Министерство образования и науки Российской Федерации
Федеральное государственное бюджетное образовательное
учреждение высшего профессионального образования
«Сибирская государственная автомобильно-дорожная
академия (СибАДИ)»
В.П. Пустобаев, Э.Г. Беззатеева,
И.Н. Ефименко
THESAURUS APPROACH TO THE
CONTENTS OF A COURSE
“MANAGEMENT PRINCIPLES”
Учебное пособие
Омск
СибАДИ
2013
3
УДК 005.4
ББК 65.050.9(2)2
П 89
Рецензенты:
канд. филол. наук Ж.Б. Есмурзаева
(ФГБОУ ВПО «ОМГАУ им. П.А. Столыпина»);
канд. филол. наук, доц. Т.Г. Галкина (ФГБОУ ВПО «СибАДИ»)
Работа одобрена редакционно-издательским советом академии
качестве учебного пособия.
в
Пустобаев В.П.
П 89 Thesaurus approach to the Contents of a Course “Management Principles”:
учебное пособие / В.П. Пустобаев, Э.Г. Беззатеева, И.Н. Ефименко. – Омск:
СибАДИ, 2013. – 52 с.
Учебное пособие предназначено для студентов, изучающих английский
язык и обучающихся в высшем учебном заведении по различным направлениям
бакалавриата и магистратуры, а также аспирантов экономического направления.
Цель пособия заключается в развитии у обучающихся коммуникативной
языковой компетенции в сфере менеджмента. Учебное пособие содержит 15
взаимосвязанных тем, содержание которых представлено орграфом в табличной
форме. Указана литература для самостоятельной работы и вопросы для контроля
знаний. В узлах орграфа проставлены идентификаторы сложных
самовыражающихся элементов, образующих язык терминологической системы
предметной области основ менеджмента. Структура пособия позволяет
обучающимся совершенствовать лингвистические, социолингвистические и
прагматические компоненты коммуникативной компетенции.
 ФГБОУ ВПО «СибАДИ», 2013
4
В.П. Пустобаев, Э.Г. Беззатеева,
И.Н. Ефименко
THESAURUS APPROACH TO THE
CONTENTS OF A COURSE
“MANAGEMENT PRINCIPLES”
Учебное пособие
5
Омск  2013
СОNTENTS
PREFACE…………………………………………………………………………..
4
INTRODUCTION………………………………………………………………….
6
Lecture 1. CONCEPT AND ESSENCE OF MANAGEMENT……………………
8
Lecture 2. OBJECTS, STATES, PROCESSES……………………………………
10
Lecture 3. ORGANIZATION AS AN OBJECT IN MANAGEMENT……...……
13
Lecture 4. GOAL OF AN ORGANIZATION …………………………………….
16
Lecture 5. STRUCTURE OF AN ORGANIZATION …………………………….
19
Lecture 6. TYPES OF ORGANIZATIONS …………………………………...….
22
Lecture 7. FORMAL ORGANIZATION - ENTERPRISE ……………………….
25
Lecture 8. EXTERNAL ENVIRONMENT OF AN ORGANIZATION………….
28
Lecture 9. ORGANIZATION AS AN AGREGATE OF PROCESSES.………….
31
Lecture 10. MANAGEMENT PROCESSES ……………………………………..
34
Lecture 11. PERSONNEL MANAGEMENT……………………………………..
37
Lecture 12. MOTIVATION MANAGEMENT……………………………………
40
Lecture 13. CONFLICTS MANAGEMENT………………………………………
43
Lecture 14. ELEMENTS OF DECISION-MAKING THEORY…………………..
45
Lecture 15. ELEMENTS OF EXPERIMENT THEORY …………………………
47
CONCLUSION…………………………………………………………………….
50
BIBLIOGRAPHY ………………………………………………………………….
50
6
PREFACE
Предисловие
Настоящее учебное пособие является результатом работы
специалистов в области менеджмента и иностранного языка и
содержит
информацию
по
основополагающим
вопросам
менеджмента, представленную на английском языке. Содержание тем
изложено в виде орграфов. В узлах орграфов значатся
идентификаторы
смысловыражающих
компонентов.
Данные
идентификаторы
являются
терминологическими
единицами,
входящими в состав терминологической системы менеджмента.
Таким образом, каждый орграф представляет и понятийное поле
определенного раздела, и
тезаурус этого же раздела. Подобная
организация материала дает возможность обучающимся освоить план
содержания и план изложения основ менеджмента на английском
языке. При этом освоение терминологических единиц английской
терминосистемы менеджмента как средств выражения позволяет
развить коммуникативную компетенцию в целях решения возможных
коммуникативных задач профессионального общения. В зависимости
от уровня владения языком (А1, А2, В2, В2, С1, С2) по
общеевропейской классификации) в рамках коммуникативной
компетенции возможно совершенствование таких ее компонентов
как:
 лингвистический, позволяющий адекватно воспринимать и
корректно использовать англоязычные речевые единицы;
 социолингвистический, позволяющий адекватно использовать
реалии и фоновые знания в речевом профессиональном общении
между представителями разных культур;
 прагматический,
позволяющий использовать языковые
средства в определенных функциональных целях.
7
Задачи по развитию и преобразованию коммуникативной компетенции могут реализовываться в различных видах речевой
деятельности посредством восприятия и порождения устных и письменных высказываний, обмена, фиксации и переработки информации.
Представление материала в виде орграфов позволяет преподавателям
и инструкторам варьировать задания для аудиторной и автономной
работы студентов. Например, задания могут предполагать подбор
эквивалентов терминоединиц в языке перевода, развертывание тезиса,
построение микротекста для монологического высказывания,
дискуссия в диалоге или полилоге по теме или узлу орграфа и т.д.
8
INTRODUCTION
What we know is limited, but what we
don`t know is endless.
P. Laplas
We distinguish a plan of meaning and a plan of exposition in
linguistics. Both plans are the obligatory attributes of any study material
and there must be syntactical, semantic and pragmatic links between them.
The plan of meaning should go before the plan of exposition, of course, so
this issue is paid attention to.
Any lecture plan of meaning is constructed of the set of complex
sense-conveying knowledge components (lexical units, study units,
referred to as units), that compose its thesaurus. Etymologically, thesaurus
means treasury. The modern interpretation of thesaurus is knowledge
represented with systematic relations between identifiers of its
components. Usually an orgraph (organizational graph) is used to represent
these relations. In the root of the graph the title of the lecture is given and
the ties contain components identifiers. These components contain
information at length. Thus, the content of the lecture is presented both
morphologically and compositionally. Such presentation of the content of
the lecture is vital primarily for students and that is because:
• it shows the relation between the material of the day with the
oncoming material, the relation being multiple from different hierarchy
levels (future comes from present);
• it gives the idea of the material to be delivered;
• a student can see what material was not be delivered to him/her in
connection with a his/her major specifics or the form of training;
• having that scheme a student can make analysis and synthesis that
contributes to intellectual activities development, gaining skills of
independent art approach to both studying material and its designing;
• according to cognitive anthropologist David Ramelhard schemes
are building blocks of thought incorporated into the process of
interpretation of sense data, activity initiation;
9
• the scheme gives the idea about the sequence of its components,
proving divergent as well as convergent techniques of rendering;
• Having that scheme a student can make analysis of his/her gaps
himself/herself at any time (selftesting) and choose the direction to move
in;
• parts of these schemes can be considered as examination card
questions and discussion point for seminars;
• Designed course lecture plans of meaning are the open linguistic
system, giving the chance to modify both components and relations
between them caused by new discoveries in the subject of essential
changes in curricula;
• the scheme is the tool for a student`s autonomous work on
academic and scientific books;
• extramural students can use parts of schemes as plans to course or
test works.
Each of 15 lectures contain the table of components relation (orgraph
in the form of a table), bibliography list for student`s autonomous work
and questions in a checklist. Each orgraph components are related to three
types of academic activities – lectures (lec.), classes (cl.) and autonomous
work of a student (AWS).
Teaching load on each component (study unit) is defined by
instructors according to the curriculum. The interrelation between study
units of the current and oncoming lectures are specially marked as (*) in
the column “lecture”, in that case the material is like hypertext.
Suggested by the authors idea permits:
P to arrange subject curriculum as a system of credit units (credits).
Components identifiers of this or that orgraph hierarchy level can act as
such credit units;
P to divide a lecture orgraph of meaning into two parts – one for
bachelors and another for masters.
The morphology of each lecture contains different number of senseeloquent components, but taken together they are cohesive enough. The
morphology of all units composes terminology sphere of the principles of
management, making it possible to form a general structure of language of
communication between the instructor and the student.
10
Lecture 1. CONCEPT AND ESSENCE OF MANAGEMENT
Get into the root.
Kosma Prutkov “Ideas and aphorisms” №5
The starting point of history of management in Russia is considered
to be the foundation of managers association in 1990 which is the origin of
the theory of Russian management. In that period the departments training
managers were organized at many universities and institutes.
The concept “management” is treated as the skill of achieving the
aim using labour, intelligence and behaviour motives of other people.
The principle elements of management theory are self-organization
theory of complex systems, automatic control theory and theory of
decision-making.
The self-organization theory of complex systems considers the
ability of complex systems to develop nongentropic trends, adopt of
external conditions changing if necessary its organization structure.
Automatic control theory was one of the sources for ideas and
methods management was come from. It considers management as a goalseeking impact on the object using the principle of program control or the
management principle of disturbance, or the principle of feedback, the
principle of feedback combined with the principle of predictive control.
The principle of program control means the control is done with the help of
algorithm, program. The management principle of disturbance assumes
interference management and development of corresponding action. The
principle of feedback means the influence of output on input. The same
principles are used to manage groups of people as well.
The theory of decision-making says that all management problems
can be reduced to decision-making and suggests its own paradigms to
solve the problems.
The objects to research and to control in management are the leaders
of different levels, personnel and an institution.
The lecture plan of meaning orgraph is given in table 1.
11
Table 1
The lecture plan of meaning orgraph
Concept and essence of management
1
Concept of management, stages of management
development
Management in Russia and abroad
Type of management
Innovative, logistic, production, strategic, finance
Elements of general theory of management
Self-organization theory, automatic control, theory of
decision-making
Objects, states, processes
Total
Lec.
2
C/W AWS
3
4
*
Bibliography list for students` autonomous work [4, 5, 12, 19, 20,
25].
Checklist questions
1. Give the definition of management.
2. Characterized management in Russia, the USA and Japan.
3. Give the definition if self-organization, give the example.
4. Give definitions to innovation, logistics, production, strategy, finances.
5. What is the sense of automatic control theory?
6. Give the example of decision-making in everyday life.
7. What is in common between automatic control theory and theory of
decision-making?
8. Compile a glossary of terms, supported the sense-conveying components
of lecture meaning orgraph.
12
Lecture 2. OBJECTS, STATES, PROCESSES
Science cannot be mistaken in things, it can
be mistaken in understanding things.
V. Libkneht
There are a lot of different subjects and phenomena around an
individual: stones, air, water, light rays, plants, animals, electric and
magnetic fields.
The world is entire and indivisible, and there are no separate objects
there. An individual cannot comprehend everything entirely so he
perceives the world piecemeal. Invented images come up to our mind –
objects, working with which an individual is in metaphysical world
reflected the physical world. In this world we apply such methods of
cognition (research) as similarity, experiment (mental ones inclusive),
abstraction, deduction, induction.
An object is everything an individual`s activity is aimed at in order to
modify, create or research.
An object has many different characteristics, so there is a question
emerged to choose that feature of an object which defines it completely.
Taking any feature as a substantial one is relative; in one problem these
features will be substantial, in the other the same features will be minor.
Substantial features of an object are revealed in one case but while
circumstances are changed those features can become minor. Studying the
properties of object, processes, defining relationship between them in any
branch of knowledge is the fundamental part of researcher`s activity.
The notion “state” is treated as a point which moved either
intentionally or under random processes beyond or within it in
multidimensional object state space. There are two way to describe the
object state – either to introduce it in an abstract model or by measuring its
backbone parameters. In the first case the results of observation on external
object parameters are processes with the corresponding methods in order to
13
get either polynomial or functional representation of interaction by input
shift change or output. In the second case the measurement results of
internal parameters are entered in matrix - line which the state of the object
is judged on. Thus, the notion “state” is connected with the static
characteristics of an object.
The notion “process” is considered as the transition of the object
from one state to another. All the bodies and phenomena of a physical
world are in continuous movement, change and development. Observations
show that changes happen in a definite sequence. For example, a planted
seed comes through the stages of a sprout to a blooming or fructiferous
plant. Certain stage of development can be observed both in the world of
animals and in public processes, for instance goods and services have a
certain life cycle. The notion “process” defines the dynamic characteristics
of an object.
The lecture plan of meaning orgraph is given in table 2.
Table 2
The lecture plan of meaning orgraph
Objects, states, processes
1
Notion “object” and its description
External description of object
Hypothetic, verbal (linguistic), abstract description :
the model of “black box”
Functioning Law and translation algorithm
Internal description of object
Object components properties
Interrelationship, multifunctionality, hierarchical
patterns, ergatical patterns, emergent patterns.
Description of relationship between object
components
Graphical description
Matrix description: connection, incidence matrix
Multiple description
Objects in management
Leader: knowledge, abilities, skills
14
Lec.
2
C/W AWS
3
4
End of Table 2
1
Knowledge of subject field and its concepts,
knowledge of IT, ability to make decisions, skills
of analytical and technical work
Personnel as an object in management
Organization as an object in management
Notion of state
Description of object state through its external
parameters
Lagrangian model, method of finite difference,
method of lowest squares
Description of object state through its internal
parameters
Matrix - line values of backbone parameters of an
object
Point in multidimensional object state space
Classification of states
Notion “process”
Theoretic aspects of the notion “process”
Interrelationship between the notion of process and
state
Notion of discrete process and its representation with
Markov process with discrete time
Organization as set of processes
Total
2
3
4
*
*
*
Bibliography list for students` autonomous work [13, 22, 32].
Checklist questions
1. Give the definition of hypotheses and suggest an example.
2. Give the example of verbal description of an object.
3. What is the sense of abstraction?
4. Give the definition of model. Give the examples of models you know.
5. Clarify the sense of hypothetical description of object.
6. What is the sense of the abstract model “black box”?
7. Give the definition of emergent pattern. Suggest an example.
15
8. Give the example of object state in management.
9. Give the example of graphical description of relationship between
components.
10. Give the example of matrix description of relationship between
components.
11. Draw up a connection matrix with the graphical relation schema
specified.
12. What is the difference between connection and matrix?
13. What is the difference between method of lowest squares and
Lagrangian method?
14. Give the definition of Markov discrete process.
15. Compile a glossary of terms, supported the sense-conveying
components of lecture meaning orgraph.
Lecture 3. ORGANIZATION AS AN OBJECT
IN MANAGEMENT
Nothing can be said about the depth of a
puddle until you find yourself in it.
Miller Law
The term “organization” is treated in two ways:
• on the one hand it means an action directed to doing some job or
the process (assembly for example); there are lots of processes in an
organization (actions), directed at achieving a goal;
• on the other hand the term “organization” means an object which is
integral, made up of parts implementing functions differed from the
function of the whole unit.
So an organization is the order, coordination of the interactive in
space and time processes of more or less differentiated parts, stipulated by
its structure.
16
The dominant features of an organization are: the goal available
(goals), aggregate of functional conditions (status) and roles, rules
regulating the relationship between roles, as well as formalization of
considerable part of targets and relations.
Organization as a science was defined by the Russian scientist A. A.
Bogdanov; he considered Organization as a metascience as regards to
specific organizational sciences, which establishes common functioning
rules and principles of entire formations at an abstract level [6]. Later the
basic concepts of organizational theory were defined in the works of
scientists working in different field of knowledge: in biology – L. v.
Bertalanffy; in mathematics – W.R. Ashby and N. Wiener; in economics –
R.L. Ackoff. The research result of these scientists made foundations of
cybernetics, system approach and thus to consider organization theory in
close link with these sciences is reasonable. Cybernetics studies the laws of
system operation, connected with perception, memorization, processing,
exchange of information, using it to manage them. System approach is
methodology of scientific cognition, the basis of which being research of
objects as systems.
The object of research in the organization theory is targets and
functioning laws of societal organizations, kinds of their organizational
structures, interaction with external environment, ways to improve and
develop societal organizations.
The lecture plan of meaning orgraph is given in table 3.
Table 3
The lecture plan of meaning orgraph
Organization as an object in management
1
Organization: organization theory and its components
Cybernetics, system approach
Targets of an organization
Organization structure description
Organization structure
Job description
General targets of job description
17
Lec.
2
*
*
C/W AWS
3
4
End of Table 3
1
2
3
4
Rational division of labour, choosing right
personnel and its positioning, consolidation of
office discipline, increase of organization
efficiency
Special objectives of job description
Development of organizational and legal grounds
for office activities of personnel, increase of
employees` amount of responsibility for work,
guarantee of objectivity on employees` rating,
settlement of disputes
Job
functions,
competence
requirements,
qualification requirements
Description of an organization functional structure
Classification of an organization
Classification of organizations on integration principle
Classification of organizations on setting up mode
Types of organizations
*
Classification of organizations on nature of activity
Classification of organizations on public functions
Laws of an organization
Laws of the first level (general laws)
Laws of synergy, self-preservation
Law of ontogenesis: law principles
Laws of the second level
Laws of equality of analysis and synthesis
Law of composition and proportion: principles of
law.
Total
Bibliography list for students` autonomous work [6, 14, 15, 21, 25].
Checklist questions
1. Give the definition of cybernetics.
2. Explain the scope of concept “mission of an organization”.
3. Explain the essence of information description of an organization.
4. Explain the essence of information description of an organization.
5. What are reasons, modes put as basics of organization classification?
18
6. Who was the founder of theory of organization?
7. What does cybernetics study?
8. Give the definition of problem. What problems does a manager solve?
9. Explain the notion “synergy”. Give the example.
10. Explain the notion “law”.
11. What is a sense of equality of analysis and synthesis?
12. What is a sense of principles of law of ontogenesis?
13. What is a sense of principles of law of composition and proportion?
14. What is a sense of system approach?
15. Give the definition of structure. Give the example.
16. Give the example of regression model.
17. Explain the essence of method of "decision matrix".
Lecture 4. GOAL OF AN ORGANIZATION
When one doesn`t know what landing stage he
steers his course, not a wind will be fair.
Seneca
The analysis of a definite goal and the notions related (expediency,
intentionality, goal-formation) shows that the notion “goal” has different
nuances from ideal aspirations to end results obtained within a time
interval, and all that depending on the level of object cognition.
Organizations of different types can have different goals, for
example, the goal of a business organization is to maximize profit and
sometimes it can bring to pay increase. State-run organizations don`t strive
for profit, but they are cared about expenses.
In divisions of an organization as well as in an entire organization
there is a need to elaborate goals. The divisional goals of different
organizations, having similar activities will nearer between each other,
than divisional goals within one organization dealing with different
activities.
19
The goals determined should the status of a law for the organization
and its divisions. However the goal should be changes due to the dynamism
of the internal parameters and the environment.
There are two ways to change a goal:

the way depending on the environment and the matters in an
organization. Under the way good knowledge of environment parameters is
required and thus this way is rather difficult. The preferred one is the second
way;

the way of systematic pro-active change of goals.
The kernel of systematic pro-active change of a goal is in the
development of itemized short-term goals according to the long-term goal.
On achieving short-term goals new long-term ones are developed, where
the changes in the environment of direct and indirect influence are taken
into consideration. On the basis of new long-term goals short-term ones are
defined, on achieving them new long-term goals being developed. Under
such iterative process achieving long-term goals fails as they are regularly
altered. However, there is a constant long-term goal orientation in an
organization and a regular adjustment of a course of actions is done new
circumstances and opportunities being taken into consideration.
The lecture plan of meaning orgraph is given in table 4.
Table 4
The lecture plan of meaning orgraph
Goal of an organization
Lec.
2
1
Types of object goals
Formal (mission), operational, operating
Goals of object growth
Goal of rapid growth (function with increasing
increment), goal of steady growth (linear
increasing function), goal of growth reduction
(function with decreasing increment)
Two ways to adjust a goal
Requirements to the goals of organization
20
C/W
3
AWS
4
End of Table 4
1
Accuracy of wording, feasibility, flexibility,
measurability, compatibility, acceptability
Four phases of goal-taking
Environment effect and effect of inner parameters of
an object on defining a mission and goals, revealing
system-formation parameters of an object
Setting up a hierarchy of goals (structuring)
Tree of goals
Bringing the goals up to executing officers
Major directions of setting up goals
Profitability, position within external environment,
productivity, diversification
External environment of organization
Total
2
3
4
*
Bibliography list for students` autonomous work [3, 4, 5, 6, 30].
Checklist questions
1. What is the role of goals in the life of an individual?
2. What is the purpose of your going to the educational institution
(university, academy, institute, college)?
3. What is the difference between an operational goal and a formal goal?
4. What is the reason for organization to consider and apply the goal of
growth reduction?
5. What is way an organization takes external environment into
consideration?
6. How does an organization take its internal parameters into account?
7. What is the kernel of setting up a hierarchy of goals?
8. Give the example of a tree of goals.
9. When is the process of goal decomposition ended? Give the example.
10. What are the criteria if setting up goals?
11. Compile a glossary of terms, supported the sense-conveying components of lecture meaning orgraph.
21
Lecture 5. STRUCTURE OF AN ORGANIZATION
In any hierarchy every employee has a
trend to reach his own level of
incompetence.
From Parkinson's laws
Structure is an abstract notion, reflecting different aspects of either
designed or researched object. If to consider:

the flow of documentation,
it is said about informational
structure (documents circulation of an organization);

objectives, functions, it is said about functional structure;

technique of an object, it is said about technical structure;

morphology of an object, it is said about organizational
structure. There are informational, financial, tangible flows within
organizational structure.
Key notions of organizational structure are elements (components,
authorities) and relationship between them. Components of the structure
are workers of an organization (leaders, experts, office workers),
departments, workshops, areas, management personnel. Organizational
structure of an organization represents the frame where certain objectives
and functions are reached. So, foe example, Human resource department
solves the problem of finding the right person for the right position both
for current needs and for strategic purposes; engineering department solves
the problems of improving the quality of production.
The lecture plan of meaning orgraph is given in table 5.
22
Таble 5
The lecture plan of meaning orgraph
Structure of an organization
Lec.
2
1
Basic terms
Types of structures
Consecutive, annular, radial
Network structure: characteristics of structure
Coherence, structural redundancy, structural
compactness, degree of centralization, element
structure rank
Hierarchical structure with strong links
The notion of “orgraph” and its characteristics
Inherent complexity, reciprocal complexity,
structural complexity
Flat one-level and two-level structures
Minimum amount of situations induced by the
structure, empowerment
High structure
Minimum amount of situations induced by the
structure
Hierarchical structure with loose links
Structural - functional divisions of an organization
Accounting Department, Finance Department,
Personnel Department, Administrative Support
Center, General Service Department, Supply
Department,
Logistics
and
Marketing
Department, Production Department
Description of relationship between divisions
Graphical description, matrix description: with
connectivity matrix, incidence matrix, multiple
description
Characteristics of divisions
Interdependence, multifunctionality, hierarchical
patterns, ergatical patterns, emergent patterns
Designing techniques of organizational structure
Analogy approach, expert-analytical method, goal
structuring technique, standard – functional approach,
simulation technique
Total
23
C/W AWS
3
4
*
*
*
Bibliography list for students` autonomous work [3, 4, 5, 14].
Checklist questions
1. Draw up the types of structures and characterize them.
2. Write down the condition of coherence of the entire elements of nonoriented structure.
3. Give the definition of structural redundancy.
4. What does the term “structure diameter” mean?
5. Explain the meaning of word combination “element structure rank”.
6. Draw up a hierarchical structure with strong links.
7. Draw up a hierarchical structure with loose links.
8. Give the definition of “orgraph”.
9. What is the sense of strong and loose links?
10. Draw up a matrix structure and characterize it.
11. Give the definition of analogy and demonstrate its application when
solving creative problems.
12. What are the basics of modeling process?
13. What does inherent structure complexity define?
14. What does structure complexity define?
15. What does standard – functional approach of designing represent?
24
Lecture 6. TYPES OF ORGANIZATIONS
Not easy work at factories or fields
But harder work exists
This work - to live with people.
А. Mezhirov
There are notions of “formal” and “informal” organizations in
management. Formal organization is the institution characterized by:
- strictly regulated and documentary registered mission in external
environment, functions, roles and role functions in an organization;
- rationality and impersonality of relationship between the members;
- availability of authority and management;
- organizational and functional structures.
Formal
organization
is
based
on
public
formalization
of
relationships, status, standards. We can give the examples of an enterprise,
a university, a bank here and many other examples of organizations which
are officially registered and perform according to formally assigned rules.
There are no relationships between individuals there other than official and
functional relationships.
Any organization performs in an external environment and this
environment can be unpredictable towards this organization.
Classification of organizations is done according to the nature of
relationship with external environment, the nature its components
relationship, and relationship with an individual. Recently, the new types
of organizations are developed to which echnocratic, participative,
entrepreneurial and market-oriented organizations are referred.
Any enterprise goes through the following stages of its development: it
can become a part of independent enterprises, that can be reorganized into a
holding that in its turn can be transformed into a corporation. An enterprise
25
develops into a holding (concern) by consolidation of subsidiaries and
formation of conglomerate of enterprises with a unified managerial
company. In the course of evolution and improvement of business structure
an enterprise develops to the level of modern enterprise (corporation). In
such corporation there is a change in scope of organizational activity and the
links with other entities become more complicated. Within the country a
corporation can be developed to even more complex unit – a corporation of
an industry scale.
There are also informal organizations – these are spontaneously
gathered group of people that interact regularly to reach the goal. There is
much in common between informal organizations and formal ones: goal,
hierarchy, leaders, objectives, unwritten rules, called regulation, which are
the patterns of behaviour for the members of an organization.
Informal organizations are within the formal organization and that
brings to great difficulties of effective management of these organizations
as the leader of formal organization has primordially low opinion of the
leaders of informal organizations.
The lecture plan of meaning orgraph is given in table 6.
Таble 6
The lecture plan of meaning orgraph
Types of organizations
1
Formal organization
Classification of types of formal organizations
Types of organizations according to the nature of
interrelationship with external environment
Nature and conditions of application of
mechanistic and organic types of organizations
Types of organizations according to interrelationship
of its components
Traditional type of an organization
Divisional types of organizations
Product, organizational, region-organizational
types of organizations
Matrix type of an organization
26
Lec.
2
C/W AWS
3
4
End of Table 6
1
Multidimensional type of an organization
Types of organization according to interrelationship
with an individual
Corporate type of an organization
Individualistic type of an organization
Other types of organizations
Echnocratic, participative, entrepreneurial
Market –oriented type of an organization:
objectives of an organization
Timely and complex provision of a
factory/plant
with means of production,
minimization of production costs, increase of
process efficiency, production operability
assurance according to the specified range of
qualitative and quantitative indices
Formal manufacturing organization
Evolution of formal organization
Holding and its problems, development of holding
into corporation
Informal organization: basic characteristics
Social order, resistance to change, informal leaders
Conditions of interaction between formal and informal
organizations
Total
2
3
4
*
Bibliography list for students` autonomous work [3, 4, 5, 14, 30].
Checklist questions
1. Give the definition of formal organization. Give the example.
2. What is the difference between mechanistic and organic types of
organizations?
3. On what kind of conditions could a mechanistic type and an organic type
be applied?
4. What are the peculiarities of a traditional type of an organization?
5. What are the peculiarities of a divisional type?
27
6. When is a matrix type of organization applied and when is a
multidimensional type of an organization applied?
7. What is the difference between a corporate and individualistic type of an
organization?
8. What is the sense of echnocratic type of an organization?
9. What is the sense of participative type of an organization?
10. What is the sense of entrepreneurial type of an organization?
11. What are the characteristics of market-oriented organization?
12. Give the definition of the notion “evolution”. Give the example of
evolutionary development of an object.
13. Give the definition of a holding. What are the trouble spots of a
holding?
14. On what kind of conditions is a holding modified into corporation?
15. Give the definition of an informal organization. Reasons of informal
organization emergence. Give the example of an informal organization.
16. What is the difference between formal and informal leaders?
17. On what kind of conditions can informal organizations exist?
Lecture 7. FORMAL ORGANIZATION - ENTERPRISE
Nothing is done on reasonable
grounds.
O`Bryan`s law
An enterprise is a formal organization (object) manufacturing goods
or services supplied into external environment. It includes the main-line,
subsidiary production and subsystems of different kinds, for example
planning and control.
Main-line production fulfils the functions closely connected with the
transformation of means of production (input values) to finished goods
(output results). Subsidiary production fulfils the functions securing the
28
regular work of the main-line production. Subsystem of planning and
control processes the values of internal parameters and those ones of
external environment of an organization and elaborates solution on how the
main-line and subsidiary production should operate.
An efficient organization should meet a number of requirements, and
be based on certain principles.
Production management includes the following major elements:

Managing process (parameter).

Measuring technique for a process or parameter.

Comparison of process or parameter value with estimated rate
or estimated process capacity.

Adjustment of parameter or process with values exceeded
feasible limits.
The lecture plan of meaning orgraph is given in table 7.
Таble 7
The lecture plan of meaning orgraph
Formal organization – enterprise
Lec.
1
2
Characteristics of an enterprise
Production function, production cycle
Principles of industrial engineering
Specialization, standardization, precision, continuity,
parallelism, commensurability, reliability, uninterrupted
process, automaticity
“Sections” of production
Elementwise section of production, spatial section of
production, time section of production
Types of management at an enterprise
Supply management of means of production in
quantities, qualities, time required and with minimum
costs.
Production process management
Classification of production processes
On the role of process in manufacturing finished
goods, effect on means of production, type of
relationship with adjacent processes and type of
equipment used, mechanization level, scale of
operation, process organization
29
C/W AWS
3
4
End of Table 7
1
Laws of production process
Law of ordered flow of means of production
Standartization and typification of engineering
routes, typical flow patterns of factory`s means
of production
Law of production rhythm, product manufacturing
cycle, law of calendar synchronization of
production cycles
Models of production processes
Statistical models
Regression model, model of critical matrices
Static models
Volume of production planning model
Dynamic models
Finished products distribution management
Total
2
3
4
Bibliography list for students` autonomous work [7, 11, 31].
Checklist questions
1. What is goal of production?
2. What is a sense of objectives which ensure the implementation of
organizational goal?
3. What is the sense of specialization production principle and
standardization production principle?
4. What is the sense of precision production principle and continuity
production principle?
5. What is the sense of parallelism production principle and
commensurability production principle?
6. What is the sense of reliability production principle?
7. What is the sense of production principle of uninterrupted process?
8. What do “sections” of production define?
30
9. What is the sense of specialization?
10. What is the sense of diversification?
11. Give the definition of competitiveness of production.
12. What is the difference between internal and external competition?
13. Relate the notion ‘system approach” and enterprise capacity.
14. Clarify the role of inventory at an enterprise.
15. Clarify the role of the notion “self-organization”.
16. Explain the difference between static and dynamic models.
17. What is the difference between object of labour and means of labour?
Lecture 8. EXTERNAL ENVIRONMENT
OF AN ORGANIZATION
Two worlds a person has:
the one we were created,
the other always we create
as much as one can able.
N. Zabolotsky
The notion “external” environment denotes both aggregate of active
business entities, economic, social and natural conditions and national and
international institutional structures and other external conditions and
factors surrounding the organization and making influence on different
spheres of its activity. An organization cannot alter external effects, so a
manager has to take an external environment into account, as an
organization being an open system depends on resources supply, power,
personnel and consumers as well. A manager has to expose essential
factors of external environment and offer some proper means to response
to external actions.
Depending on a certain objective external environment can be of
aggressive or indifferent character, or occasionally can contribute to its
attainment. So, proper assessment of every aspect of external environment
contributes to effectiveness and efficiency of organizational activity.
31
There are a lot of points of view on structure of external environment
in scientific literature, but the widely spread approach states that there are
two levels in an external environment of any organization: the environment
of direct influence (micro-environment) and the environment of indirect
influence (macro-environment).
The environment of direct influence includes such factors as
suppliers of material and technical resources, consumers of goods and
services, competitors, laws and public authorities, fiscal and credit
institutions, insurance companies.
The environment of indirect influence as a rule does not make a
remarkable influence on an organization if to compare with factors of
direct influence environment, however, a manager needs to assess its state.
The structure of this environment is considerably more complex than the
environment of direct structure. The principle factors of the internal
influence environment are: economic, legal, social, political ones. Uneven
development of these factors in a country generates greater ambiguity of
the state of external environment for decision-making. It is well known
that system complexity is proportional to the number of its components
and to squared relation between them.
The lecture plan of meaning orgraph is given in table 8.
Table 8
The lecture plan of meaning orgraph
External environment of an organization
Lec.
1
2
Philosophic category “external and internal”, the notion of
external environment of an organization
External environment of direct influence on an organization
In case a researcher is in the environment
Regulation system in the market: private, intellectual,
joint-stock, public ownership
Contractual relations in the market
Regulation authorities of the market
State and its credit system
Banking system
Non-banking system: investment, fiscal,
insurance companies; pension funds; savings
banks; pawnshops
32
C/W AWS
3
4
End of Table 8
1
Managers, businessmen, entrepreneurs
Economic, legal, social, political, ecological,
organizational culture
Objects of management – organizations providing
goods and services
Organizations – suppliers - consumers
Description of static relationship of
organization providing goods and services
with suppliers and consumers with a model of
critical matrices
Organization and its microenvironment of
objects of labour
Statistic opportunities of microenvironment
An organization and its microenvironment of
credit system
Organizations – competitors, government
Nature of possible influence of external environment
on an organization – threats, opportunities
In case a researcher is in the organization
Features of external environment
Interrelationship, complexity, mobility,
ambiguity, profile of external environment
Features of an organization
Strengths, weaknesses of an organization
Functioning specifics of an organization in an
external environment of direct influence (SWOT
(SNW) – analysis)
External environment of indirect influence
Components of external environment of indirect
influence
Factor of economics, legal factor, sociological factor,
factor of foreign policy
Graphical interpretation external environment state
Constraints, situational analysis of external
environment
Functioning specifics of an organization in an external
environment of indirect influence (STEP (PEST) –
analysis)
Total
2
Bibliography list for students` autonomous work [4, 7, 23].
33
3
4
Checklist questions
1. Give the definition of an environment and external environment.
2. Why is widely used word combination “internal environment” wrong?
3. Give the definition of mobility of environment.
4. What is the complexity of environment defined by?
5. Give the definition of credit system of a country.
6. What are the specifics of external environment of direct and indirect
influence?
7. Compile a glossary of terms, supported the sense-conveying components
of lecture meaning orgraph.
8. Transform a part of lecture orgraph from tabular to graphic form.
9. What is the difference between SWOT and SNW analyses?
10. What is the difference between STEP and PEST analyses?
Lecture 9. ORGANIZATION AS AN AGREGATE
OF PROCESSES
A notion “process” means the transition of an object from one state
to another made intentionally or incidentally under the influence of
uncontrollable factors. The process could either natural or artificial and run
differently.
The lecture plan of meaning orgraph is given in table 9.
Таble 9
The lecture plan of meaning orgraph
Organization as an aggregate of processes
1
Processes of supply activity
Process of choosing suppliers
By means of competitive auctions, negotiations
through correspondence, expertise
Characteristics of suppliers through analysis of
hierarchies.
34
Lec. C/W ASW
2
3
4
*
End of Table 9
1
The process of purchasing subjects of labour: in bulk, in
small batches, as far as required; making supply
agreement; the process of delivery of subjects of labour:
en route, through warehouses
Processes of production activity
Process of forecasting
Ambiguity as a reason making forecasts difficult
Forecasting techniques
Statistical techniques, expert techniques
Planning process
Stages of planning
Technological processes: notion of technology
Technologies by C. Perrow
Routine, engineering, handicraft, non-routine
Data work technique
Data bank technique, models banks, knowledge
banks, theory banks, technology to work with texts
and hypertexts
Technologies of solving problems
Problem statement (terminology, interface)
Modeling of the problem to solve
Analysis technology of internal state of an
organization (SWOT-analysis)
Management processes
Process of decision-making
Elements of decision-making theory
Research and design processes
Researches to obtain scientific knowledge
(theories, laws) and empirical knowledge
Elements of experiment theory
Designing of life cycle, system of services
supplied, object location
Organization; leadership, coordination: meetings,
formulation of papers, searching for compromise
Monitoring: elimination of ambiguity about the state
of an object by means of comparison of results
reached with the standards determined
Types of monitoring (preliminary, routine, final),
periodicity of monitoring
Processes of sales activity
Marketing research
Finished products distribution
Agencies, functions of agents
Total
35
2
3
*
*
*
*
*
*
*
*
4
Checklist questions
1. What is the sense of supply activity in management?
2. What is the difference between the methods of purchasing subjects of
labour?
3. What is the difference between the transit and warehouse ways of
delivery?
4. What is the difference between statistical forecasting technique and
expert forecasting technique?
5. Enumerate the stage of planning.
6. Give the definition of “research”, what is the purpose of doing
researches?
7. Give the definition of an object and a subject of research. Give the
example of object and subject of the research in statistics.
8. What is the difference between notions “designing” and
“modernization”?
9. Give the definition of probability. Relate the notion of ambiguity and the
notion of probability.
10. Relate the notion of periodicity of monitoring with the notion of object
functioning ambiguity.
11. Give the definition of lifecycle. Give the example.
12. Give the definition of theory.
13. Give the definition of law. Give the example of law in the field of
philosophy.
14. Give the example of theories and laws in the field of mathematics.
15. Give the example of theories and laws in the field of economics.
16. Compile a glossary of terms, supported the sense-conveying
components of lecture meaning orgraph.
17. Transform a part of lecture orgraph from tabular to graphic form.
18. Identify nodes by means of Dewey`s notation.
36
Lecture 10. MANAGEMENT PROCESSES
Management is an art like medicine or engineering,
which has to rely on underlain science – concepts,
theories, principles and methods.
Harold Koontz, President of International Academy of
Management
The notion “management” is not formalized to the extent that it has
complete and precise formal description. In a broad sense “management” is
the function of a system aimed at either saving an aggregate of properties
the loss of which leads to system ruining when means are changed or at
implementing some program which ensure stability of system functioning,
homeostasis, goal attainment.
As a process management is closely connected with the system of
management (control), which has a certain management goal. So, for
example, the goal of management is to increase the functioning efficiency
of an object, the goal of tickets punching system is to provide passengers
with tickets taking their needs into consideration; the goal of
communication system is a reliable subscribers` service; the goal of
healthcare system is increasing of longevity and so on. An object of
management can be a machine, complex of machines, an individual or
society.
By now there have been four most important approaches that made
substantial contribution to the development of management theory as well
as practice: the approach of defining different schools; processing
approach; system approach; situational approach.
Within the first approach there are four schools distinguished: school
of scientific approach, classical school (of business administration), school
of human relationship and school of behavioral science and of management
science (school of quantitative methods).
System approach is based on scientific representations of systems,
developed by cybernetics, theory of big systems and others. It considered
37
any object of management as a system composed of interrelated parts
(subsystems), being a part of another system – external environment –
from which necessary resources human, physical, information, finance) are
received.
Situational approach assumes revealing a set of circumstances
(situations) making substantial influence on organization performance at
the point of time and taking measures to balance its internal parameters
with the state of external environment. This approach is a new direction of
situations analysis accompanied true management processes.
Processing approach considers manufacturing entity as interrelated
interdependent complex of processes vital for satisfying this or that need
through production of goods and services. Except well known standard
functions of management there are processes of information transfer and
exchange, as well as the process of decision-making and the processes of
direct implementation of these decisions.
The lecture plan of meaning orgraph is given in table 10.
Таble 10
The lecture plan of meaning orgraph
Management processes
Lec.
2
1
Management
Modern managerial problems
Inefficiency of management system (absence of
models), low level of leader`s responsibility (legal
nihilism)
Absence of reliable and timely data
Structure of management
Managed object, managing object, feedback channel
(positive, negative)
Nature, methods, objects and processes of managerial
activities in management
Administrative, economic, organization executive,
psychological methods
Motivation management
Conflicts management
38
*
*
*
C/W ASW
3
4
End of Table 10
1
Automatic control in industry
Four approaches of development and practice of
management
Approach of defining different schools
School of scientific management
Analysis of possible ways of solving problems,
allocation of duties according to work type, use of
material encouragement
Classical school of management
Henri Fayol and his theory of business
administration
Aim and principles of Henri Fayol`s theory of
business administration
School of human relationship
Development and implementation of approaches of
interpersonal relationship management
School of management science
Development of spatiotemporal models objects and
processes behaviour, implementation of qualitative
methods to assess situations
System approach
Notion of system: components, links, goal, observer,
observer`s language
Features of a system
Functional
integrity,
homeostatic
nature,
complexity, variability, hierarchical pattern
Situational approach
Processing approach
Interrelationship between situations and processes
Development of procedures for every situational
class
Total
2
Bibliography list for students` autonomous work [3, 7, 30].
Checklist questions
1. Give the definition of the notion “management”.
2. Give the definition of the notion “structure”.
39
3
*
4
3. What is the aim to introduce negative feedback into management
system?
4. Give the definition of the notion “method”. What term is the synonym of
the term “method”?
5. Give the example of different way to solve one and the same problem.
6. Give the example of solving the problem of duties allocation according
to work type.
7. What is the sense of material encouragement?
8. What is the sense of management principles of Henri Fayol?
9. Characterize classical school of management.
10. Give the example of spatiotemporal model of objects behaviour.
11. What is the sense of system, situational, processing approaches?
12. Give the definition of the notion “procedure”.
13. Give the example of the situation classification result.
14. Give the definition of economics.
15. Explain the relationship of components of law of demand and law of
supply.
Lecture 11. PERSONNEL MANAGEMENT
To manage means to lead an organization
to the goal taking maximum advantage of
resources available.
H. Fayol
Process of management includes three stages. At the first stage
management identifies actual availability of field personnel. At the second
stage the rate of future needs (goal) is determined according to
organizational changes and state of labour market. At the third stage the
schemes of wants satisfaction are developed as well as criteria to select
field personnel and reflection-time perspective. Success of organization is
40
closely connected with the progress of personnel – its training, further
training, studying at schools of leadership and management and retraining.

General and professional education gives necessary
knowledge, skills and expertise.

Retraining contributes to enhancement of professional
knowledge and skills.

Studying at schools of leadership and management gives
necessary knowledge and helps to take top positions and forms leader`s
career.

Retraining give the second education. The aim of retraining is
to give workers an opportunity to master new major.

Personnel management is an independent kind of professional
activity of a manager, the aim of which is:
P awareness of creative, engineering skills of employees;
P efficient positioning of employees according to type of;
P development and implementation personnel selection policy;
P elaboration of rules of employment and dismissal;
P issues connected with personnel training and retraining;
P creation of well organized, well managed team which is able to
make decisions quickly and efficiently taking into account the current
condition of external environment and state of organization. Team
formation usually starts with the creation of temporary groups to solve
problems of search nature.
The lecture plan of meaning orgraph is given in table 11.
Таble 11
The lecture plan of meaning orgraph
Labour resources management
Lec.
2
1
Notion of personnel
Planning of personnel: three stages of personnel planning
Record of availability of current resources, estimation of
further wants, development of schemes of wants
satisfaction (program of making shortlists of candidates)
41
C/W AWS
3
4
End of Table 11
1
Organization of recruitment, selection and hiring of personnel
Recruitment of personnel in order to have labour reserve
Selection of candidates from labour reserve with criteria
method (competency, energy, knowledge of foreign
language) or with testing technique (diagnosis)
Main expectations of an organization about an expert
Hiring personnel: labour contract
Main expectations of an expert about an organization
Management in the system of personnel control
Functions of a manager on personnel control
Setting up the goal and means of personnel
management, holding day-to-day meetings, creation of
constructive relations between employees and structural
divisions
Management of personnel development
Career – teaching and social adaptation
Training: training techniques
Lectures, group discussions, simulation tasks,
situational analysis, management role plays,
modeling
Further training of personnel
Training course at enterprises in the country and
abroad, defending thesis
Jobs content analysis fulfilled by an employee
Labour activity evaluation, professional advancement
with the view of promotion, demotion, transfer,
dismissal, labour reserve planning
Total
2
3
4
Bibliography list for students` autonomous work [4, 6, 16, 18, 20].
Checklist questions
1. Clarify the technology of labour reserve planning.
2. Give the definition of the notion “test”. Cite an example.
3. What is the aim of the stage “personnel adaptation”?
4. Explain advantages and disadvantages of a lecture as a training
technique.
42
5. Explain the meaning of management role – plays.
6. Explain the meaning of modeling. Name the types of modeling.
7. How does evaluation of employees in an organization conducted?
8. Enumerate and explain the functions of personnel manager.
9. How often is it necessary to hold operational meetings in an
organization?
Lecture 12. MOTIVATION MANAGEMENT
We will teach a kitchen maid to run
the country.
Demagogy of L. Trotsky
Motivation is the process of inspiration of yourself and other people
to act in order to achieve your personal goals or goals of an organization.
The structure of sense-conveying components of the section is given
in table 5 and contains three content lines.
The notion “motivation” is a complex notion, including two extra
ones: a need and a goal – an objective.
A need is determined by the inner state of an individual. A need
defines the behaviour of an individual at the moment or in the long term.
Inner state of an individual is his/her readiness (propensity) to act.
A goal is something an individual is going to reach at the moment or
in the long run. Long term goal is reached by solving definite objectives
(there are plenty of ways to achieve a goal). The goal set by an individual
cannot be achieved if it does not correspond to the inner state of an
individual. So there are some incentives to adjust inner state of an
individual.
Motivation function is that employees of an organization do their job
according to the delegated power and plan. Motivation management is the
process of creating a drive to act to achieve the goal.
43
Theory of motivation is divided into two categories: content and
process.
Content theories of motivation explain the needs that motivate people
in particular when volume and content of a job. These theories analyze the
factors (mainly the structure of needs) that effect motivation.
Process theories analyze the allocation of human efforts to achieve
different goals and human behaviour. Process theories assume the
behaviour of individuals is not just determined by needs. In general, the
concept of motivation comes to the following points. Having understood
the problem and the possible reward, an individual correlates this
information with his/her needs and possibilities, chooses pattern of
behaviour, elaborates certain attitude and acts going to obtain the result.
The lecture plan of meaning orgraph is given in table 12.
Таble 12
The lecture plan of meaning orgraph
Motivation management
1
Elements of motivation
Fundamental notions of motivation
Human needs, goal
Stimulation is the fundamentals of motivation
Types of stimulation management, requirement to
stimulation management, principles of stimulation
Classification of motivation theories
Content theories of motivation
Maslow`s theory of motivation, McClellend`s theory
of motivation, Alderfer`s ERG theory, Gerzberg`s
theory of motivation
Process theories of motivation
Expectancy theory, equity theory, Porter-Lawler
motivation theory
Motivation management methods
Administrative ways of influence
Organizational, directorial
Assignment of responsibility
Financial, disciplinary, administrative
Reprimand
44
Lec. C/W AWS
2
3
4
End of Table 12
1
Economic methods of management
Planned economy, self-support, remuneration of
labour, market pricing, securities, tax system, mode
of responsibility, staged of reproduction
Social methods of management
Social planning, analysis of employees` personality,
morale, conflicts
Setting up negotiations, partnership, competition
Establishing good relations with the group
Psychological methods of management
Psychological planning
Analysis of personality types, temperament, human
nature, individuals` orientation, intellectual ability
Employment of ways of psychological influence
Total
2
3
4
Bibliography list for students` autonomous work [4, 6, 16, 18, 20].
Checklist questions
Enumerate the types of motivation.
1. Give the definition of the notion “principle”.
2. What is the difference between Maslow`s theory of motivation and ERG
theory?
3. What is the sense of Gerzberg`s theory of motivation?
4. What is the sense of expectancy theory?
5. What is the sense of Porter-Lawler motivation theory?
6. What is the difference between Gerzberg`s motivation and PorterLawler motivation?
7. What is the sense of administrative methods of influence?
8. What is the sense of economic methods of influence?
9. What is the sense of social methods of influence?
10. What is the sense of psychological methods of influence?
11. Enumerate the methods employed to analyze personality traits.
12. What is the sense of social methods of management?
13. What is the sense of psychological methods of management?
45
Lecture 13. CONFLICTS MANAGEMENT
Conflict itself is not a problem,
the problem is what we should with
our differences.
R. Fisher
Conflict is a collision of parties, opinions, forces; the upper stage of
discrepancy development in relations between people, devices, systems,
social groups. Social conflict is developed in a definite situation, where
there is a social problem and the conflict has its structure: kernel and the
subject of conflict, conflict bearers (parties to conflict), characteristics of
behaviour. Social problem is an existing contradiction recognized by the
subjects as significant discrepancy between the actual and due situation,
between the aims and performance results, the discrepancy being emerged
due to the absence or lack of goal attainment means, obstacles on the path,
struggle about the goal between different agents, all that leads to
dissatisfaction of social needs.
Conflicts can be both functional and lead to organization increase of
efficiency and dysfunctional and lead to deterioration of personal
satisfaction, group cooperation and organizational efficiency. Time of
conflict depends on how effectively it is ruled. To rule the conflict it is
necessary to realize the cause of conflict situation.
There are some effective ways to rule the conflict situation: structural
and interpersonal management.
The lecture plan of meaning orgraph is given in table 13.
Таble 13
The lecture plan of meaning orgraph
Conflict management
1
Notion of conflict
Conflict and its types
Intrapersonal conflict; interpersonal conflict, conflict
between an individual and a group, intergroup
conflict, conf lict between objects
46
Lec.
2
C/W AWS
3
4
End of Table 13
1
Conflict development stages
Pre-conflict stage: stage components
Initiation, collision, incident
Conflict: collision
Post-conflict stage: stage components
Conflict development
Conflict consequences
Functional consequences of conflict,
dysfunctional consequences of conflict
Conflict cause
Resource distribution, task interdependence, aim
differences, views and values differences, behaviour
and life experience differences, inadequate
communication, disbalance of work station, improper
control
Ways to rule conflict situation
Structural technique to run conflict situation
Stage of effective management of organizational
changes, techniques to reduce resistance
Interpersonal ways to manage conflict situation
Stress and its reasons, ways of employees control
Total
2
3
4
Bibliography list for students` autonomous work [3, 4, 6, 7, 9].
Checklist questions
1. Relate intergroup conflict with resource allocation, interdependence of
tasks and communication.
2. Relate conflict between an individual and a group having differences in
views and values, behaviour and life experience.
3. What are the reasons of intrapersonal conflict?
4. What is the difference between components of pre-conflict stage?
5. What is the reason of structural organizational changes?
6. What are the techniques top management can apply to reduce employees
resistance to organizational changes?
47
7. What is the difference between functional and dysfunctional
consequences of conflict?
8. Compile a glossary of terms, supported the sense-conveying components
of lecture meaning orgraph.
9. Transform a part of lecture orgraph from tabular to graphic form.
Lecture 14. ELEMENTS OF DECISION-MAKING THEORY
There are rules to choose decisions
but there are no rules to choose these
rules.
Enon “Laws of scientific work”
Problem of decision-making arises when formalization mechanism
cannot be determined immediately. In cases like that it is necessary to
determine problem situation of an object, expose factors that cause that
situation, detect possible tools (mathematical objects), to describe
situation and relate the goal and the means. There are three stages in the
decision-making process.
The lecture plan of meaning orgraph is given in table 14.
Таble 14
The lecture plan of meaning orgraph
Elements of decision-making theory
Lec.
1
2
Notion of decision-making
The first stage of decision-making
Problem comprehension owing to
Increase of empirical knowledge, accumulation of
experimental data, detection of cause-effect
relationship
Problem statement
Types of problems – possibility, crisis, routine
Problem types
48
C/W AWS
3
4
End of Table 14
1
Analysis problem – diagnostic, dispersive,
combinatorial, structural, functional
Problem of synthesis, development, stabilization
Problem ranking – criteria determination
The second stage of decision-making (alternatives
generation)
Choice of alternatives: based on past experience,
experiment, analysis
Choice of alternatives taking into account the state of
external environment
Probabilistic assessment of the state of external
environment, results assessment of implementing
alternatives within external environment
Expertise of alternatives
Routine problems solved with expertise
Decision - making
Decision rules according to revenue data
Maximax, maximin, minimax, Gurvitz
Decision rules implementing numerical values of
probability outcomes
Maximum probability, mathematical expectation,
revenue maximization (minimization of losses)
Decision implementation
The third stage of decision-making: assessment of effect
expected
Total
2
3
4
Bibliography list for students` autonomous work [26, 33].
Checklist questions
1. What is the sense of diagnostic analysis?
2. What is the sense of combinatorial analysis? Give the example.
3. What is the sense of structure functional analysis? Give the example.
4. Give the definition of experiment. What is the purpose of experiments?
5. Give the example empirical model.
6. Give the definition of analysis and synthesis.
49
7. Give the definition of criteria.
8. Give the definition of expertise.
9. Give the example of routine problems solved with expertise.
10. Give the example of an alternative.
11. Give the definition of probability.
12. What is the sense of decision-making without implementing numerical
values of probability outcomes?
13. What is the difference between maximax and maximin rules?
14. What is the sense of decision-making when implementing numerical
values of probability outcomes?
15. What is the sense of mathematical expectation?
16. Compile a glossary of terms, supported the sense-conveying
components of lecture meaning orgraph.
Lecture 15. ELEMENTS OF EXPERIMENT THEORY
Experiment is the teacher you need to take
after.
B. Pascal
Experiment is the technique to obtain new knowledge under
controllable and manageable conditions, first of all about cause-effect
relationship between phenomena and processes.
The notion
‘experiment” means the process of creation conditions of multiple
repetition of this or that phenomena of an object or subject.
The logic of experiment as a scientific method was developed by J.
S. Mill in the 19 century. It assumes the double rule of distinction in an
agreement: if within the experiment after the set of events если A,B,D
comes an event а, but after В and D does not come а, then А is the cause
of а. The first of the two sets of events is considered as experimental, and
the second one as control. This classic plan of making experiments was
supplemented with multiple-factor experiment later on, and the Mill`s
50
double rule was provided with statistic analysis procedure (dispersive,
factorial etc.).
Thus, an experiment is perceptional-objective scientific activity
done with the view of accumulation of experience, reproduction of object
of knowledge, verification of hypothesis etc.. An experiment is carried out
in natural environment or under simulated natural conditions. The
principle methodological technique to study an object is the technique of
‘black” box when input variables x l..., x м are called factors, and input
у1 ,...,у м variables are called reaction.
The lecture plan of meaning orgraph is given in table 15.
Таble 15
The lecture plan of meaning orgraph
Structure of sense-conveying components of the section
Lec.
1
2
Aim of experiment
Terminology of dispersive analysis in experiment
Factor, reaction
Experimental conditions, types of an experiment
Passive experiment
Active experiment
Calculating experiment according to a model
Error of experiment result
Result of experiment - quantity
Classification of quantities according to number of
values
Notion of “algebra” of result processing
Ordinary Least Squares, Lagrangian representation
Result of experiment - event
Classification of events
Authentic, impossible, random (possible) event, joint
and disjoint event, dependent and independent event,
event of equal possibilities, opposite event
Classic definition of probability
Probability of ordinary events
Probability as a ratio of quantity of favourable
outcomes to their total quantity (rearrangements,
allocations, combinations)
Probability as a ratio of measure sets
51
Sem.
3
*
AWS
4
End of Table 15
1
Probability of complex events
Probability of complex event represented in the
form of multiplication of elementary events
Probability of complex event represented in the
form of orgraph (outcome array; total outcome
probability)
Geometrical determination of probability
Statistical determination of probability
Total
2
3
4
Checklist questions
1. Give the definition of experiment and what is the sense and the aim of
an experiment?
2. What is the fundamental difference between passive and active
experiments?
3. What is the sense of computing experiment?
4. What is the result of an experiment?
5. What is the fundamental difference between OLS and Lagrangian
representation?
6. Give the definition of event. Give the example.
7. Give the example of dependent and independent events.
8. Give the example of ordinary event.
9. Give the example of complex event.
10. Give the definition of orgraph.
11. How does probability of complex event correlate with probability of
independent ordinary event?
12. Give the example of ordinary and complex events distribution.
52
CONCLUSION
So to sum up the scheme is informative, visual and contains a certain
number of sense-conveying identifiers, the aggregate of which make the
thesaurus of subject area. Besides, the scheme reflects the process of
transformation of data, physical resource, distribution of something, goal
defining (tree of goals), being the tool of knowledge, that is, the scheme
has pragmatic features.
In the paper schemes are enclosed and that allows to reflect aspect
diversity of root components. Such root components are the notion and the
essence of management, control, organization as both an object and a
process of management.
BIBLIOGRAPHY
Библиографический список
1. Алферова З.В. Математическое обеспечение экономических расчетов с
использованием теории графов / З.В. Алферова. – М.: Статистика, 1974.
2. Афанасьев В.Г. Социальная информация /В.Г. Афанасьев. – М.: Наука, 1994.
3. Басовский Л.Е. Менеджмент: учебное пособие /Л.Е. Басовский. – М.:
ИНФРА-М, 2002.
4. Веснин В.Р. Менеджмент: учебник / В.Р. Веснин. – М.: ТК Велби, Изд-во
Проспект, 2004.
5. Виханский О.С. Менеджмент / О.С. Виханский, А.И. Наумов. – М.: Знание, 1998.
6. Герчикова И.Н. Менеджмент / И.Н. Герчикова. – М.: Банки и биржи,
ЮНИТИ, 1997.
7. Дафт Р.Л. Менеджмент / Р.Л. Дафт. – СПб.: Питер, 2002.
8. Дика В.В. Информационные системы в экономике /В.В. Дика. – М.:
Финансы и статистика, 1996.
9. Дружинин В.В. Введение в теорию конфликта / В.В. Дружинин, Д.С.
Конторов, М.Д. Конторов. – М.: Радио и связь, 1989.
10. Жданов С.А. Экономические модели и методы в управлении /С.А.
Жданов. – М.: Изд-во «Дело и Сервис», 1998.
11. Зеваков А.М. Логистика материальных запасов и финансовых активов. –
СПб.: Питер, 2005.
12. Каору И. Японские методы управления качеством / И. Каору. – М.:
Экономика, 1999.
13. Матвеева Т.В. Логико-терминологическая система сложных понятий в
информатике: учебное пособие / Т.А. Матвеева, В.П. Пустобаев. – Екатеринбург:
ГОУ ВПО УГТИ-УПИ, 2005.
53
14. Мескон М.Х. Основы менеджмента: пер. с англ./ М.Х. Мескон, М.
Альберт, Ф. Хедоури. – М.: Дело, 2000.
15. Мильнер Б.З. Теория организации / Б.З. Мильнер. – М.: ИНФРА-М, 2004.
16. Михайловская В.П. Внутризаводская текучесть рабочих и кадров / В.П.
Михайловская. – Новосибирск: Наука. Сиб. отд-ние, 1984.
17. Оучи У.Г. Методы организации производства: японский и американский
подходы / У.Г. Оучи. – М.: Наука, 1993.
18. Половинко В.С. Управление персоналом: системный подход и его
реализация / В.С. Половинко. – М.: Информ-Знание, 2002.
19. Попов А.В. Теория и организация американского менеджмента /А.В.
Попов. – М.: Изд-во Московского университета, 1991.
20. Попов В.Б. Как работают японские предприятия /В.Б. Попов. – М.:
Наука, 1994.
21. Поршнев А.Г. Управление организацией: учебник /А.Г. Поршнев, З.П.
Румянцева, Н.А. Саломатин. – М.: ИНФРА-М, 1999.
22. Пустобаев В.П. Элементы теории информационных процессов и
технологий: монография / В.П. Пустобаев. – Омск: Изд-во СибАДИ, 2007.
23. Пустобаев В.П. Внешняя среда и ее возможные состояния / В.П. Пустобаев,
Д.А. Харитонов // Омский научный вестник.  2008.  №2 (66)  С. 3841.
24. Пустобаев В. П. Тезаурусный подход к плану содержания курса лекций
по основам менеджмента / В.П. Пустобаев; НОУ Омский институт дополнительного образования «Экономика и право».  Омск, 2012.  47с.  Деп. в
ВИНИТИ №220-В2012.
25. Словарь иностранных слов / под ред. И.В. Лехина и проф. Ф.Н. Петрова.
– М.: Гос. изд-во иностр. и нац. словарей, 1955.
26. Семенова И.И. История менеджмента: учебное пособие для вузов /
И.И. Семенова. – М.: ЮНИТИ-ДАНА, 2000.
27. Системный анализ и принятие решений: словарь-справочник: учеб.
пособие для вузов /под ред. В.Н. Волковой, В.Н. Козлова. – М.: Высш. шк., 2004.
28. Уинслоу Т.Ф. Менеджмент / Т.Ф. Уинслоу. – М.: Дело, 1992.
29. Федчук В. Холдинг: эволюция, сущность, понятие / В. Федчук //
Хозяйство и право.  1996.
30. Экономика и социология труда: учебник / под ред. А.Я. Кибанова. – М.:
ИНФРА-М, 2003.
31. Ципкин Ю.А. Менеджмент /Ю.А. Ципкин, А.Н. Люкшинов, Н.Д.
Эриашвили. – М.: ЮНИТИ-ДАНА, 2002.
32. Чернов В.А. Управленческий учет и анализ коммерческой деятельности
/ В.А. Чернов; под ред. М.И. Баканова. – М.: Финансы и статистика, 2001.
33. Черняк Ю.И. Системный анализ в управлении экономикой / Ю.И.
Черняк. – М.: Экономика, 1975.
34. Черчмен У. Введение в исследование операций /У. Черчмен. – М.:
Наука, 1968.
35. Шрейдер Ю.А. Информация в структурах с отношениями / Ю.А.
Шрейдер // Сб. исследования по математической лингвистике, математической
логике и информационным языкам. – М.: Наука, 1972.
36. Якубайтис Э.Я. Информационные технологии в экономике: учебнопрактическое пособие / Э.Я. Якубайтис; Московский государственный
университет экономики, статистики и информатики. – М.: МЭСИ, 1999.
54
Учебное издание
Владимир Петрович Пустобаев,
Эвелина Гайковна Беззатеева,
Ирина Николаевна Ефименко
THESAURUS APPROACH TO THE
CONTENTS OF A COURSE
“MANAGEMENT PRINCIPLES”
Учебное пособие
***
Редактирование и компьютерную вёрстку
выполнила Т.И. Кукина
***
Подписано к печати 15.02.2013
Формат 60×90 1/16. Бумага писчая
Гарнитура Times New Roman
Оперативный способ печати
Усл. п. л. 3,25, уч.-изд. л. 2,6
Тираж 60 экз. Заказ №___
Цена договорная
***
Издательство СибАДИ
644099, г. Омск, ул. П. Некрасова, 10
Отпечатано в подразделении ОП
издательства СибАДИ
55