Базовые понятия управления: «организация», «управление», «управленческие функции».

Организацией может считаться группа людей, которая удовлетворяет трем обязательным требованиям: наличие, по крайней мере, двух людей, которые считают себя частью этой группы; наличие хотя бы одной цели, которую принимают как общую члены данной группы; наличие членов группы, которые намеренно работают вместе, чтобы достичь значимой для всех цели.

Организация– дифференцируемое и взаимно упорядоченное объединение индивидов и групп, действующих на базе общих целей, интересов и программ [37]. Различаются организация формальная и неформальная.

Формальная имеет административно-юридический статус, ставит индивида в зависимость от обезличенных функциональных связей и норм поведения. Любая формальная организация является социальной средой, где люди взаимодействуют не только так, как предписано, но и руководствуются личными симпатиями, антипатиями и желаниями, на основании чего и складывается неформальная организация.

Неформальная организация – это общность людей, сплачиваемая личным выбором и непосредственными вне должностными контактами.

Управление – целенаправленное воздействие на определенный объект [39]. Организации могут иметь разное число уровней управления в зависимости от целей, задач, размеров, формальной структуры и других внешних и внутренних факторов. Вне зависимости от того, сколько существует уровней управления в конкретной организации, руководителей традиционно делят на 3 категории.

Руководитель низового звена. Этот уровень управления находится непосредственно над конкретными исполнителями работ. Низовое звено обеспечивает постоянство и воспроизводство заданных параметров элементов системы, их устойчивость. Большая часть руководителей вообще и инженеров в частности – это руководители низового звена. Их работа является напряженной и разнообразной. Она характеризуется частыми переходами от одной задачи к другой, кратковременностью каждого конкретного действия. Временной период для реализации решений, принимаемых мастером, также очень короткий.

Руководитель среднего звена координирует и контролирует работу низовых звеньев. Он создает жизнеспособную структуру, функционирующую в единстве и изменчивости элементов и связей. Характер работы среднего звена значительно варьируется от организации к организации, но в основном эти руководители участвуют в процессе принятия решений, определяют проблемы, начинают обсуждение, дают рекомендации по организации деятельности. Руководители среднего звена часто возглавляют подразделения организации – начальники служб, главные специалисты.

Высший организационный уровень – руководители высшего звена (этот уровень гораздо малочисленнее других). Они определяют направление развития организации, отвечают за принятие важнейших решений. Сильные руководители высшего звена часто определяют облик организации. Работа их характеризуется большой напряженно-стью, высоким темпом и огромным объемом. Успешно действующие руководители высшего звена во всем мире ценятся очень высоко.

Basic concepts of management: "organization", "management", "management functions".

An organization can be considered a group of people that meets three mandatory requirements: having at least two people who consider themselves part of the group; having at least one goal that is accepted as common by the members of the group; having group members who intentionally work together to achieve a meaningful goal for all.

Organization–differentiated and mutually ordered Association of individuals and groups acting on the basis of common goals, interests and programs [37]. There are formal and informal organizations.

Formal has an administrative and legal status, puts the individual in dependence on impersonal functional relationships and norms of behavior. Any formal organization is a social environment where people interact not only as prescribed, but also guided by personal likes, dislikes and desires, on the basis of which the informal organization is formed.

An informal organization is a community of people United by personal choice and direct non-personal contacts.

Management – purposeful influence on a certain object [39]. Organizations can have a different number of levels of governance, depending on their goals, objectives, size, formal structure, and other external and internal factors. Regardless of how many levels of management exist in a particular organization, managers are traditionally divided into 3 categories.

The head of the grass-roots level. This level of management is placed directly above the specific executors of the work. The grassroots link provides constancy and reproduction of the set parameters of elements of system, their stability. Most managers in General and engineers in particular are grassroots managers. Their work is strenuous and varied. It is characterized by frequent transitions from one task to another, the short duration of each specific action. The time period for implementing the decisions made by the master is also very short.

The middle Manager coordinates and supervises the work of the grassroots. It creates a viable structure that functions in the unity and variability of elements and connections. The nature of mid-level work varies considerably from organization to organization, but mostly these managers participate in the decision-making process, identify problems, start discussions, and make recommendations on the organization of activities. Middle managers often head the organization's departments-service chiefs, chief specialists.

The highest organizational level – senior managers (this level is much smaller than others). They determine the direction of development of the organization, are responsible for making important decisions. Strong senior executives often define the face of an organization. Their work is characterized by great intensity, high pace and huge volume. Successful senior executives are highly valued around the world.

What’s an organization?

Organisations.A consciously co-ordinated social unit created by groups in society to achieve specific purposes, common aims and objectives by means of planned and co-ordinated activities.

All organisations have some function to perform. Organisations exist in order to achieve objectives and to provide satisfaction for their members. Organisations enable objectives to be achieved that could not be achieved by the efforts of individuals on their own. It must be remembered that organisations are structures of people. Through co-operative action, members of an organisation can provide a synergistic effect. Organisations are an integral part of society involving both public and private sectors.

The actual effectiveness of the organisation will be dependent upon the quality of its people, its objectives and structure, and the resources available to it. There are two broad categories of resources:

■ non-human – physical assets, materials and facilities;

 ■ human – members’ abilities and influence, and their management.

The interrelationship of people, objectives and structure, together with the efficient use of available non-human and human resources, will determine the success or failure of the organisation and the extent of its effectiveness.

A common classification of organisations is by their major purpose. This leads to a distinction between, for example:

■ business firms (economic organisations);

 ■ armies, trade unions and police forces (protective organisations);

 ■ clubs and societies (associative organisations);

 ■ local authorities and hospitals (public service organisations);

 ■ churches (religious organisations).

8. The basic idea of strategic design is …

The basic idea of strategic design is ―get people with the right knowledge and give them appropriate tasks to do and sufficient information to accomplish the organizational goals.

Strategic Design is about a process that takes a very holistic and multi-disciplinary approach to achieving design solutions. In other words, Strategic Design captures all aspects of a product’s requirements (consumer needs, marketing and business plans, design language, brand identity etc.) and then uses these requirements to influence the final design solution.

There are at least four factors that demonstrate the value of strategic design and these are:

1. it affects consumer behavior through motivation by creating a perceptual value;

2. it offers a way for firms to differentiate their products and services from the competition;

3. it creates meaning, by effectively making the customer understand the product and its value; and,

4. it can be used to manage risks by providing a structure that offers opportunities for collaboration, innovation and the creation of a mechanism to meaningfully address problems.^[4]

Several renowned researchers and design practitioners have divided all strategic design activities into four parts. Let’s take a brief look at them;

· Setting objectives: Like all design practices, this kind of design also starts from envisioning an idea and inspiring the targeted audience. Of course the conception and implementation of this idea are decided with the future implications in mind.

· Configuring: This stage is all about simplifying the initial idea into understandable terms. Then you define your goals and structure your branding and corporate image around it.

· Orchestrating: This is the part where you actually articulate your strategy. When you translate your ideas and align them to fit your business goals, they start to become reality.

· Embedding: The last part is all about educating your targeted audience about your product. This is what your strategy has finally led you to.

Strategic design is actually the application of future-oriented plans and strategies to all manner of products, buildings and services.