The essence of management is to manage everything: production, finances, personnel, resources to streamline the management system, from the initial situation to the improvement of results.

Management is management in a market economy, a set of principles and methods. means and forms of production management developed in the conditions of a market economy and applied in countries with a developed market economy in order to increase the efficiency of production, increase profits and surplus value.

Basic principles of management

The principles of organization management determine the requirements for the system, structure and organization of the management process. That is, the management of the organization is carried out by means of basic assumptions and rules that guide managers at all levels. Thus, the principles of governance can be represented as

fundamental ideas, patterns and rules of behavior of managers in the implementation of managerial functions.

All management principles can be grouped into 2 groups: general and specific. The general principles of management include: the principle of applicability, the principle of consistency, the principle of multifunctionality, the principle of integration, the principle of orientation, the principle of responsibility.

The main particular principles are:

• The principle of combining centralization and decentralization.

• The principle of scientific justification of management - scientific foresight, planning in time of the socio-economic transformation of the organization.

• The principle of smoothness is to establish the main directions and proportions of the development of the organization in the future.

• The principle of combining rights, duties and responsibilities - each subordinate must perform the tasks assigned to him and periodically report on their fulfillment.

• The principle of private autonomy and freedom – all initiatives come from the existing economic entities, performing management functions at will within the framework of the current legislation.

• The principle of hierarchy and feedback - the creation of a multi-level management structure, in which the primary links are managed by their own bodies, are under the control of the management bodies of the next level.

• The principle of motivation - the more carefully managers implement the reward and punishment system, considering it taking into account unforeseen circumstances, the more effective the motivation program will be.

• The principle of state legality of the management system - organizational and legal

The form of the company must meet the requirements of state legislation.

• The principle of organic integrity of the object and the subject of management - management as a process of influence of the subject of management on the object of management.

• The principle of stability and mobility of the management system assumes that when the external and internal environment of the organization changes, the management system should not undergo radical changes.

Management Functions: Concept, Classification, Content of General Management Functions

Management functions are specific actions of the manager in the management system.

Management functions are classified into two groups:

1) general, those that are carried out by all managers, regardless of the field of activity and the size of the organization;

2) specific, which are carried out by the manager depending on the specific situation and the management methods used.

Common Management Functions

are considered in the theory of Henri Fayol, where the activity of the manager is divided into 5 functions:

1 Planning is the development of a sequence of actions aimed at achieving the goal: strategic (planned tasks for a long period of time and, as a rule, includes predictive actions) and tactical (detailing the strategic plan for a short-term period of actions).

2 Organization - creation of the structure of units that will carry out planned tasks). When organizing the execution of actions, it is necessary to pay attention to the personnel who will be involved in the implementation of the activities. Personnel should be provided with the means and tools necessary to carry out the actions.

3 Motivation is related to the process of motivating oneself and other people to act through the formation of motives for behavior in order to achieve the personal goals of the organization. Various theories of motivation are divided into two categories: content-based (trying to identify the needs that motivate people to act, especially when determining the scope and content of work) and process-based (analyzing how a person distributes efforts to achieve various goals and how he chooses a particular type of behavior). Stimulation is a function associated with the process of activating the activities of people and labor collectives, providing employees with an increase in the results of their work. This function is used to provide moral and material incentives to employees in

depending on the quality and quantity of labor expended.

4 Coordination (management) is performed by the manager when the executors perform planned, established tasks. It is necessary to coordinate the activities of your subordinates, taking into account changes in the external environment, as well as taking into account the company's ability to engage in innovative activities. Timely changes in planned tasks and innovative activities are a guarantee of success.

5 Control is a systematic monitoring of the implementation of plans, tasks and the results of economic activity. Accounting and control are necessary for the management of planning, financial, production and labor discipline at the enterprise. Control unites all types of management activities related to the formation of information on the state and functioning of the object of management (accounting), the study of information on the processes and results of activities (analysis), the work on diagnostics and assessment of development processes and the achievement of goals. There are three main types of control: preliminary (applied to labor, material and financial resources), current (carried out when work is already underway and usually carried out in the form of control of the work of a subordinate by his immediate superior) and final (carried out after the work is completed or the time allotted for it has expired).

"Modern Scientific Approaches to Management (Systemic, Situational, Quantitative)"

Depending on the conditions in which the organization finds itself, the manager has the opportunity to choose the most effective approach. There are three methodological approaches:

1 Systemic - formed on the basis of system analysis, the essence of which is the analysis of the current situation that has stability.

2 Situational - applies to each type of environment, where the organization creates for itself the structure that will most fully reflect the mission of the organization and its organizational culture. The approach depends on external and internal factors.

3 Quantitative - considers management functions as interrelated. It is based on the concept that management is a continuous series of interrelated actions. The management process consists of 4 main functions (planning, organization, motivation, control), which create a single chain that combines communication and decision-making.

So, in our opinion, management differs from ordinary management in that it presupposes a high degree of freedom for managers and subordinates in conditions of uncertainty of the situation. On the contrary, the management formed within the framework of the administrative system is based on the maximum limitation of such a system.

freedom and the idea of predetermining major events and processes for many years to come by means of all-encompassing central planning. One of the most important principles of management is to ensure the compliance of the rights, duties and responsibilities of each link of the management system.