is carried out. The most convenient option, in our opinion, in this case is the issuance of an appropriate order.
In some organizations, the delegation procedure is not fixed in the local regulatory act, prescribing the transfer of the rights and obligations of the employer only in the order. However, the requirements of Part 6 of Art. 20 of the Labor Code of the Russian Federation, where local regulations are mentioned, and not orders.
If the transferred powers allow representing the employer in relations with third parties, a power of attorney is required in addition to the order. In this case, the preambles of the agreements will indicate that the authorized person acts on the basis of a power of attorney, indicating its details - date and number.
Delegation Mechanism
So, in order for the transfer of powers to take place and be competent, before the transfer, you need to check the constituent documents of the organization. For example, if the charter specifies that the powers to sign contracts with employees and issue orders are the exclusive competence of the general director and cannot be transferred to a deputy director or another person, delegation of these rights is impossible without amending such a charter.
If the charter allows delegation of authority, its procedure must be fixed in a local regulatory act. In addition, changes should be made to the director's employment contract, where it is necessary to list the powers that can be transferred to other employees. It is also necessary to amend the employment contract and (or) the job description of the employee to whom certain rights and obligations are delegated (specify them).
The transfer of authority, as we said, must be formalized by order. It is necessary to familiarize with it the employee to whom certain functions are delegated, as well as other persons who may be affected by this delegation. For example, with an order to delegate the right to sign certain documents, it is imperative to familiarize the accountant so that he knows under whose signature, in addition to the signature of the director, documents can be accepted for accounting.
Among other things, the director issues a power of attorney to an authorized person to perform certain actions.
Summarize
As you can see, the delegation process is quite complicated, since it is necessary to take into account the provisions of laws, regulations, constituent documents. In addition, documents should be carefully prepared: orders, powers of attorney, changes to employment contracts, and maybe internal labor regulations. But no matter how difficult this mechanism may seem, the leader should master it in order to get rid of the routine and devote time to solving strategic problems.
The effective work of the company is the merit of the entire working team. If in such an organization each employee copes with the tasks set, and at the same time can take on the work of a higher manager, success is obvious. Let's try to find out what are the principles of delegation of authority and what delegation is in .
What is delegation of authority?
Not every leader knows what delegation is. Under the delegation of authority, it is customary to understand the process of transferring part of the functions of the manager to other managers or employees in order to fulfill certain tasks of the organization. It is used both to improve and optimize the workforce of the manager. It is customary to single out opposing concepts of the process by which powers can be transferred. This is a classic concept, and also the concept of taking authority.
The Psychology of Delegation
In enterprises and organizations, delegation of authority is the process of transferring the leaders of some part of their work to others. Such delegation can be psychologically justified if:
- The manager is overburdened with work and cannot solve the problem on his own.
- By transferring work to employees, the manager will have more time to solve very important issues that can only be solved by him.
- Subordinate employees have developed managerial readiness and there is a need to involve them in the preparation and adoption of important managerial decisions.
However, sometimes the following errors are made during the delegation process:
- Delegation of authority without assigning certain responsibilities to employees.
- The process of transferring part of the work contrary to the job responsibilities of employees.
- Delegation of responsibility without authority.
How is delegation different from task setting?
Often, managers mistake such concepts as delegation and task setting for the same thing, although in reality these two functions are different from each other. So, the essence of delegation is the process of transferring a certain part of the work from the leader to subordinates. As for the setting of tasks, here we are talking about the necessary work that relates to the official duties of the employee.
Advantages and disadvantages of delegation
Before handing over your work to a subordinate, it is important to think about the consequences, as delegation of authority has its advantages and disadvantages. Obviously, it motivates employees to work even more productively and strive for career growth. In addition, delegation in management is economically very beneficial for the enterprise. However, at the same time, managers must understand that by transferring their work to subordinates, they run the risk of missing deadlines and incurring responsibility for this to higher management.
Benefits of delegation of authority
There are such advantages of delegation:
- The process of transferring work to subordinates is an effective method of motivation. So, if the leader transfers his work to the subordinate, thereby he increases his responsibility and increase productivity.
- This process is a very good way to improve the skills of employees. If a person performs a new job for him, this will stimulate him to master an unfamiliar field of activity and further use the acquired knowledge and experience.
- Delegation of authority is a huge incentive in the work of subordinates who feel like masters in certain areas of work. Over time, this teaches self-reliance and prepares people for moving to high positions.
- The process of transferring work to subordinates saves the company money.
- Delegation is an excellent way to speed up certain processes. The manager cannot and should not understand everything. It is advisable to transfer such tasks to subordinates.
- This process is a great chance to focus on more meaningful and complex tasks. So, when a manager shifts routine work to his subordinates, he thereby frees up time for solving important issues and implementing priority projects.
Disadvantages of Delegation
Such a process as delegation of authority in an organization has the following disadvantages:
- When transferring his duties to employees, the manager cannot be sure of the proper quality of performance. For this reason, the main task here will be the selection of a competent specialist in this matter.
- The likelihood that an employee may not be able to cope with the assigned tasks. When setting deadlines, it is important to leave a few days for possible force majeure.
- In any case, the manager will bear responsibility for the completed or not completed task. Although a certain part of the responsibility lies with the employee, the manager, and not the subordinate, will have to report for the task not completed on time.
- The probability that a subordinate performs a given task better than the leader.
Delegation of authority in management
Delegation of powers in the work of a manager pursues its goals:
- Freeing up the time of the delegator in order to solve problems in which it is more difficult, or cannot be replaced at all.
- Increase the motivation of those who are delegated authority.
- Increase trust in the work team.
- Check subordinates for performance.
In the theories of democratic governance, delegation is understood to mean that each person has the authority by birthright, or in accordance with civil rights. Citizens can delegate these powers during the election process in order to perform specific tasks that require specialization and competence, including management skills.
Delegation Goals
I distinguish the following goals of delegation of authority:
- Increase the performance of subordinates.
- Reduce the workload of managers, free them from routine work and create the most acceptable conditions for solving both strategic and long-term managerial tasks. In this case, to delegate is to deal with the turnover.
- Train promising employees and form a talent pool in the future.
- Increase the involvement and interest of employees. Delegation can be perceived as a special trust and at the same time be a means of moral encouragement.
Delegation Rules
There are following delegation rules:
- Own powers must be transferred only for the good of the cause, and not for prestige.
- Delegation of authority must be used as a tool to strengthen employees.
- Delegates need the support of a steward. You need to be ready for this.
- It is important to take into account the possibility of making erroneous and not the most accurate decisions. At the same time, there are tasks, the solution of which must be impeccable. Such tasks should not be delegated to a subordinate.
- Authorities and functions must be transferred directly to the person who will perform the task.
- Criticism should be expressed with caution. It is necessary to understand the situation and demand an explanation for what reason this or that error occurred.
- The manager must take responsibility for all decisions.
Delegation types
Such a process as delegation in management is divided into two main types:
- Delegation of authority without transfer of responsibility is such a process of transferring tasks to employees, the responsibility for which remains with the manager. So, the subordinate performs the task, reports to the manager, and he reports to his supervisor
- Delegation of authority and responsibility is the process of transferring not only tasks to a subordinate, but also responsibility for their implementation to higher management.
Reverse Delegation
Sometimes the problems of delegation of authority make the manager think about the need to transfer work to subordinates. Especially when the leader is faced with reverse delegation. Reverse delegation is understood as such a situation when employees return a task assigned by managers. Reasons for this process include:
- Subordinates do not want to take risks.
- Uncertainty of the subordinate in his own abilities.
- The subordinate does not have the necessary information and capabilities to successfully cope with the tasks.
- The manager does not know how to refuse in response to requests for help.
Books on Delegation
Books on delegation will help you avoid making annoying mistakes in the process of transferring work from a manager to a subordinate:
- "The One Minute Manager and the Monkeys" by Kenneth Blanchard. The book tells about a fussy manager who could not cope with his job. Only when the man learned to control the monkeys did he understand where he made mistakes in his work.
- How to delegate authority. 50 lessons on stickers" Sergey Potapov. A well-known business coach in his book talks about practical techniques in the not-so-simple delegation process.
- "Delegation of Authority" Richard Luke. The book will tell you why it is important for every leader to delegate his powers, what stages the process itself consists of and how to solve the main problems.
Hello! Today we will tell you what delegation of authority and responsibility is, and how to delegate it correctly.
The head of the organization cannot do everything on his own. Therefore, the main task falls on the shoulders of a good manager - to make sure that his subordinates perform certain tasks and develop the enterprise. This is often the most important task a leader must complete. This is achieved by delegating authority to its employees. How exactly we will tell in this article.
What is delegation and what does it mean to delegate
Delegation - this is the process of transferring part of the functions of the manager to the employees of the organization, in order to achieve specific goals. At its core, this is a task statement and empowerment to solve it. The main manifestation of the delegation of authority by the head will be the job description.
Delegation of authority is necessary, first of all, in order to remove most of the tasks from the head, leaving only the most important ones. At the same time, you need to understand that in a small company, the manager can perform most of the tasks of employees on his own. But at a large enterprise that manufactures and sells its products, it is simply impossible to cope alone.
Delegation example:
The work of the credit committee in banks. This body analyzes all the information collected on the borrower, assesses the risks and makes an independent decision.
That is, the management of the credit institution made a management decision and created a document - a credit policy, in which it delegated most of its powers to various managers and employees of the departments. And the credit committee, as an independent body, received the right to exercise its functions - analysis and decision-making on issuing a loan.
In fact, delegation sets itself the main goal - to create a situation in which each employee would perform a specific task to achieve a specific goal. At the same time, each goal of an employee of any link goes to achieve more global plans for the work of the organization, which were determined by the management.
Delegation Goals
Delegation has three main goals:
- Reduce the burden on managers;
- Increase the efficiency of all links;
- Increase employee engagement.
Each of these goals affects the operation of the company in its own way. An unloaded management link can more easily perform its main, more creative functions: analysis of all incoming information and, on its basis, setting goals and finding ways to achieve them. The fewer secondary tasks a manager performs, the easier it is for him to look from the outside.
One of the main rules of management is that the manager should not participate in production. If he does this, then he turns from a director into an ordinary worker. This rule will always be true, and it is precisely because of it that there is such a division into the leading and working apparatuses.
Delegation of authority increases the work of all links. So, the middle manager, by transferring part of his powers, increases the importance of the work of lower levels of the company, thereby increasing their employment and, accordingly, efficiency.
The interest of the employee increases when he is given additional powers to solve certain tasks. It brings in a kind of creativity that allows even low-level employees to move away from mundane tasks and feel like they are part of something bigger. This gives a sense of self-importance, increasing employee motivation.
How to delegate authority correctly - 6 principles
Delegation of authority, like everything in management, also has its own basic principles. Their observance will help to correctly distribute powers and thereby increase the efficiency of the enterprise by 30-40%.
These are the principles:
- The principle of unity of command. The basic principle, which means that each employee should have only one immediate supervisor, to whom he reports. Those. the leader cannot directly give orders to lower-level employees, he does this through setting goals for middle managers.
- Limitation principle. A certain number of employees must be clearly assigned to each manager. And in this position, he can only manage them.
- The principle of rights and obligations. A very important principle that says that you cannot delegate more authority to an employee than is written in his job responsibilities.
- The principle of securing responsibility. Delegation of authority does not remove responsibility from the head.
- Transfer of responsibility principle. If authority is delegated, then the manager must know that the tasks will be completed.
- Accountability principle. Any changes or deviations from the performance of tasks must be reported to the manager.
If you do not violate all these principles, you can avoid various delays in the enterprise.
Types of authority and centralization of management
In order to fully understand the essence of delegation, you need to understand the types of authority and centralization of control. These are the main theoretical aspects of the company, which should be taken into account when developing job descriptions for senior and middle managers.
Powers - the right to use the organization's resources to achieve its goals. They are divided into line and staff.
Line powers - Hierarchy of command. Those powers that are transferred from the boss to the subordinate, and from him to another subordinate, and so on to the direct executor.
Staff powers - advisors outside the system. This is such an apparatus that allows you to advise, control and influence the operation of a linear apparatus.
Depending on the scale of authority, two types of management are distinguished: centralized and decentralized. Their main difference is in the place of decision making. In a centralized type of management, the management apparatus makes most of the decisions, even those that relate to the work of the highest levels. As an example, a manager determines how each salesperson needs to work with a client.
The decentralized type of management allows employees to approach the task more creatively. They have only the main goal that the leader has set for them, and possible ways to achieve it. Everything else they decide on their own. In this type of management, most decisions are made directly at the workplace.
The first method is more suitable for professions that do not require a creative approach, and the second is vice versa. There is no pure centralized and decentralized type of management. Not all decisions can be made either in management or in the workplace.
Delegation of authority to subordinates: 5 basic rules
In order to competently delegate authority, one must not only follow the principles, but also remember the basic rules of delegation.
Five rules for delegating authority that influential managers have identified over the years:
- Do not concentrate power in one place. The more decisions are made in the workplace, the better the company is doing.
- Delegating authority is necessary only for the benefit of the company;
- It is necessary to take into account the employment of the employee. A busy employee will not be able to cope with the additional burden of transferring another part of the boss's authority to him;
- Plans should be made from the outset, with some expectation that the delegate might make a mistake;
- Responsibility for the performance of the work of the delegate always lies on the shoulders of the leader.
The first and last rules are the most basic. Power, concentrated in one hand, can lead to the fact that one wrong decision of a person who cannot be helped from outside can completely destroy the organization.
Responsibility for the execution of the order lies to a greater extent on the one who instructed him. But nevertheless, the main senior manager is obliged to take responsibility if the head of the direction and his subordinates did not cope with the task, since this is entirely his fault.
What not to trust subordinates
But do not forget that subordinates should not solve some of the tasks of the leader. Basically, these are his direct duties at the enterprise.
Do not trust subordinates:
- Setting goals for the organization;
- Making decisions that may change the policy of the organization;
- Monitoring the results of the referral;
- Tasks of particular importance and high risk;
- Urgent tasks that leave no time for rechecking;
- Delegation of powers.
At the same time, it should be understood that decision-making within the framework of one specific area at an enterprise, such as “From whom to purchase equipment”, the supply department may well decide. But the responsibility for the development of the enterprise, the need for new equipment and the expediency of its purchase falls on the shoulders of the head.
For example, this also applies to banks. After all, the credit committee makes a decision to issue a loan, but cannot make a decision to change the bank's credit policy. The same applies to monitoring the results of the referral. To control the work of one employee, the fulfillment of his tasks, is obliged to his immediate supervisor - the head of the department.
At the same time, the work of the department itself, which provides the solution of certain tasks, should be controlled by the head of this area or the general director himself. In fact, control over the achievement of the goal of the work of the entire direction is one of the main tasks of the manager.
With regard to tasks of particular importance and associated with high risk. Such tasks are recommended to be performed by managers on their own, or delegated only to employees with extensive work experience. By performing tasks of particular importance, an employee can affect the work of the enterprise both here and now and in the long term. That is why negotiations on cooperation, changes in policy, and other decisions are made and carried out by the leader independently.
A few words about the analysis of production activity. It should be carried out by the analytical department, if any. Otherwise, to analyze, process and draw conclusions from all the information in the enterprise should be the heads of directions. They must give all the information to the manager, who, on its basis, makes a management decision.
Based on this list, we can conclude that the main tasks of the leader himself are not subject to delegation. Indeed, in his competence: the development of the enterprise by setting and achieving goals.
And that's exactly what the rest of them are:
- Delegation of powers;
- Creation of a working atmosphere;
- Control over the activities of employees;
- Analysis of the received information.
That is why the common expression “With a good organization, one person is always superfluous” is only partly true. Of course, the manager can and should delegate his powers, in accordance with the rules and principles, but at the same time, a considerable burden of responsibility for the development of the enterprise as a whole remains on his shoulders. And the manager cannot transfer most of his duties.
1. Economic factors - the state of the country's economy as a whole at a given point in time. The economic situation can be described by many factors such as employment, unemployment, inflation rate, interest rates, exchange rate. All this affects the standard of living, solvency, profitability, price level.
2. Socio-cultural factors - habits, traditions, norms of consumers, in accordance with which they carry out their consumer spending.
3. Technological factors imply changes in technology, innovations that allow an organization to modernize or reorient production.
4. The international factor also plays an important role in planning activities. The firm can use the resources and materials of another country, apply foreign technology.
Delegation of powers in the organization management system.
Authority is a limited right and responsibility to use the resources of the organization, independently make decisions, give orders and implement management decisions.
Powers are presented to the position, and not to the person who occupies it.
Permissions come in two general types:
linear;
hardware (staff).
Line powers
They are transmitted directly from the boss to the subordinate and further along the chain to other subordinates. A manager with linear authority also has the right to make decisions and act on certain issues without the consent of other managers, for example, within the limits established by law or the charter of the organization.
The successive chain of arising linear powers creates a hierarchy of levels of control. The most obvious example of a chain of command is the hierarchy of a military organization. With a long chain of commands, a significant slowdown in the speed of information exchange is observed.
There are two concepts that must always be taken into account: the principle of unity of command and the need to limit the norm of controllability.
According to the principle of unity of command, an employee should receive authority from only one boss and be responsible to him.
The controllability rate is the number of employees who report directly to a given manager.
Staff powers
These powers help the organization to use specialists without violating the principle of unity of command to solve problems of an advisory or service nature.
The main types of staff powers are divided into recommendatory, coordinating, control and reporting, conciliation.
Advisory powers consist in the fact that their holder, if necessary, can give advice to managers or performers in need of them, how best to solve one or another narrowly professional issue.
Coordinating powers are associated with the development and adoption of joint decisions.
Control and reporting powers enable their holders to carry out, within the officially established framework, check the activities of managers and executors, require them to provide mandatory information, analyze it and send the results obtained along with the findings to the relevant authorities.
The principle of delegation of authority
Within the framework of the management structure, there is a rational distribution and redistribution of rights, duties and responsibilities between its subjects. This process, the principles of which were developed in the 1920s. P. M. Kerzhentsev, was called "delegation of organizational authority and responsibility."
Delegation - is the process of transferring part of their official functions to subordinates without active interference in their actions.
The principle of delegation of authority consists in the transfer by the head of a part of the powers assigned to him, rights and responsibilities to his competent employees.
The following types of work are usually delegated:
routine work;
specialized activity;
private and unimportant questions;
preparatory work.
However, there is a set of managerial tasks, the solution of which should be left to the head. The duty of the first person in the firm is to take on high-risk tasks containing aspects of strategic importance and of a confidential nature and all unusual, beyond the established regulations and traditions of the operation.
And issues such as:
goal setting;
making decisions;
development of the organization's policy;
management of employees and their motivation;
high-risk tasks;
unusual and exceptional cases;
tasks of a strictly confidential nature.
When delegating authority, the manager delegates (establishes) responsibilities; determines the rights and level of responsibility in the exercise of authority.
Benefits of delegation of authority:
the ability to engage in tasks that require the personal participation of the leader;
focus on strategic objectives and long-term plans for the development of the enterprise;
it is the best way to motivate creative and active workers;
this is the best way to learn;
it's a career path.
The effectiveness of delegation of authority is obvious, but not all managers are in a hurry to apply it for the following reasons:
doubts about the competence of other employees, fear that they will do worse;
fear of losing power and position;
distrust of subordinates, low assessment of their abilities;
ambition and high self-esteem;
fear that his actions will be misinterpreted by colleagues and superiors.
Let us consider in more detail the importance of the practical application of delegation in enterprise management.
Practical application of delegation in enterprise management
The delegation of authority takes place not only on an official basis, but also mostly on a semi-official or even informal basis, and implies the presence of a favorable moral and psychological climate in the team and mutual trust between leaders and performers. Delegation of authority is preceded by significant preparatory work. It consists in determining: for what, to whom, how to delegate authority? What benefits can be obtained for him, the subordinates themselves and the organization as a whole? What obstacles might arise?
The main practical value of the principle of delegation of authority is that the manager frees his time from less complex daily affairs, routine operations and can concentrate his efforts on solving problems of a more complex managerial level. At the same time, this method is a purposeful form of staff development, contributes to the motivation of their work, the manifestation of initiative and independence.
The main task of the manager is not to do the work himself, but to ensure the organization of the labor process by the forces of the team, to take responsibility and use power to achieve the goal.
A particularly delicate aspect of the principle of delegation is the organization of control over the actions of subordinates. Constant guardianship only hurts. Lack of control can lead to disruption and anarchy. The solution to the problem of control lies in well-established feedback, in the free exchange of information between colleagues and, of course, in a sufficiently high authority and managerial skill of the leader.
Often there is a problem of psychological choice: what task to entrust the performer with a familiar or fundamentally new one. Most often, the implementation of a new task is delegated, especially if it seems unattractive, routine to the manager. This decision is not always correct. The problem is that, having transferred the solution of the task to someone, the manager is still responsible for its implementation and control, and even more so, it is much easier to simply observe (so-called monitoring) the implementation of a familiar problem.
Experienced administrators often assign a capable performer slightly more complex tasks than he is used to. In this case, it is desirable to prepare the task in the form of a written order. Having received a difficult task, the performer reveals himself more fully and receives sincere satisfaction from the completion of the task and the trust placed in him.
It should be noted that the principle of delegation of authority is little used by people who have recently received a promotion, because it is difficult for them to abandon the habitual stereotype of past activities. However, the leader, who sorts the correspondence himself and types on a typewriter in front of a bored secretary, causes regret, but not sympathy.
Sometimes the principle of delegation of authority does not give the expected effect: the performer does not fully perform the management functions assigned to him. Most often this happens in cases where it is necessary to make unpopular decisions in the team: the imposition of penalties for violation of labor discipline; deprivation of premiums; investigation of immoral acts of employees, etc. Under various pretexts, the performer tries to transfer the solution of these problems to his leader in order to look in the eyes of the team from the best, as it seems to him, side. Among other reasons, the most commonly cited are uncertainty about the correctness of the responsible decision being made, insufficient experience, and fundamental disagreement with the opinion of the leader.
When distributing managerial powers in an organization, it is necessary to take into account a number of important circumstances:
The powers must be sufficient to achieve the goals facing the subject. Therefore, it should be remembered that goals are always primary and determine the amount of authority granted.
The powers of each entity must be linked to the powers of those with whom it has to cooperate in order to ensure their interaction and, ultimately, the balance of the entire management system.
The authority in the organization must be clear, so that each employee knows: from whom he receives them, to whom he transfers, to whom he is responsible and who should answer to him.
Performers must independently solve all problems within their competence and be fully responsible for their activities and their results.
Delegation of powers.
Delegation of authority is the process of transferring part of the functions of the manager[specify] to other managers or employees in order to achieve specific goals of the organization. Used to improve and optimize the manager's workforce. The essence of this concept is that people working on a specific problem understand the situation better than the leader. And, accordingly, it is easier for them to find a way out and solve the existing problem.
There are two opposing concepts of the process by which authority is transferred: the classical concept and the concept of acceptance of authority. According to the classical concept, powers are transferred from higher to lower levels of the organization. However, as the representative of the "administrative" school of management Chester Barnard noted, the subordinate has the right to reject the demands of the boss. Based on this, Barnard formulated the concept of acceptance of authority. He defined authority as "information (order), on the basis of which a member of the organization directs his actions and determines what he must or must not do within the framework of the tasks of the organization." Thus, according to Barnard, if the subordinate does not accept authority from the leader, then there is no transfer of authority. The concept of acceptance of authority recognizes the existence of such authority, which often reduces the ability of managers to exercise their authority. In any case, whichever of these concepts is correct, it is clear that powers are always limited.
In management theory, delegation of authority has the following main goals:
freeing up the delegator's time for solving tasks in which it is more difficult or impossible to replace him;
increasing the motivation of those to whom powers are delegated;
increasing trust in the work team;
employee performance checks.
In the theories of democratic governance, in particular, in the theory of e-democracy, delegation is interpreted in an expanded sense - it is understood that people have powers by birthright or in accordance with civil rights. Citizens can “delegate” these powers to certain people in the process of elections or other procedures to perform tasks that require specialization, including managerial skills. In this sense, traditional delegation is the result of ownership of the means of production. Moreover, the first three goals listed for delegation from managers to subordinates are preserved, and the fourth goal - about diligence - is replaced by more complex mechanisms for controlling performers.
The process of delegation of authority is inextricably linked with the definition of the framework within which these powers are transferred - the delegate's going beyond this framework is called "excess of authority".
Some ideologists of e-democracy deny the possibility of using delegation in a truly democratic society, arguing that this process inevitably leads to an unauthorized expansion of the powers of delegates that is not controlled by society.
Business career manager.
A career is a subjectively conscious own behavior and position associated with work experience and activities throughout a person's working life. At the same time, it is necessary to comply with the conditions of mutual interest in the career development of both the enterprise and the employee himself. In addition, a career is a motivation to achieve success, self-knowledge, success and dedication, self-control and performance, self-confidence and objectivity, etc. “An employee’s career is a process of successful self-realization of a leader or specialist, which is accompanied by social recognition and is the result of career advancement, which ensures the mutual process of the enterprise and the employee (with an increase in the material well-being of the latter).
A person's life outside of work has a significant impact on a career, is part of a career. This is progress along the once chosen path of activity. For example, getting more powers, higher status, prestige, power, more money. The concept of a career does not mean only an indispensable and constant movement up the organizational hierarchy.
There are two types of career: professional and intraorganizational. A professional career is characterized by the fact that a particular employee in the course of his professional activity goes through various stages of development: training, employment, professional growth, support for individual professional abilities, retirement. A particular employee can go through these stages in different organizations. Along with a professional career, an intraorganizational one should be distinguished. It covers the successive change of stages of development of an employee within the same organization.
Intraorganizational career is realized in three main directions:
Vertical - it is with this direction that the very concept of a quarry is associated, since in this case the progress is most visible. The vertical direction of a career is understood as an ascent to a higher level of the structural hierarchy.
Horizontal - refers to either moving to another functional area of activity, or performing a certain service role at a stage that does not have a rigid formal fixation in the organizational structure (for example, playing the role of the head of a temporary target group, programs, etc.); a horizontal career can also include the expansion or complication of tasks at the previous level (as a rule, with an adequate change in remuneration).
Centripetal - this direction is the least obvious, although in many cases it is the most attractive for employees. Centripetal career refers to the movement towards the core, the leadership of the organization. For example, inviting an employee to meetings that were previously inaccessible to him, meetings of both a formal and informal nature, getting an employee access to informal sources of information, confidential communication, and certain important assignments from management.
Business career goals - the goals that a person sets for himself when applying for a job and the organization, taking him to the workplace. The hired person needs to be able to realistically assess his business qualities, correlate his business qualities with the requirements that the organization, his work puts before him. The success of his entire career depends on this. Proper self-assessment of your skills and business traits involves knowing yourself, your strengths, weaknesses and shortcomings. Only under this condition can you correctly set career goals. The goal of a career cannot be called a field of activity, a certain job, position, place on the career ladder. The goals of a business career have a deeper content and are manifested in the reason why a person would like to have this particular job, to occupy a certain step on the hierarchical ladder of positions.
The goals of a business career can be the following: to engage in a type of activity or to have a position that corresponds to self-esteem and therefore delivers moral satisfaction; get a job or a position in an area with natural conditions that favorably affect the state of health and allow you to organize a good rest; occupy a job or position that enhances your capabilities and develops them; have a job or position of a creative nature; work in a profession or hold a position in order to achieve a certain degree of independence; have a well-paid job or a position or a job that allows you to earn large side incomes at the same time; have a job or position that allows you to take care of the upbringing of children or the household.
Business career goals change with age, as we change ourselves, as we grow in our qualifications, etc. Forming business career goals is an ongoing process.
There are several stages in a business career:
1. Preparatory (18 - 22 years old) is associated with obtaining higher or secondary vocational education. The career begins from the moment the graduate is enrolled in the staff of the organization; within the framework of this stage, the foundations of the future specialist are laid.
2. At the adaptation stage (23-30 years old), the process of mastering the chosen profession by the employee, acquiring the necessary skills, qualifications are formed, self-assertion occurs and there is a need to establish independence. The middle of this stage may coincide with the beginning of a managerial career, for which the former position of a narrow specialist would create the necessary prerequisites. It is believed that the ideal "launching pad" of a manager's career is a difficult, but "visible" position of a grass-roots manager of the head, and not a "warm place" in the apparatus. This position brings valuable experience of independent work, and at the same time is not a key one, as a result of which the possible failures of a novice leader do not cause much damage to the organization, and they do not discourage him from moving forward. Here it quickly becomes clear whether the person has a capacity for leadership and should be promoted as quickly as possible or given the opportunity to make a career as a specialist.
3. As part of the stabilization stage of a career (30-40 years), the final division of employees into promising and unpromising in relation to management takes place. Some, having reached the peak of their careers, forever remain in positions of junior managers or specialists, while for others, unlimited opportunities for promotion open up. Here professional goals are clarified and strengthened, and careful career planning comes to the fore; struggle for promotion; activity aimed at promoting development; any educational programs that seem necessary to achieve the goals. The lack of advancement prospects, coupled with the psychological problems associated with the natural restructuring of the body, leads most people to a "mid-life crisis." During this period, people often re-evaluate their success, advancement, based on initial ambitions and goals. They may find that they did not realize their dream or, having fulfilled their plans, did not achieve what they wanted to fully.
4. The search for ways to adapt to the situation and decide how to live on means the transition to the stage of career consolidation, which falls on the age interval of 40-50 years. For people who want and can continue a career as a leader, there are, in essence, no changes. They continue with an interval of several years (optimally no more than 6 - 7 years, because then conservative tendencies begin to appear) to move up the career ladder. At the same time, those who have a more decisive character continue their careers as line managers, while those who are less decisive, but more thoughtful, continue their careers in headquarters. Some of them have to learn new activities and move to a "horizontal career".
5. At the age of 50 - 60 years, a stage of maturity begins in a business career. Here, a person usually has already created a niche for himself in the world and professional environment, and all his efforts are aimed at maintaining what has been achieved. In addition, at this stage, you can focus on transferring your knowledge, experience, and skills to the young.
6. Finally, the final stage of a career, coming after 60 years, is the preparation for retirement. This question is purely individual. For some categories of persons, it is desirable to implement it as early as possible from the moment they have the appropriate legal right; for others, full of physical and spiritual strength - as late as possible. So, for example, in Japan it is considered the norm when the highest (but only the highest!) leaders have an age approaching 80 years.
An internal assessment of a successful and unsuccessful career occurs by comparing the real state of affairs with personal goals and claims of a person, and the external one is based on the opinions of others, position, status, and influence. These assessments may not correspond to each other, and then the ground is created for the development of an intrapersonal conflict, which is fraught with the most adverse consequences.
Information technology in management
1.1 Information systems and technologies. Their classification
Management information systems - a set of information, economic and mathematical methods and models, technical, software, other technological tools and specialists, designed to collect, store and process information, as well as make management decisions.
Classification of information management systems:
1. Level in the public administration system
Federal
Regional
Municipal
2. Area of functioning of the economic object
Banking
Insurance
Transport
3. By types of management processes
Information management systems technological processes
Information systems for managing organizational and technological processes are a multi-level hierarchy of a system that combines information systems for managing technological processes and information systems for managing an enterprise.
The most widespread information systems of organizational management, which is designed to automate the function of personnel management.
Given the widest application and variety of this mass of systems, often different information systems are understood in this interpretation.
The main functions of such systems are:
Operational control and regulation
Forward and operational planning
Sales and supply management
4. According to the degree of automation of information processes, there are:
Manual information systems
Automated information systems
Human-machine information systems in which part of the work is transferred not to a computer
Automatic information systems are characterized by the influence of all information processing operations automatically without human intervention.
Information technology in management is a process that uses a set of methods and tools for implementing operations, collecting, transmitting, processing information based on software and hardware to solve the management problems of an economic object.
The main goal of automated information technology is to obtain, through the processing of primary data, information of a new quality, on the basis of which optimal management decisions are developed.
Information systems for information technology - the main environment, the constituent elements of which are the means and methods for converting data. Information technology is an idea consisting of clearly regulated rules for performing operations under information that is exhausting in an information system and depends on many factors that are systematized according to the following classification criteria:
1. According to the degree of centralization of the technological process, centered, decentered and combined technologies are distinguished
Centralized technology is characterized by the fact that information processing is carried out in a center or a central server organized at the enterprise.
Decentralized technologies are based on the processing of information at the user's workstations. decentralized technologies do not have a centralized automated data storage, but provide users with communication tools for exchanging data between network nodes.
Combined technologies are characterized by the integration of processes for solving functional problems in the field using shared databases.
2. By type of subject area
The type of the subject area highlights the task plan of the relevant enterprises (accounting, auditing, tax activities).
3. According to the degree of information technology coverage of management tasks, they distinguish
Automated data processing
Automation of control functions
Decision support information technology
4. According to the classes of technological operations implemented, information technologies are distinguished according to the application software that implements the tasks of an applied nature (text, spreadsheet processes, multimedia systems)