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CONCEPT AND SUMMARY OF MANAGEMENT ORGANIZATION
Sh.A.Alimova
Asia international university, Bukhara, Uzbekistan
Annotation:
In the article there is a study of the organization management system notion as
deployment of notions: system, management system and organization. The author analyzed the
terminology of general system theory, cybernetics, theory of organization and management. The
definition of organization management system is an aggregate of procedures of informational
and vital influence of culture on structure, where the first is the subject of leaders and owners,
the last is formed as an object of the company's value chain.
Keywords:
general theory of the system, management system, organization management,
corporate culture, leadership
The organization management system is one of the most common terms in management science,
organization theory, information theory and related fields of knowledge. However, a study of
many theoretical sources has shown that to date there is no clear definition of the organization
management system.
Some authors use a similar term "mechanism" (Novikov), which is further defined as a system.
In this study, we set the task of formulating the concept of the organization management system
in its comprehensive understanding. For this purpose, it is necessary to identify the relationship
between the concepts of system, management system and organization, in order to get to the
definition of the essence of the organization's management system with the greatest possible
accuracy.
The concept of system
The system as a concept and object of study is considered by such fundamental branches of
science as general systems theory and its applied areas - cybernetics, systems analysis and
systems engineering.
It is also necessary to add to this definition that a system is not a simple set of elements, but an
ordered set, or a collection of objects and the relationships between them, which gives a new
quality that is not reducible to the qualities of its constituent elements. Bertalanffy defines this
new quality as a "systemic effect", later this phenomenon gave direction to the development of
synergetics [2] or the theory of complex systems.
Thus, the main properties of the system that are important when defining this term are:
- integrity — external influence on the system changes all elements of the system, and not its
only element;
- synergy — the system acquires new qualities compared to the simple sum of the qualities of the
elements that make it up;
- hierarchy — each element of the system can be considered as a system, and the system itself is
an element of some more global system.
At the same time, we consider it important to accept the above understanding of hierarchy for the
existence of the system. There are other interpretations of this term, such as: "hierarchy (from the
ancient Greek ísрaрxía, from {erod "sacred" and archl "rule") is the order of subordination of
lower links to higher ones, their organization into a tree-type structure; the principle of
management in centralized structures" [6]. However, in our opinion, such a vision of the
hierarchy of the system simplifies the understanding of the interrelations between its elements,
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which can and very often are carried out horizontally. At the same time, vertical hierarchical
relations similar to classification or detailing relations are not found in living systems.
Among a number of principles by which systems function, the most interesting for our study is
the "principle of monocentrism", which states that a stable system "is characterized by one center,
and if it is complex, chain-like, then it has one higher, common center" [4]. Polycentric systems
are characterized by dysfunction of coordination processes, disorganization, instability, etc. Such
effects arise when some coordination processes (pulses) are superimposed on others, which
causes the loss of integrity;
We cannot unambiguously accept the principle of monocentrism proposed by Bogdanov as a
condition for the existence of a certain "higher" center, since the criterion for comparing what is
higher and what is lower in the system is not obvious. However, we fully support the statement
about the existence of a single center that carries out functional general management of the
system as a single entity, including coordination and transmission of common goals for the
system.
It should be noted that all principles of system functioning, according to the general theory of
systems, confirm the role of goal setting, coordination, regulation and feedback in the
functioning of the system. That is, the role of management in the existence of the system as such.
This means that any system must be manageable, and the subject and processes of management
are part of the system itself.
Management systems
A management system is a stable combination used to define many phenomena: a quality
management system, a charity management system, a management system of relations with the
environment, etc.
There are definitions of management focused on managing an organization. For example,
Mescon, Albert and Khedouri define "management as the process of planning, organizing,
motivating and controlling necessary to formulate and achieve the goals of the organization."
According to the oldest US organization for certification of management systems, "A
management system is a certain framework for managing and continually improving the
procedures, policies and processes of an organization" [6].
However, our goal at this stage is to consider management and management systems as a whole,
regardless of the object of management. In this regard, the interpretation of the concept of
management in cybernetics is interesting.
Each cybernetic system is a set of interconnected objects (elements of the system) capable of
perceiving, remembering and processing information, as well as exchanging it. Thus, the basis of
management in cybernetics is information and its movement.
Organization management system
In accordance with the above conclusions, an organization management system is a control
object and a control subject connected by an ordered targeted interaction between them. What is
an object in an organization management system and what is a control subject? And what is the
essence of the interaction between the subject and the object?
Control object. The first contender for the role of control object in the system model is the
organization. An organization is a complex adaptive system in itself, and therefore, when
speaking about the organization’s management system, we cannot consider the organization in
its entirety as an object of management and separate the management system from the
organization. In other words, “with "Organization management system" is a subset of the set
"Organization". Thus, in the model of the organization management system, the object is some
aspect or subsystem of the organization as a whole.
In addition, the definitions of the organization management system known to us point to the
organizational structure as an element of this system. "The management system is described as a
certain integrity consisting of tools (system intelligence), organizational structure, its graphic
image and management processes (system dynamics)" [5].
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A subsystem of targeted interaction. In addition to the object and subject of management, an
integral element of the organization management system is the ordered impact of the subject on
the object. Such impact is obviously "refined" management. Most authors, when speaking about
the management system of an organization or other object, use the terminology associated with
functional management. At the same time, the opinion that the management system is a set of
processes and procedures has become widespread.
"A management system is a structure of processes and procedures used to perform tasks
necessary to achieve the organization's goal" [6].
Some authors use the term "management mechanism", but in the sense of a system. And at the
same time, they also define it as a set of procedures. "With regard to organizational systems, the
mechanism of functioning is a set of rules, laws and procedures governing the interaction of
participants in the organizational system; the mechanism of management is a set of procedures
for making management decisions" [5]. At the same time, Novikov distinguishes between the
concept of the mechanism of functioning of the organization and the mechanism of management,
focusing in the first concept on the interaction of participants (i.e., the organizational structure),
and in the second - on the procedures for making management decisions.
This approach to understanding the management system of an organization is largely enshrined
in the existing ISO standardization system, which requires the implementation of certain
procedures for certification of the management system.
A widely accepted point of view is that there is a management process applicable to any
organization, consisting in the implementation of functions that every manager must perform.
Currently, in the management literature, there is a tendency to consider management as the
implementation of functions.
Thus, in the management system of an organization, the element connecting the organizational
structure as an objective reality and the subject of management is a set of functional management
procedures: forecasting, planning, control, analysis, etc.
Subject of management. Thus, in the organization's management system there is a management
subject - a certain subsystem with the most active impact on the other subsystems and generating
goals of the highest, defining order.
Thus, the subject of management in the organization's management system is the organizational
culture, determined by the owners and leaders, which, in turn, forms the procedures of functional
management. These procedures also carry the informational and energetic impact on the object
of management — the structure of the organization, which, for its part, objectively determines
both the form of interaction and the limitations on the content of the corporate culture.
This means that the management system of an organization is a set of procedures for the
informational and energetic impact of the organization's culture, determined by its leaders and
owners, on the structure, objectively determined by the organization's value chain.
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