What influences the decision making process in an organization? What can influence the decision making process? After chemical perms and dyeing.
1)condition external environment;
2) condition internal environment;
3) decisions depend only on the decision makers.
8. A formal group differs from an informal one in that…
1) its goals are always specific and documented
2) group members elect a leader
3) is created for a private specific purpose
4) arises spontaneously under the influence of management actions
9. Agreed transportation routes are stored:
1) the first - in a motor transport organization, the second - in the traffic police of the Ministry of Internal Affairs of Russia, the third - is in the department for technological supervision;
2) the first - in the traffic police of the Ministry of Internal Affairs of Russia, the second - in the transport organization, the third - with the responsible person during transportation, and in his absence, with the driver.
3) the first - in the technological supervision department, the second - in the motor transport organization, the third - with the responsible person during transportation, and in his absence, with the driver.
10. When accepting dangerous goods for transportation, the driver must check paragraph 2. 7. 3:
1) the presence on the container of a special marking, which is carried out in accordance with GOST 19433-88 and ADR.
2) the presence of transportation safety instructions
3) availability of a dangerous goods transportation route form.
11. Requirement for a vehicle for the transport of dangerous goods:
1) dangerous goods must be transported only by special and (or) vehicles specially adapted for this purpose.
2) one-time transportation, can be transported on any vehicles
3) the requirement of the rules applies only to dangerous goods and their transportation.
What color is the oxygen cylinder?
1) blue
13. The cost of transportation depends on:
1) transportation distances;
2) type of cargo;
3) operating conditions;
4) all answers are correct
14. Liquid cargoes include:
1) ammonia water;
2) liquid fuel;
15. Currently, it is customary to classify cargo according to the following features:
1) physical and mechanical properties;
2) branches of the national economy that produce goods;
3) methods of loading and unloading cargo;
4) method of transportation and temporary storage of goods;
5) ways to maintain the quality of goods;
6) the degree of danger of goods;
7) the cost of transportation (using the carrying capacity of the vehicle)
8) all answers are correct.
16. According to the method of loading and unloading, goods are divided into:
1) wholesale
2) piece
3) bulk
4) bulk
Members of the Commission ______________ Aitova N.S.
Vafina A.M.
Yarullin D.N.
Ministry of Education and Science of the Republic of Tatarstan
State Autonomous Professional educational institution
"Kazan Motor Transport College named after. A.P. Ordinary"
I approve
Deputy Director for SD
GAPOU "KATT them. A.P. Ordinary"
E.A. Shishkova
"___" _______________ 201__
QUALIFICATION EXAM ON THE PROFESSIONAL MODULE
"Organization of transport - logistics activities on the road transport»
specialty 190701 "Organization of transportation and management in transport (automobile)"
Date "__" ___________________201__
Group____________________________
FULL NAME. student ________________________________________________________
First stage: (Testing)
EXAMINATION TICKET No. 4
1. Piecework wages do NOT depend on…
1) Discharge working
2) the amount of hours worked
3) scope of work performed
4) piece rate
2. Enterprise funds invested in stocks finished products, goods shipped but not paid for, as well as funds in settlements and cash at the cash desk and on the accounts, they are called ...
1) normalized funds
3) circulation funds
4) fixed assets
3. The physical depreciation of fixed assets determines ...
1) backlog of fixed assets for technical specifications and economic efficiency
2) intensive use of fixed assets
3) loss of technical and operational properties as a result of their use and atmospheric processes
4) operation of fixed assets with increased loads
4. Production inventory includes:
1) to the active part of fixed assets
2) to the passive part of fixed assets
3) to the active or passive part, depending on the role in the production process
Which of the following management functions allows you to set the goals of the organization and ensure their implementation?
1) planning;
2) organization;
3) control;
4) motivation.
Which of the following management functions make it possible to identify deviations that arise in the course of the organization's functioning?
1) planning;
2) organization;
3) control;
In liquid systems such as cleaning Wastewater activated sludge, only the oxygen transfer efficiency ratio needs to be optimized. Solid waste composting requires both oxygen and water. Therefore, for the composting process, it must be established whether the existing pore volume can accept both components.
Air pore volumes and water content
Each substrate ( culture medium) consists of a mixture of gases, water and solids. The volume that is filled with water and gas is referred to as the pore volume. For the composting process, the volume of gas space is the volume of air pores, has crucial, since this determines the amount of air and its ability to move in the substrate. If the air flow is optimized by increasing the free air gap, then less water is required. The best composting result for the substrate can be achieved when the microbial supply of water and oxygen is in an optimal ratio. Best result can be determined by measuring the air permeability of various mixtures. The relationship between air permeability and water content, and accordingly air pore volume, can be represented as a parabolic function, the maximum of which is between 25 and 35% air pore volume and at 65% water content. Let's consider the possible limits: according to many studies, composting cannot be continued at water content of more than 70% or less than 25%; air pore volumes below 20-30% represent the lower limit.
The quality of the compost material, the so-called structure-forming percentage, has a decisive influence. With biological composting of waste, it will be 20-30% by weight, and with feces composting - from 40 to 50%. This corresponds to an air pore volume of about 30%. The volume of air pores depends not only on the specifics of the material. The height of the backfill layer and the ventilation technique also have an effect big influence. I would like to note that it is necessary to take into account the change in the volume of air pores due to changes in the weight of the compost material.
pH value
The pH value of the initial substrate has a significant impact on the intensity of the composting process. Studies show that pH values in the alkaline range have a positive effect on composting intensity. To determine the intensity of the compost in this case, we chose the time after which a certain temperature was reached. This time clearly decreases with increasing pH value. In addition, a characteristic pH-value curve is determined during the composting process. At first, the pH value is in the alkaline range, and as the composting time increases, it approaches a pH value of 7 (so-called progressive compost).
You need to have calmness in order to perceive events that cannot be influenced. The strength to change what is possible. And the wisdom to tell one from the other about.
Whenever the question is about action or change, we are faced with the fact that the sphere of influence is limited. There is an infinite number of factors that we can influence and a disproportionately smaller number that is in our zone of influence. Both those and other factors influence the creation of business processes, the project, and the whole life. The problem lies in the fact that it is sometimes difficult to determine the factors that we can influence, which we cannot, and those that can be changed indirectly.
Today I will talk about how factors and zones of influence work in business process management.
What are the factors influencing the creation of business processes?
We have agreed that after lunch we will go to our favorite cafe to drink a cup of coffee and discuss areas of responsibility when preparing a presentation for a new client. AT certain time I take the elevator down to the lobby of the building where we agreed to meet. You are already there and waiting for me. But then I realize that I forgot my wallet in the office and I have to go back. You agree to wait. I go to the elevator, but it turns out that it is stuck and I have to walk up to the fifteenth floor. Naturally, all this takes a long time, but you are patiently waiting for me. Finally, we are ready to go enjoy a wonderful drink. A minute after the start of the walk, we are caught by an unpleasant downpour and we have to literally run to the cafe. Pretty wet, we head to our usual table by the window, but because of the rain, the cafe is crowded and it turns out to be busy. You have to take the last places at the counter. We have to wait a very long time for the waiter, people took shelter from the rain in a cafe, but having received his attention, we will have another unpleasant news - the coffee variety that we love so much has ended. There was something tasteless and strange. We don't want to ruin our day any more, so we order tea. It’s impossible to talk noisily and calmly in the cafe, so we just wait for the order while talking about the weather. It took 45 minutes from the moment we first met in the lobby of the building to the moment we received our tea. In 15 minutes I have a call at the office and we have to hurry up, quickly drink half-warm tea and run back to the office.
My forgetfulness, the rain, the lack of the right coffee in the cafe - these are all factors that influenced the process of discussing the preparation of the presentation.
Influence various factors, that's not necessarily a bad thing. They do not necessarily carry negative character. With the same success, the weather could please with sunny warmth, and there could not be a soul in the cafe. In this case, the negotiations would have been successful. But I used influence on purpose adverse factors. They better convey the essence and give an understanding of the idea.
Factors that affect the business process can be called risks. In process management there is the concept of an event - this is something that just happened, but determined the course of the process development. The "if-then" principle. If it's raining outside, take an umbrella. And the rain, as a factor of influence or an event, just went.
An influencing factor is a property, event or phenomenon that affects the process and/or the final result of the process.
AT encyclopedic dictionary, the following definition of the word factor is given - (from lat. factor - making - producing), reason, driving force any process, phenomenon that determines its nature or its individual features.
Factors exist only within the framework of some process (action). You can determine the influence of a factor through indicators. For example, the time or cost of the process.
Factor types
We have figured out what a factor is. Move on.
The factors are different. "Good" and "bad". Significant and not so important. Subject to us and not. There are probably many classifications. But we, at this stage, are only interested in whether we can influence the factor or not.
Also, from the point of view of business process management, we are interested in when we can influence. Either immediately or you have to do something about it.
Based on this, I distinguish 4 types of factors:
- Influencing factors- something we can influence. For example, the presence or absence of an umbrella, in case of bad weather.
- Factors of conditional influence- this is what we can influence by pre-preparing, i.e. by fulfilling certain conditions. This is such an intermediate stage between the factors of non-influence and influence. For example, we can run a marathon in 3 hours, but for this we will have to work out a lot. This type of factor is important in preparing for process improvement.
- Mediated factors We can influence them, but not directly. Only through something else. We can influence the speed of typing on a computer, through the number of lessons devoted to this. Or - we can affect the quality of sleep, through the time of the evening lights out.
- Factors not influencing- but there's nothing we can do about it. For example, the weather.
Zones of Influence
Have a little more patience. In just a few paragraphs, you will learn how this can help us and what to do with it all. But for now, let's talk about zones of influence.
Simply put, zones of influence are a set of factors of a certain type.
- Zone of influence– a set of influence factors. Those. in this zone is everything that we can influence.
- Development zone- this includes the factors of conditional influence. This zone, after certain conditions are met, can become a zone of influence. It also includes factors of indirect influence that we want to transfer to the zone of influence. For example, the acquisition of knowledge and skills.
- attention zone- factors of indirect influence live here, with which we are not going to work yet. Why attention zone? Because you have to give Special attention factors that cannot be directly influenced. Not yet, but more on that later.
- Zone of no influence- everything is simple here. The factors of this zone are beyond our control. Sometimes, factors of indirect influence may be included in this zone, in the event that the mechanism of influence is unavailable or inappropriate for us.
Zones of influence apply to situations, business processes, and life. In the same way as we consider business processes on different levels, and factors/zones of influence, can be considered at different levels and with different points vision. For example, we can consider zones of influence at the “whole life” level, or we can look at the “going to the movies” level.
Why do you need to know the factors and zones of influence?
Understanding the zones of influence allows you to:
- Focus on what we can change in the company, business processes, etc.
- Let go of what we can't control
- Understand how you can expand your area of influence
- Check the effectiveness of the company's current strategy and resource allocation
Knowing the factors allows:
- Outline zones of influence
- Determine the priority of working with factors
- Translate work with factors to expand the zone of influence into the category of specific, understandable actions
- Identify risks - forewarned is forearmed
Simply put, understanding the factors and zones of influence allows you to correctly distribute efforts, resources and work only with what gives results.
How to determine factors and zones of influence?
As I have already said, factors and zones of influence must be determined within certain limits. If we are talking about business processes, then everything is simple - the boundaries are the boundaries of the business process.
First, you need to make a list of factors that can affect the achievement of the desired result of the business process. Then determine the zones of influence.
Now we will make a list of factors using the example of preparing shortcrust pastry. The mechanism of the process is simple:
- Prepare products
- Mix flour and sugar
- Mash the butter
- Mix butter, flour and sugar
- Separate the egg white from the yolk
- Drive the yolk into the dough
- Knead the dough
- Kick the dough out in the fridge
In order to compile a list of factors, it is necessary to determine the expected result of each action in the process:
| Stage | Result |
| Prepare products | |
| Mix flour and sugar | |
| Mash the butter | |
| Mix butter, flour and sugar | |
| Drive the yolk into the dough | |
| Knead the dough | The dough is completely homogeneous |
Please note - every intermediate product in the process affects the final product. It is important.
Now, for each outcome we define, two questions need to be applied:
- What can prevent you from getting the specified product?
- What can help get the specified product?
| Stage | Result | What can prevent you from getting the specified product? | What can help get the specified product? |
| Prepare products | The quantity of each product corresponds to the recipe and has the required quality | ||
| Mix flour and sugar | Flour and sugar mixed evenly |
|
|
| Mash the butter | The oil is mashed to a homogeneous mass and has no lumps |
|
Using a blender/mixer/kneader |
| Mix butter, flour and sugar | Butter, flour and sugar are mixed until smooth |
|
Using a blender/mixer/kneader |
| Separate the egg white from the yolk | The yolk is in a separate container |
|
|
| Drive the yolk into the dough | The yolk is mixed with the dough until smooth |
|
Using a blender/mixer/kneader |
| Knead the dough | The dough is completely homogeneous |
|
Using a blender/mixer/kneader |
| Keep the dough in the refrigerator | The dough stood for 30 minutes at a temperature of 4 degrees. |
We put all the factors in a separate list and remove duplicates.
It remains to determine the types of factors, the type of influence and the ratio of the factor to the zone of influence.
| Factor | Type of influence | Factor type | Zone of influence |
| Negative | Influence | Influence | |
| Proofing time not correct | Negative | Influence | Influence |
| The number of products is measured incorrectly | Negative | Influence | Influence |
| One or more products are defective | Negative | Not an influence | Not an influence |
| Lack of skill in separating the yolk from the protein | Negative | indirect influence | Attention |
| Using a blender/mixer/kneader | Positive | Conditional influence | Development |
| Mechanics of action - mixing flour and sugar is not effective | Negative | Conditional influence | Development |
| Inability to measure the required amount | Negative | Conditional influence | Development |
| Negative | Conditional influence | Development | |
| No tool for separating the yolk from the protein | Negative | Conditional influence | Development |
| Absence required amount products | Negative | Conditional influence | Development |
| Lack of understanding of how the finished dough should look | Negative | Conditional influence | Development |
| Special device for separating the yolk | Positive | Conditional influence | Development |
| The temperature does not match the recipe | Negative | Conditional influence | Development |
The type of influence is positive or negative.
What to do next with this?
Now you need to check the relevance of the factors for the existing process and decide on next steps for each item.
To check the relevance, you need to find out if the factor exists in the real process. For example, the factor “No kneading/stirring tool” may not be relevant for us, because such a tool is available.
It would seem that irrelevant factors can be discarded, but it is better to “put them under control”.
This means that when developing a business process, it is necessary to take into account that these factors will need to be controlled, to perform certain actions in the process. If we talk about the above example, then in the process you need to check the availability of the appropriate tool at hand.
Let's move on to the actual factors. To begin with, we need to make sure that the factors that we cannot influence are really such. Then we discard them. There is nothing to do with them now. There are factors that influence the business process and which we can influence in one way or another.
We start with conditional factors.
The main task is to determine what we will do with each factor and plan the appropriate action. By and large, we can perform only three types of action on a factor - eliminate now, eliminate later (plan), or leave it as it is.
Remember that some positive factors can completely eliminate negative ones.
For example, the use of a dough mixer eliminates factors associated with the availability of tools, incorrect mixing times, etc. More on this another time.
Specify the type of action for each factor, plan and implement.
| Factor | Type of influence | Factor type | Zone of influence | Relevance | Action |
|---|---|---|---|---|---|
| Operation time is not enough | Negative | Influence | Influence | Yes | Set a timer in progress |
| Proofing time not correct | Negative | Influence | Influence | Yes | Set a timer in progress |
| The number of products is measured incorrectly | Negative | Influence | Influence | Yes | Use measuring containers |
| Using a blender/mixer/kneader | Positive | Conditional influence | Development | Yes | Buy mixer |
| Mechanics of action - mixing flour and sugar is not effective | Negative | Conditional influence | Development | Yes | Learn how to mix properly |
| No kneading/stirring tool | Negative | Conditional influence | Development | Yes | Buy whisk |
| Special device for separating the yolk | Positive | Conditional influence | Development | Yes | Buy |
| The temperature does not match the recipe | Negative | Conditional influence | Development | Yes | measure temperature |
It will not be superfluous to immediately assess, from a financial point of view, the cost of eliminating the factor. This makes it easier to make decisions.
The presented example, although extremely simple, demonstrates the actual work with factors and zones of influence in business processes. And in other situations, the algorithm will not change much. It is very useful to carry out similar work in relation to your field of activity and even life.
Summary
- A factor is a property, event or phenomenon that affects the process and/or the final result of the process.
- The combination of factors is called the zone of influence.
- Factors and zones are divided into 4 types.
- To determine the factors, two questions need to be asked in relation to the intermediate results of each operation in the process.
- The result of each operation matters for end result business process
- For each factor, the following is determined: type of influence, relevance, further action
- Irrelevant factors require control in the process mechanism
- Some positive factors can eliminate many negative ones.
- It is necessary to strive to expand the zone of influence.
- Expansion occurs due to work with factors in the zone of development and attention.
- Zone of no influence, should not fall into the field of view.
While all. In this article, I did not consider the relationship and weight of factors. About this some other time.
When making decisions, it is necessary to take into account whole line a variety of factors that directly or indirectly affect the selection process. These are, first of all, the personal qualities and assessments of the manager, the level of certainty or risk of the external environment, informational and behavioral restrictions, negative consequences and interdependence of decisions.
1. Personal qualities and assessments of the leader. All managerial decisions reflect people's values in terms of good and evil, decency, and are built on the foundation of someone's value system.
Research confirms that value orientations affect the way decisions are made. One of the first studies on the values of American managers showed that their value system is clearly biased towards economics, politics and science, as opposed to social, religious and aesthetic aspects. According to a study by George England, a profit-maximizing executive is less likely to invest in refurbishing the cafeteria and workers' break rooms. A manager whose value is compassion for people is more likely to get a fair promotion wages than to reduce it for the sake of releasing funds to finance research projects.
Cultural differences are important, although, as you might expect, there are similarities value orientations managers from different countries. For example, Australian managers prefer a "soft" approach to management and pay significant attention to their subordinates; South Koreans place more value on strength and have a poor perception of the problems of others; The Japanese demonstrate respect for their superiors and are highly loyal to the company.
Some organizations use formal declarations of corporate values to ensure that the decisions made by leaders and the actions of all employees of the organization reflect common system values.
2. Decision environment. When making managerial decisions, it is always important to take into account risk, or the level of certainty with which the result can be predicted. In the course of evaluating alternatives and making decisions, the manager must predict possible results in different circumstances or states of nature. These circumstances are traditionally classified as conditions of certainty, risk or uncertainty.
Certainty. The decision is made under conditions of certainty, when the leader knows exactly the result of each of the alternative options choice. Under certainty, there is only one alternative.
An example of a specific solution would be to invest excess cash in 10% CDs. The manager knows that, barring the extremely unlikely occurrence of an emergency that causes the federal government to fail to meet its obligations, the organization will receive exactly 10% of the funds invested. Relatively few organizational or personal decisions are made under certainty. However, they do occur, and often the elements of larger decisions can be seen as certain. Authors and researchers of economic and mathematical methods call situations with the presence of certainty deterministic.
Risk. Decisions made under risk are those whose outcomes are not certain, but the probability of each outcome is known.
Probability is defined as the degree of possibility of a given event and varies from 0 to 1. The sum of the probabilities of all alternatives must be equal to one. The most desirable way to determine probability is objectivity. Probability is objective when it can be determined mathematical methods or by statistical analysis accumulated experience.
Management must consider the level of risk as a critical factor.
There are several ways in which an organization can obtain relevant information to enable it to objectively calculate risk. Federal government reports on labor, economics, census results (qualifications) contain a huge array of data on population structure, price increases, income distribution, inflation, wages, and so on. Large trade organizations provide information of particular interest to specific industries.
When external information is not available, the organization can obtain it in-house through research. Market analysis is so widely used to predict the perception of new products, television shows, movies, and politicians that it has become a important area activities, and has also become an integral part of the activities of almost all large organizations dealing with the general public. However, market analysis does not have the status of a strictly scientific study.
The probability will be determined objectively if enough information is available for the prediction to be statistically reliable.
In many cases, an organization does not have sufficient information to objective evaluation probability, however, management's experience suggests what is likely to happen with high certainty. In such a situation, the leader can use judgment about the possibility of accomplishing alternatives with one or another subjective or implied probability.
Uncertainty
.
The decision is made under conditions of uncertainty, when it is impossible to estimate the likelihood of potential outcomes.
This should be the case when the factors to be considered are so new and complex that it is not possible to get enough relevant information about them. As a result, the likelihood of a particular outcome cannot be predicted with sufficient certainty. Uncertainty is characteristic of some decisions that have to be made in rapidly changing circumstances. The socio-cultural, political and science-intensive environment has the highest potential for uncertainty. In practice, very few management decisions have to be made under conditions of complete uncertainty.
When faced with uncertainty, a manager can use two main options. First, try to get additional relevant information and analyze the problem again. This often reduces the novelty and complexity of the problem. The leader combines this additional information and analysis with accumulated experience, judgment, or intuition to give a set of outcomes a subjective or implied credibility. The second possibility is to act exactly according to past experience, judgment or intuition and make an assumption about the likelihood of events. This is necessary when there is not enough time to collect additional information or the cost is too high. Time and information restrictions have essential when making managerial decisions.
3. Information restrictions. Information Data is sifted for specific people, problems, goals, and situations. However, necessary for the adoption good decision information is not available or is too expensive. The cost of information should include the time of managers and subordinates spent on collecting it, as well as actual costs, for example, associated with market analysis, payment
computer time, using the services of external consultants, etc. Therefore, the manager must decide whether the benefit from additional information is significant, how important the decision itself is, whether it involves a significant share of the organization's resources or a small amount of money.
If it is not easy to obtain information at an affordable price, but such an opportunity will soon appear, the most correct thing for the manager is to postpone the decision. It should be noted that time is not a critical factor, and the cost of delay will be more than offset by the benefit of making a better decision based on more information. Benefits and costs are largely subjective to the manager, which is particularly true of the manager's assessment of the value of their own time and the improvements expected as a result of the decision.
There are three options for the circumstances that a manager may face when assessing the costs and benefits of additional information.
Option "A". The benefit from each additional unit of information is equal to the cost of obtaining it. To the extent that management is willing to pay for additional information, it will have an additional benefit. As a result, temporary restrictions in terms of assimilation and use of everything more information should ultimately make the purchase of additional information economically viable.
Option "B". The costs of obtaining additional information are not offset by the benefits. Management should not seek additional information, because even if the decision is improved with its help, the costs exceed the benefits.
Option "C". The benefits of getting more information outweigh the costs. In such a situation, obtaining additional information is clearly desirable. However, in this case, too, time and intellectual constraints must ultimately drastically reduce the benefit of acquiring information. Leaders often incorrectly assume that more information is necessarily better.
4. Behavioral restrictions. Many of the factors that hinder interpersonal and intraorganizational communications affect decision making. For example, managers often perceive the existence and severity of a problem differently. They may also perceive limitations and alternatives differently. This leads to disagreement and conflicts in the decision-making process.
It has been found that numerous psychological factors and personality traits affect the decision-making process.
5. Negative consequences. Management decision making is in many ways the art of finding effective compromise. The gain in one is almost always achieved at the expense of the other. The decision in favor of higher quality products entails an increase in costs; some consumers will be satisfied, others will switch to a less expensive alternative. Similar Negative consequences must be taken into account when making decisions. The problem with the decision-making process is weighing the downsides with the upsides in order to get the highest overall gain.
6. Interdependence of decisions. In an organization, all decisions are interconnected in some way. An important single decision can almost certainly require hundreds of less significant decisions. Major decisions have implications for the organization as a whole, not just the segment directly affected by the decision. The ability to see how solutions fit in and interact in a system
management becomes more important as you move to the upper levels of power.
The state of the external environment
The state of the internal environment
3. Decisions depend only on decision makers
What functions of management reflect the process of division of managerial labor?
Specific
3. Binders
4. Socio-psychological
Which of the following functions are specific management functions?
1. Motivation
2. Communication
Labour Organization
General leadership
What functions provide the relationship and interaction between the elements of the organization's management system?
Planning
Organization
3. Motivation
Communication
What functions ensure the coordination of the actions of persons and departments subordinate to the head?
1. Planning
Organization
General leadership
4. Motivation
5. Control
Which of the following management functions are based on the needs and interests of employees?
1. Planning
2. Organization
Motivation
4. Control
5. Guide
Which of the following management functions allows you to set the goals of the organization and ensure their implementation?
Planning
Organization
Control
Motivation
Which of the following management functions make it possible to identify deviations that arise in the course of the organization's functioning?
1. Planning
2. Organization
Control
4. Motivation
What is the organizational structure for?
1. To establish the goals of the organization
To ensure the unity of action of all elements of the organization
3. To stimulate the actions of employees of the organization
What characterizes the organizational structure of management?
Management levels
Management links
3. Types of liability
Links between links
5. Type of guide
What are the links in the organizational structure of management?
1. Production
Linear
Functional
4. Technological
What is the management level?
1. Type of responsibility
2. Type of guide
Level of subordination and responsibility
4. Type of subordination
What is management?
1. Level of subordination and responsibility
Detached cell structure
A structure element that performs one or more specific functions
4. A cell that performs one of the general functions of management
What connections exist between the links in the organizational structure of management?
vertical
Horizontal
Functional
Linear
5. Mixed
What characterizes the linear vertical connections of the organizational structure?
Subordination and responsibility in all matters
What characterizes the functional vertical links of the organizational structure of management?
1. Availability of tasks jointly solved by units
Subordination within a specific function
What characterizes the horizontal links of the organizational structure of management?
Availability of tasks jointly solved by units
2. Subordination and responsibility on all issues
3. Subordination within a certain function
How can the linear links in the organizational structure of management be interconnected?
Vertical connections
Horizontal links
Linear connections
Links of coordination and cooperation
Links of subordination and responsibility
What specific functions do line managers perform?
General leadership
2. Operational management
What specific functions are performed by the linear links of the structure?
1. Operational management
General leadership
3. Technical and economic planning and forecasting
4. Organization of labor and wages
What specific functions are performed by the functional links of the structure?
1. General guidance
operational management
3. Technical and economic planning and forecasting
Organization of labor and wages
Accounting
What kind organizational structures should be attributed to structures of a mechanical type?
Linear
Line staff
Linear-functional
Divisional
5. Matrix
What typical organizational structures should be attributed to organic type structures?
1. Linear staff
2. Linear-functional
3. Divisional
Matrix
Design
What methods are traditionally distinguished in management?
Economic
2. Bureaucratic
Administrative
Socio-psychological
5. Democratic
What can be attributed to the tools economic methods management?
Directive indicators
Plans
4. Orders
Economic leverage
What can be attributed to the tools of organizational and administrative methods of management?
Regulations
Norms and regulations
Orders and directives
GOSTs
5. Systems financial incentives
What is the rule of thumb?
1. Regulation
3. Technological standard
Organizational standard
5. Technical standard
What is a "Department Regulation"?
Regulatory document
3. Technological standard
4. Organizational standard
What characterizes leadership style?
1. Scheme of subordination and responsibility
Relationship between leaders and subordinates
3. Communication of cooperation and coordination
The instrument of what methods of management is leadership style?
1. Economic
2. Administrative
Socio-psychological
4. Legal
What is reflected in the Blake-Mouton management grid?
1. Matrix structure
Leadership style
3. Connection between the links of the structure
What characterizes leadership style in Blake Mouton's managerial grid?
Care of the head of production
2. Personal interests of the leader
Care of the head of the employees of the organization
What psychological factors affect the employee of the organization?
Internal
External
Production
non-production
What kind psychological methods can use the manager to manage a group, department?
Formation methods psychological climate in a collective
Incentive methods
Methods of punishment
Methods of professional selection and training
What function of management is delegation of authority?
2. Specific
Socio-psychological
4. Binder
What is delegation of authority?
Transfer of powers
2. Transfer of responsibility
3. Transfer of powers and responsibilities
How can the goals of the organization be presented?
Verbal wording
2. Formulas
Quantitative indicators
Qualitative indicators
goal tree"
Which school of management was the first to formulate the principles of management?
School of Scientific Management
2. Administrative or classical school of government
Which school of management was the first to use management techniques interpersonal relationships?
1. School of Scientific Management
Administrative or classical school of government
3. School human relations and School of Behavioral Sciences
4. School of Management Science or math school management
What are the approaches to management?
process
Systemic
situational
4. Dynamic
Is a specific quantitative or qualitative result of the organization's activity a criterion for the effectiveness of management?
Is
2. Is not
OPTION
1. Arrange the positions in accordance with the increase in the level of the management hierarchy
B) head of department
D) teacher
Answer: D, C, B, A
2. Establish a correspondence between management schools and their representatives
1. School of Human Relations
2. Administrative School of Management
3. School of Scientific Management
4. School of Behavioral Sciences
A) F. Herzberg
B) D. Mooney
B) M. Follet
D) L. Gilbreth
Answer: 1-C, 2-B, 3-D, 4-A
3. According to management theory, match the individual stages life cycle organizations according to M. Porter and the main tasks of the stage
1. creation (birth)
2. youth
3. youth
4. maturity
A) balanced development
B) balance of projects, maintaining the image, reputation
C) survival, informing consumers
G) accelerated development, the struggle for market share
Answer: 1-C, 2-D, 3-A, 4-B
4. Qualitative indicators for evaluating the effectiveness of the enterprise management system include: the level of qualification of managerial personnel; reliability and completeness of the information of the control system; as well as …
A) the validity of managerial decisions
B) the amount of costs for the administrative apparatus
C) the actual complexity of the management work performed
D) the ratio of the number of managers, engineers, employees and workers
5. Match the functions of management and their content
1. Organization
2. Stimulation
3. Coordination
4. Planning
A) the process of determining the future performance of the enterprise
B) encouraging employees to be interested in the results of labor
C) an association of people acting together on the basis of certain rules and procedures
D) coordination of work of employees of the enterprise
Answer: 1-C, 2-B, 3-D, 4-A
6. The main content of long-term plans in management is the definition ...
A) budget
B) regulatory mechanisms
B) tactics
D) goals and strategies
7. The matrix management structure assumes ...
A) strengthening the management vertical
B) the complexity of managerial relations
C) simplification of managerial communications
D) improving the use of intellectual resources
8. Arrange the needs in the correct order according to A. Maslow's hierarchy, starting with more low level:
BUT) physiological needs
B) the need for security
B) the need for development
D) social needs
Answer: A, B, D, C
9. The purpose of coordination and regulation as common function management is not…
A) clarification of the distribution of duties and responsibilities of managers to eliminate deviations in the course of production
B) determination of the reserves allocated by the enterprise for the implementation additional work
C) finding out the reasons for the deviation in the fulfillment of planned targets
D) customer satisfaction
10. Set the correspondence between the type of efficiency of the organization and the indicators by which it could be evaluated
1. Internal efficiency
2. External efficiency
3. Overall efficiency
A) labor productivity
B) profitability of sales in a new market segment
C) acceleration of warehouse workflow as a result of the introduction of automated control systems
Answer: 1-C, 2-B, 3-A
11. Compare the concepts and their corresponding definitions
1. Management decision;
2. The process of making a managerial decision
3. Individual solution
4. Group decision
A) a set of actions carried out to solve the problem and linked in time and space, resources and performers
B) a decision that has a collegial nature
C) a decision made by a specific official
D) the process and act of solving a problem, leading to the achievement of the goal of the enterprise
Answer: 1-A, 2-D, 3-C, 4-B
12. Bringing tasks to performers in the process of implementing a management decision means setting specific tasks for each performer and determining ...
A) their wages
B) their ability to implement it
C) their rights, duties and functions in the execution of the decision
D) their relationship to the implemented solution
13. The model of the problem situation, taking into account the probability of the occurrence of events, assessing the effectiveness of each stage and the relationship of events, is a method ...
A) multidimensional matrices
B) synectics
B) "decision tree"
14. To the manifestation of the social effectiveness of the management decision in the activities of the organization not applicable…
A) improving the working conditions of workers
B) increasing the cost of employees to purchase the products of their organization
C) improving the system of employee motivation
D) a variety of forms of professional development of workers
