Information and communication in the management of the organization. The role of communications in management. Communication information in the management of the organization

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Introduction

Communication is one of the key problems in modern society. In organizations, this problem turns into a lack of understanding that communication is not just an exchange of information, but a dynamic interpersonal process of exchange of behavior. Of all organizational processes communications, perhaps, occupy a central, pivotal place, as they underlie the life of the organization. Decision making is often defined as choosing between two or more alternatives. However, in reality, this is the process of collecting and processing information, developing alternatives and choosing one of them, and the most important thing is the implementation of the decision. Without the latter, this process does not make sense at all. Management interaction is carried out in the organization at various levels, and at each of them there are conflicts. Conflicts are viewed today as a source of individual and organizational development, since in the course of conflict resolution a new situation is born. The paradox is that the presence of a conflict is used to judge the maturity of an individual, a group and an organization. Conflict is the vital seed from which success grows.

The purpose term paper is the definition of the place of information and communication in the management of the organization.

The tasks of the work are to find out exactly how information contributes to the normal functioning of the company, what role it plays in management, how to work effectively for a manager with the help of communication.

The object of the course work is information involved in the process of management and communication.

1. General concepts of information and information exchange

1.1 Concept of information

Information is a reflection in the consciousness of a person of the surrounding world, fixed in some way and therefore possessing the property of reproducibility, used as a means of communication between people, cognition and awareness of the world, accumulation and preservation of knowledge.

In managerial activity, information is a collection of information about the state of the controlling and controlled subsystems, as well as the environment. However, in the practice of managing an organization, information is understood in a simplified way, as:

· A set of information about the state of the control, controlled systems and the external environment of their functioning;

· New information about the state of these control objects;

· Information that reduces the level of uncertainty and risk in relation to the future, etc.

V modern conditions management and management of the organization has become an important area of information support, which consists in the collection and processing of information necessary to make informed management decisions.

Organizations store and process huge amounts of data that can be converted into useful information. The effectiveness of its use depends on the ability of the organization to collect primary data, providing managers with the information they need. Figure 1 shows the process of converting primary data into management information by means of an information system (IS).

Figure 1 - Converting data into information by means of IS

1.2 Properties of information

The quality of information is determined in accordance with four main criteria:

1) Reliability (accuracy). If train timetables change by at least 10%, most passengers will perceive the old timetable as extremely unreliable. If employees find errors in the information contained in the document, they will mistrust all the data obtained with its help.

2) Timeliness. Only the information received in a timely manner is of value. The manager responsible for budget execution needs operational information about the level of costs, which allows him to adequately respond to unwanted changes.

3) The required volume. Many managers suffer from an excess of information because they are unable to view and use large amounts of it. Perhaps this means that it is unfortunate to choose a format for converting data into management information.

4) Significance. Much depends on the tasks and responsibilities of a particular employee. The manager responsible for production needs information on production volumes, equipment downtime rates; the senior manager needs more generalized data.

In order to assess the criterion of significance, refer to Table 1, which shows the differences in information needs of senior managers and heads of departments responsible for the day-to-day work of the organization (Gorry and Skott-Morton, 1971):

Table 1 - Differences in information needs of senior managers and department heads

Senior managers	Heads of departments
Generalized data	Highly specialized information
Analysis of trends, plans for the future	Statistical data
Internal and external information	Mostly internal data
Predominantly high quality information	Mostly quantitative information
Needs vary depending on the need for specific decisions	Daily data

1.3 Information exchange

In the activities of large firms, the transfer of information is an indispensable paramount factor in the normal functioning of the firm. At the same time, ensuring the efficiency and reliability of information is of particular importance. For many firms, an in-house information system of information solves the problems of organizing a technological process and is of a production nature.

By means of information, cyclically repeating stages of the control process are carried out - receiving, processing information about the state

controlled object and transferring control commands to it. Consequently, with the help of information, a connection is realized between the subject and the object and between the controlling and controlled parts. common system management.

In the course of joint activities, people exchange various views, ideas, views, suggestions, knowledge, attitudes. All this can be considered as information, and the communication process itself can be represented as a process of information exchange. Precisely because the exchange of information is embedded in all major types of management activities, we call communication a connecting process. And one of essential tools management in the hands of the manager is the information at his disposal. Using and transmitting this information, as well as receiving feedback signals, he organizes, leads and motivates subordinates. Therefore, much depends on his ability to transmit information in such a way that the most adequate perception of this information by those to whom it is intended is achieved.

Communication is the exchange of information, on the basis of which the manager receives the information necessary for making effective decisions, and communicates the decisions made to the employees of the organization. If communication is poor, decisions can be wrong, people can misunderstand what management wants from them, or, finally, interpersonal relationships can suffer from this. Effective communication often determines the quality of decisions and how they will actually be implemented.

It is almost impossible to overestimate the importance of communication in management. Nearly everything that leaders do to make it easier for an organization to achieve its goals requires effective communication. If people cannot exchange information, they will not be able to work together, formulate goals and achieve them. However, communication is a complex process with interdependent steps. Each of these steps is very necessary in order to make our thoughts understandable to another person. Each step is a point at which if we are careless and do not think about what we are doing, the meaning can be lost.

According to research, managers spend 50 to 90% of their time on communications. This seems incredible, but it becomes understandable when you consider that the leader does this in order to fulfill his roles in interpersonal relations, information exchange and decision-making processes, not to mention the managerial functions of planning, organizing, motivating and controlling.

Precisely because the exchange of information is embedded in all major types of management activities, we call communication a connecting process. Since the leader has three roles and four main functions in order to formulate the organization's goals and achieve them, the quality of communication can directly affect the extent to which the goals are achieved.

This means that effective communication is essential for the success of individuals and organizations. Ineffective communication is one of the main areas for problems. By deeply understanding communication at the level of the individual and the organization, we must learn to reduce the incidence of ineffective communication and become better, more effective managers. Effective leaders are those who are effective in communication. They represent the essence of the communication process, have well-developed oral and written communication skills, and understand how the environment affects the exchange of information.

Communication is carried out by transferring ideas, facts, opinions, sensations or perceptions, feelings and relationships from one person to another orally or in any other form in order to receive the desired response in response.

When considering the communication process, it is necessary to take into account that in the conditions of human communication, it is important not only how information is transmitted, but also how it is formed, specified, and developed. Communication and information are different but related things. Communication includes both what is being conveyed and how that “what” is conveyed.

In order for communication to take place, at least two people are required. Therefore, each of the participants must have all or some of the abilities: to see, hear, touch, perceive smell and taste.

Effective communication requires certain skills and abilities from each of the parties. Communication should be considered not only as sending and receiving information, since we are dealing with the relationship of two individuals, each of whom is an active subject - their mutual informing involves the establishment of joint activities. Therefore, in the communicative process, not only the movement of information occurs, but also an active exchange of it.

In a specifically human exchange of information, the importance of information plays a special role for each participant in communication, since people do not just exchange words, but at the same time strive to develop a common meaning. And this is possible provided that the information is not only accepted, but also comprehensible and comprehended.

2. Semiotics and its sections

communication management management

Semiotics is a science that studies ways of transmitting information, properties of signs and sign systems in human society (mainly natural and artificial languages, as well as some cultural phenomena, systems of myths, rituals), nature (communication in the animal world) or in man himself ( visual and auditory perception, etc.). In other words, semiotics is a theory of signs and sign systems.

Three sections of semiotics are distinguished:

§ syntactics (or syntax, from the Greek. syntaxis- construction, order) - studies the patterns of construction of sign systems regardless of their interpretation, that is, the relationship of signs with each other;

§ semantics (from the Greek. semantikos- what it means) - studies the relationship between a sign and its meaning;

§ pragmatics (from the Greek. pragmatos- action) - studies the relationship of signs with their senders, recipients and the context of sign activity.

In modern science, there are several areas of semiotic research.

The first direction is biological semiotics, or biosemiotics.

This direction deals with the study of signaling (communication) systems of animals, including lower animals and insects, that is, it studies systems based on natural signs, or signs that are somehow important for the existence of the organism itself, that is, biologically essential (biologically relevant).

The second direction is ethnosemiotics, which studies the "implicit level" of human culture. Even when a separate object of observation for ethnosemiotics is something quite tangible, for example a folklore wedding song or a conspiracy, the point of view of semiotics on this subject differs from the point of view; science of folklore: semiotics studies it as a part of such sign systems of a given society, the meaning and role of which are not recognized by the members of society themselves.

Ethnosemiotics is a young and rapidly developing science; there are still no generally accepted generalizing theories in it. Abroad, especially in the United States, a large number of individual concrete studies are carried out within the framework of ethnography (called there "cultural and social anthropology").

Let us first dwell on private studies conducted in cultural and social anthropology, taking as a typical example the study of human postures that can be part of sign systems. Within the framework of cultural and social anthropology, the study of postures can be carried out from different angles.

On the one hand, postures can be studied from the point of view of the physiology of the human body (in the same way, one can study crying, laughter, physiological functions, etc.), this is the so-called ethological point of view. The description of poses is important for engineering psychology, which consists in the study of a person in contact with a machine: human reactions and behavior, placement of a person in front of a machine or machine, the design of handles, control panels, etc.; knowledge of typical postures for a given nationality is important when planning apartments, furniture, etc.; for psychiatry: psychiatric observation of postures, in turn, can shed light on the physical behavior of a healthy person.

On the other hand, postures can be studied as human body positions typical of a given culture. This is an ethnological point of view. The total number of various stable positions that the human body is capable of accepting is about 1000. But of them, due to the cultural tradition of each tribe and people, some are prohibited (taboo), while others are fixed. Therefore, the study of postures must necessarily be comparative, "intercultural". In order to determine whether a particular posture is significant, for example, the posture of sitting at a meal, that is, whether it has ethnological significance, it is necessary to compare the postures of sitting at a meal in different cultures, for example, the Indians of North America and the Aborigines of New Zealand. If the postures turn out to be consistently different, then they are a fact of culture.

After that, a catalog of ethnological poses can be compiled (Figure 2). After isolating the smallest, elementary units of human spatial behavior - poses and compiling catalogs - a deep cultural and ethnographic study of them begins, which can be carried out along the following lines:

a) the relationship of poses with other symbolic and non-symbolic systems of culture: clothing, layout of dwellings, etc .;

b) cultural and historical tradition - the stability of some poses throughout long periods the existence of peoples.

Such postures are passed down traditionally and persist over long periods of time. It is assumed that they can serve, like forms of language and objects of material culture, to establish the most ancient movements and contacts of tribes. Thus, the posture in the third row from the top, the fourth column from the left, characteristic of the population of the Samoan islands in the Pacific Ocean, apparently indicates indirect contacts with India, where it is associated with religious customs.

Figure 2 - Part of the catalog of poses that are significant from an ethnological point of view (according to G. Hughes)

The third direction - linguosemiotics- focuses on the study of natural language with its stylistics.

The natural sound language of people is the most complete and perfect of all communication systems that exist in to a famous person the world. Other, artificial, man-made systems and languages (for example, writing, signaling with flags, Morse code, Braille for the blind, artificial languages such as Esperanto or Volapuk, information-logical languages, etc.) embody only some of the properties of a natural language. These systems can significantly strengthen the language and surpass it in one or several respects, but at the same time be inferior to it in others, just as the telephone, television, radio (in general, any tool, any instrument) enhance some properties of individual human organs.

Linguosemiotics explores other related sign systems, which:

§ function in parallel with language (for example, gestures and facial expressions accompanying speech);

§ compensate for language (for example, expressive, stylistic intonation; typographic fonts);

§ modify its functions and its symbolic character (for example, artistic speech).

In recent years, in connection with the rapid development of natural language modeling and the emergence of various types of artificial languages (information, information-logical, such as programming, etc.), the object of linguosemiotics has also expanded.

Fourth direction - abstract semiotics- studies only the most general properties and relationships that characterize sign systems, regardless of their material embodiment (R. Carnap abroad; V. B. Biryukov, D. P. Gorsky, A. A. Zinoviev, V. V. Martynov, etc. ., THE USSR). Within the framework of this direction, the most abstract, logical and mathematical theory of sign systems is being created.

The subject of general semiotics is the comparison, collation and generalization of the results of particular semiotics; consideration of how abstract linguistic relations are manifested in various sign systems; the formulation of the general semiotic laws that emerge in this case; resolution of epistemological issues, etc.

3. Measurement of information. Entropy

3.1 The role of information in management

The essence and role of information in management is best shown by the connection between the concept of information and the concept of entropy. At one time N. Wiener expressed duality entropy - information as follows: “Just as the amount of information in a system is a measure of the organization of the system, in the same way entropy is a measure of the disorganization of the system; one is equal to the other, taken with the opposite sign. " The management of the system depends on the information available. Of all the variety of definitions of information, the most fundamental is that which is postulated by information theory and is associated with the amount of information:

Information is the removal of uncertainty. In this case, the uncertainty is reduced by the amount of information that was obtained in the process of choosing or making a decision from the available number of alternatives;

However, in management, information is also a means of communication (information is transmitted in the form of a message that contains information in changing variables).

Information counteracts the tendencies of the system to disorganization and growth of entropy, and the amount of information in the system is a measure of the organization of the system (Figure 3.1.).

A distinction should be made between concepts such as data and information. Data - primary information (signals) about changes in variables (the degree of aggregation is low);

Intermediate information obtained as a result of the accumulation and aggregation of primary data, informing about the dynamics of changes;

Final information (high degree of accumulation and aggregation), directly used in the decision-making process.

3.2 Quantitative measures of information

Structural measures are used to measure only discrete information. The used structural measures are based on information elements (quanta), which are understood as indivisible parts of information.

Structural measures are subdivided into geometric, combinatorial and additive measures of information.

Geometric measure defines the amount of information as the value of the length, area or volume of the geometric model of the message, related to the number of quanta it contains. The potential, i.e., the maximum possible amount of information in the given structural dimensions is determined by the geometric method. This number is called information capacity.

The amount of information in use combinatorial measure is calculated as the number of combinations that can be made up of information items. This measure measures the potential structural diversity of information systems. The combinatorial measure is advisable to use when it is required to assess the possibilities of transferring various information using alphanumeric elements.

Before talking about the additive measure of information, we introduce the concepts of depth h and length l of a word.

Depth h the words call the amount various elements(characters) contained in the adopted alphabet.

Length l words are the number of characters necessary and sufficient to represent a given set of words by elements of a given alphabet.

The depth of the word corresponds to the radix, and the length of the word corresponds to the length of the number system or coding system.

The total number of words that can be represented by codes of length l and depth h is determined by the expression

This means that the information capacity q with this estimation method depends exponentially on the word length l. Therefore, the application of this measure in practice is a great inconvenience.

To ensure the possibility of adding the amount of information when adding words and proportionality of the amount of information to the length of a word, Hartley introduced an additive logarithmic measure of information

I = log 2 h l = l log 2 h.

The unit of information measurement when applying an additive measure is a bit, i.e., the amount of information contained in a word of depth h = 2 and length l= 1. If information comes from various sources, then when evaluating the amount of information by an additive measure, it is true

where I (A1, A2, ..., An) is the total amount of information from sources A1, A2, ..., An;

I (Ai), i = 1 (1) n - the amount of information from the source Ai, measured by an additive measure.

Determining the amount of information using statistical measures requires a probabilistic approach. With this approach, information is considered as a message about the outcome of random events, the implementation of random variables and functions, and the amount of information is made dependent on the a priori probabilities of these events, quantities, functions. Statistical and structural measures of information do not allow assessing the content of information, since they do not take into account the meaning of the message and its value for the addressee. Semantic measures provide an opportunity to avoid this disadvantage.

3.3 The amount of information as a measure of the organization of the system

The amount of information is used to express the degree of organization of the system based on measuring the degree of uncertainty (formula 3.1.):

K = -log2 p i, (3.1.),

where p i is the probability of choosing the i-th alternative;

An illustration of this formula is shown below in Figure 3.2. The concept of the amount of information is interpreted below in connection with the reduction of uncertainty when choosing among 8 alternatives. At the same time, the uncertainty decreased by 3 bits or by the amount of information that was obtained as a result of choosing from 8 alternatives.

K = -log2 pi = -log 2 18 = 3 bits.

where K is the amount of information;

p i - the probability of choosing the i-th alternative;

Figure 4 - Three ticks of selection and reduction of uncertainty by three bits when choosing from eight options.

4. Communication networks of the organization

The organization is managed through people. One of the most important management tools for a manager is directing them signals or messages their subordinates about their behavior necessary to achieve organizational goals. Using this and receiving feedback from subordinates, the manager organizes, motivates and leads the subordinates. Much depends on the manager's ability to effectively transmit and receive such signals and messages so that they are most adequately perceived by those to whom they are intended. Many managers understand the importance of this problem and pay great attention to it.

In the process of communication, signals or messages about behavior are transmitted from one subject to another and vice versa. Subjects can be individuals, groups and organizations as a whole.

In the first case, communication is interpersonal character. It is carried out by transferring ideas, facts, opinions, hints, sensations or perceptions, feelings and relationships from one person to another in verbal(oral or written), as well as in non-verbal(postures, gestures, tone of voice, transmission timing, etc.) form in order to obtain the desired response.

In the second and third cases, we are talking about organizational communication, i.e. how, by whom and when signals are sent in the context of groups and organization (meetings, presentations, instructions and procedures, business documents, orders and instructions, plans, etc.) and how feedback is received (observations, reports, evaluation, etc.) etc.). The communication links existing in the organization reflect its actual structure, and the task of the top management in this case is to bring both into conformity.

The discrepancy between the approved structure and the existing communication process in the organization significantly reduces the effectiveness of its activities.

It should be noted that communication and information - these are different (two concepts that are very often confused), but related concepts. Information is a natural and meaningful part of a signal or message sent or received, which makes it possible to give them a certain significance. Simply put, information is an internal interpretation of external events. For example, a scream of fear is an interpretation of information that can even be measured in decibels.

Communication also includes what transmitted, and then how this "what" is being transmitted. In order for communication to take place in an interpersonal version, at least two people are required.

Communication imposes requirements on each of the participants in management interaction. So, each of the participants must have all or some of the abilities: to see, hear, touch, perceive smell, taste, etc. Effective communication requires certain skills and abilities from each of the parties, as well as the presence of a certain degree of mutual understanding.

The term "communication" comes from the Latin "communis" meaning "common": the transmitter of signals or messages tries to establish a "community" with the receiver.

Hence, communication can be defined as the transfer of not just information, but meaning or meaning through symbols. Effective interpersonal communication is critical to management success for a number of reasons. First, the solution of many management tasks is based on direct interaction of people (boss with subordinate, subordinates with each other) within the framework of various events.

Second, interpersonal communication may be the best way discussing and resolving issues characterized by uncertainty and ambiguity.

A communication network is a connection of individuals participating in the communication process in a certain way using information flows (Figure 5). In this case, it is not individuals as such that are considered, but the relations of communication between individuals. A communication network includes flows of messages or signals between two or more individuals. The communication network focuses on the patterns of these flows developed in the organization, rather than whether the message has been conveyed or meaning. However, the communication network can affect the narrowing or widening of the gap between the sent and received value.

The network created by the leader consists of vertical, horizontal and diagonal connections. Vertical links are built along the line of leadership from the boss to the subordinates. Horizontal connections are carried out between individuals or parts of an organization of equal levels: between deputies, between heads of departments, between subordinates. Diagonal ties- these are connections with other bosses and with other subordinates. The network of these connections creates the real structure of the organization. The task of the formal organizational structure is to get the communication flows in the right direction. The size of the departments in the organization limits the possibilities for the development of the communication network. If the size of the group increases in arithmetic progression, then the number of possible communication relationships increases exponentially. Hence the communication network in a group of 12 people is more varied and complex than in a group of three.

Depending on how the communication networks are built, the group's activities may be more or less effective.

EXTERNAL COMMUNICATION NETWORK

Figure 5 - Interpersonal communication network of the team leader in the organization

There are well-established patterns of communication networks for groups of the same or different size (Figure 6). In “circle” networks, group members can communicate only with those who are located next to them. In networks of the "wheel" type, a formal, centralized hierarchy of power is represented, in which subordinates communicate with each other through their boss. The objective basis of this situation is that the person in the center of the "wheel" has more communication connections than other members of the group. He receives more messages, is more likely to be recognized by other members of the group as a leader, has more social influence on other members of the group, usually has more responsibility for conveying information, more from him than from others, the final solution to the problem is expected.

A similar picture is observed in networks of the "Y" type. Such networks are called centralized and can be effective if solved simple problems... Another type of power hierarchy is represented by "chain" type networks, in which horizontal connections appear - an element of decentralization. All-channel networks represent fully decentralized groups. This is usually required when everyone needs to participate in solving complex problems. This approach is also called open communications.

Knowing the types of communication networks is especially important for understanding the relationship of power and control in an organization. It is known that hiding or centralizing information maintains power relations. The nature of the interdependence of work and people in a group or organization will determine the type of communication network that is more effective. Simple interdependence allows for the use of centralized networks. Complex interdependencies require a “team” approach to building communication networks. However, a complex network may not solve a simple problem.

Figure 6 - Examples of communication networks in groups

5. Management technology as an information process

Technology refers to any means of converting raw materials to produce the desired results. Since the subject and, accordingly, the source material of managerial labor is information, management technology, for example, can be defined as a set of methods for processing managerial information in order to develop, make and implement managerial decisions.

Control technology reflects the content of control, is characterized by the processes of movement and information processing and is determined by the composition and procedure for performing managerial work, during which this information is converted and affects the controlled object. Hence follows the main purpose of the control technology - the establishment of a rational scheme of interaction structural units and individual performers in the management process.

Management technology is defined as a system of operations and procedures performed by managers, specialists and technical performers in a certain sequence using the necessary methods and technical means.

The purpose of management technology is to optimize the management process, rationalize it by excluding activities and operations that are not necessary to achieve the result.

The main function of management technology is to ensure the scientific and functional relationship of management processes with specific management technologies that contribute to the implementation of management functions. In this regard, it is important to form the thinking of a new type of managers, its orientation towards proactive analytical and innovative activities.

The development of control technology involves the determination of the number, sequence and nature of operations that make up the control process, the development or selection of appropriate methods, techniques and technical means for each operation, the identification of optimal conditions for the process of transferring the system object from the initial state to the desired one.

The precise functioning of the governing body requires dividing the management process into operations, and efficient organization management - proper combination of operations. Each operation needs to be linked to previous operations in this cycle of the control process. The execution of the operation should be linked to the execution of other operations. The concept " control technology»Is closely related to the process of algorithmic operations within the framework of certain functions of the control system.

The role of the algorithm (procedure) of the control process is a prescription that determines the content and sequence of actions in any information or organizational process. Its algorithm represents the rules for the sequential implementation of certain related operations, into which this process can be decomposed, and which must be implemented to achieve the desired goal. The procedure can be defined as a system of sequentially implemented instructions on the execution of operations in a certain order, leading to the solution of management problems.

Schematically, control technology can be represented in the form of informational and organizational interaction of three main cycles or processes, within which various operations and procedures are performed.

1. Information process: search, collection, transmission, processing and storage of various types of information. Mostly creative performers and specialists are employed here.

2. Logical-thinking, or the process of developing and making management decisions: research, processing, calculations, forecasts, decision making. It employs mainly specialists and executives of the organization.

3. Organizational process or organizational impact on the object of management for the implementation of management decisions: selection and placement of personnel, bringing tasks to performers, operational planning, work organization, coordination, control over execution, etc.

Essential points in management technology are research and description of rational ways of implementing management processes using appropriate operations and procedures. Nevertheless, it is very difficult to describe the algorithms for the functioning of control systems and to determine the entire set of methods for performing and ordering information transformations and organizational interactions that make up the management process, and it is not possible to formulate unambiguously.

Currently, there are several approaches to the formation of management technology. Since the management technology is determined by the composition of management work, then, accordingly, its construction can be carried out depending on which approach to understanding management is taken as a basis, or what style of management is characterized by the activities of the company's executives.

The most developed and simpler is the traditional, classical functional approach, which is based on the understanding of management as a process for performing certain functions. Here, management technology can be defined as the regulation of rational procedures and methods of working with information in the process of implementing management functions. The essence of the functional approach is that at each hierarchical level of management systems, relatively isolated areas of management work or functions are allocated, for each of which a certain set of procedures is built. In the future, subfunctions and the corresponding blocks of procedures are highlighted, detailed down to the operation level; the types of documents, the necessary technical means, etc. are determined.

This approach to the technologization of management processes is applicable for enterprises that operate stably in a slightly changing environment. So, an organization may have a planning technology, a control technology, or (taking into account special management functions) a technology for managing the development of a new product, a technology marketing research etc.

The most suitable in a changing external environment is a situational approach, the essence of which is to substantiate an algorithm for choosing a procedure based on taking into account the signs of a particular situation or problem. With the situational approach, management technology is defined as a sequence of actions for the selection of appropriate procedures and the implementation of the information transformations and organizational influences included in them. The management technology scheme includes:

· Diagnosis of the problem and determination of ways to resolve it;

· Identification of factors influencing the decision;

· Development and assessment of alternatives;

· Development of tactics for the implementation of the planned development paths.

And, finally, the approach to management from the point of view of decision-making allows us to consider management technology as a certain sequence of actions used in setting the goals of the enterprise and developing mechanisms for achieving them. In this case, two stages are distinguished:

1. development of goals and strategies for the development of the enterprise;

2. formation of technology for making and implementing management decisions.

The effectiveness of management technology is the end result, which is expressed not only in saving time and costs, but also in ensuring the stability and survival of the organization in a changing external environment.

The criteria for the effectiveness of control technology include:

· Simplicity (control technology should not be overly complicated, contain intermediate stages or operations);

· Flexibility (adaptation to changing conditions);

· Reliability (the presence of a certain margin of safety, a duplicating mechanism);

· Cost-effectiveness (technology can be effective, but not economical);

· Ease of use (a well-developed technology will be useless if it is inconvenient for the people who have to work).

Control technology occupies a special place in control technology today.

Management technology is a set of material resources (office equipment, communication facilities, computers, etc.) that can reduce the complexity of management work, the timing of their implementation, and also increase the quality of decisions.

The mental capabilities of an individual have a limit, the use of the operational and long-term memory of computers allows expanding the intellectual capabilities of specialists to solve management problems... The development of automation tools contributes to the deepening of the informational nature of managerial work, and computerized system technologies are now becoming an integral part of management technology.

There are obstacles to communication that can be divided into two groups: those that exist at the individual level, and those that "grow" at the organizational level.

The sources of communication barriers are both individuals and organizations as a whole (Table 2).

Individual barriers, first, can be associated with differences in emotions and types of perception. For example, if a person tends to divide people into groups (classes), it will be difficult to change his mind. If a person rigidly defines his position even before the start of the discussion, the chances of achieving success in communication are drastically reduced. Moreover, people with different backgrounds or levels of knowledge tend to interpret the same information differently.

Secondly, the problem may lie in the wrong choice of the channel or means of communication. For example, when a message has an emotional connotation, it is advisable to convey it personally, when meeting, and not in a letter. Written messages are better for routine messaging, but they don't provide quick enough feedback. In addition, written messages are inappropriate to use for the transmission of multiple information signals.

Third, communication difficulties are often associated with semantic differences.

Semantics is the meaning of words and the context in which they are used. The word "efficiency" for a factory manager can mean achieving high production volumes, and for a human resources specialist it can mean employee satisfaction. Many words that are completely common in English have an average of 28 different meanings. Consequently, successful communication requires careful word selection to accurately reflect your thoughts.

Fourthly, the recipient may misunderstand the sender if he says one thing, but non-verbal messages indicate something completely different. If a person's facial expression does not match his words, there will be "noise" and uncertainty in communications. Intonation, gestures, actions - all this should not contradict what is spoken aloud.

Table 2 - Communication barriers and ways to overcome them

	How to overcome them
Individual
Barriers between people	Active perception
Channels and means of transmission of information	Choosing an adequate channel
Semantics	Knowing the views of the interlocutor
Inconsistency of information signals	Public outreach management
Organizational
Differences in status and level of power	An atmosphere of trust
Department needs and objectives	Development and use of formal channels
Inconsistency of the communication network with work tasks	Changing the structure of the organization and the group
Deficit of formal channels	Encouraging the use of multiple channels, both formal and informal

Organizational barriers are related to factors inherent in the organization as a whole. First of all, this is the problem of different status and levels of authority. For example, if you were a frontline employee, would you report a problem to your manager if your contact gives the manager a negative impression of your work? On the other hand, managers endowed with power often perceive ordinary employees as incapable of the frivolous thoughts and actions of individuals.

Differences in the goals and needs of departments have a significant impact on communication. Each of them have their own problems. For the production department, the main thing is performance indicators, its employees are quite far from the interests of the marketing staff.

The third problem is that communication flows may not be appropriate for the task of the team or the entire organization. If a centralized communication structure is used to perform non-standard tasks, the exchange of information between employees will be clearly insufficient. An organization, department or team is most effective only when the amount of communication between employees corresponds to the task at hand.

The lack of formal channels in the organization has a negative impact on the effectiveness of communications. The company should always have upward, downward and horizontal communications adequate to the current situation in various forms: employee surveys, open door policy, newsletters, memos, special teams, even the establishment of special "connecting" positions. The absence of formal channels means the absence of communications as such in the organization.

To overcome communication barriers, management must create an organizational structure that will stimulate positive, effective communication, which requires both individual skills and organizational action.

The most important individual skill is listening. Listening actively means asking questions, showing interest, and from time to time rephrasing what the other person said to make sure you understand them correctly. Listening actively means providing feedback to the sender of the message.

Second, you need to choose the right channels to send your own messages. A complex message requires the use of a capacious communicative channel (telephone, personal conversation), routine messages and data can be transmitted in the form of notes, letters or e-mail.

Third, both the sender and the recipient should try to understand the other party's point of view. When receiving information, managers should show special attention, which will allow them to recognize that the interlocutor has any prejudices, to clarify what was misunderstood, to correct their own message. When we correctly assess the views of the interlocutors, we more accurately interpret the semantic meaning of the transmitted words, sensations and, in general, treat them more objectively.

And, finally, management based on going out to the people. The manager must periodically leave his office and independently check the state of the communication channels in the company. When a manager sees everything with his own eyes, meets people, he gets a much more complete picture of the organization, gets the opportunity to directly convey important ideas and values to employees.

An atmosphere of trust and openness in the organization encourages employees to communicate honestly with each other, when employees fearlessly communicate both good and bad news upstairs. To create such an atmosphere, conditions are necessary for the development of the interpersonal qualities of workers.

Second, managers are required to develop and use formal communication channels, in all directions. Scandinavian Design uses two different newsletters to contact employees. At General Motors' Packard Electric plant, employees have access to all information about the company: financial information, future plans, quality assessments, performance indicators. Bank of America uses dedicated employee engagement programs for ideas and feedback. Other methods can also be applied: direct mail, message boards, polls.

Third, managers must encourage the simultaneous use of multiple channels of communication, formal and informal. Such multiple channels include written directives, face-to-face discussions, outreach and the vine. For example, the same GM plant publishes a monthly newspaper, managers regularly meet with work teams, and an electronic display in the cafeteria is used to broadcast news. Sending messages through multiple channels at the same time increases the chances that they will be received and correctly understood.

Fourth, the structure of the organization must be consistent with the communication needs. For example, the Casino / Holiday Inn (Las Vegas) has a dedicated communications team (as part of the organizational structure). It includes representatives from each department. The team deals with the most urgent problems of the company, designed to help managers assess problems not only within the interests of their departments. The team involves everyone who is able to help in solving problems. If there is a shortage of horizontal communication channels in an organization, similar teams can be created in it, other “quick response” groups, positions of managers-integrators, matrix structures can be introduced. The organizational structure, among other things, should reflect the information needs. If a department or a team performs complex non-standard tasks, decentralization of structures is necessary, which allows intensifying discussions and involving employees in the management process.

Conclusion

In this course work, we examined the concepts of information and the importance of communications for the effective operation of an organization manager. It is impossible to manage people without knowledge and special skills; on this way, various barriers can be encountered, which we highlighted in paragraph 5 of the work.

Talented leaders have a stake in keeping in touch with employees and customers and in shaping the direction of their companies. And such contacts must be carried out continuously, which means that managers must have developed interpersonal skills. Those unfamiliar with management tend to be amazed at how much energy successful managers put into communication.

I believe that information is central to the management of an organization. Information coming from outside and circulating inside the company, the head and leading managers accumulate, analyze and, as a result, form the correct strategy of work. “Whoever owns information owns the world,” said Winston Churchill.

We have defined communication as a process in which two or more people exchange and become aware of the information they receive, the purpose of which is to motivate or influence a particular behavior.

Effective managerial activity involves a clear delineation between the concepts of separation and proclamation. A manager who doesn't listen to anyone is like a used car salesman who says, "I'm selling something - they don't want to buy." Management communication is a two-way street that requires listening and other forms of feedback. The knowledge gained by managers from personal communication with employees forms their understanding of the life of the company. I believe that with this knowledge, managers in the process of communication are able to influence the minds of subordinates, as well as to work effectively with customers.

Therefore, it is very important to maintain a "healthy" corporate spirit in the organization through regular meetings, trainings, joint events of employees of different departments. After all, only well-coordinated work of all parts of one whole can lead to the successful functioning of an organization.

List of used literature

1 Boddy D., Payton R. Fundamentals of Management / Ed. Yu.N. Kapturevsky. - SPb .: Peter, 1999.

2 Vikhansky O.S., Naumov A.I. Management. - M .: Gardarika, 2001 .-- 528 p.

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Ulyanovsk State Technical University

Institute of Aviation Technology and Management

Department of Economics, Management and Informatics

COURSE WORK

Information and communication technologies in the management of the organization

Specialty: 08050765 "Organization Management"

Subject: "Management Theory"

Ulyanovsk 2010

Table of contents

Introduction
1. Organization management
2.2 Communication styles
3. Organizational processes
3.1 Communication process
3.2 Communication networks
3.3 Communication interference
Conclusion

Introduction

Every organization has an artificial, human-made nature. In addition, it always strives to complicate its structure and technology. These two circumstances make it impossible to effectively control and coordinate the actions of members of the organization at the informal level or at the level of self-government. Each more or less developed organization should have a special body in its structure, the main activity of which is the performance of a certain set of functions aimed at providing the organization's participants with goals, coordinating their efforts. This type of activity is called management.

In order to survive, the organization must maintain stability in relation to the disintegration pressure on it from the external environment. For this, the organization develops and maintains its structure and culture. However, solving structural problems alone is not sufficient. A set of statuses (positions) and roles constitutes a formal organizational structure. However, they do not determine the life potential of the organization, but the people who occupy these positions or perform these roles. Employees of the organization show their individuality to varying degrees in the process of performing work. As a result, not only do different styles of doing the same job appear, but different patterns of relationships between people in the organization are also manifested. Over time, such patterns become "typified", from them grow traditions that determine the nature and direction of how people interact in an organization.

Traditions of this kind cannot be identified and considered only from the standpoint of formal organizational relations, fixed in the structure of the organization. Therefore, in order to understand the nature of informal relations, traditions, culture that surround the structure of the organization, it is also necessary to study the dynamics of the system, i.e. processes occurring in the interaction of people. Understanding the structure and processes helps the leader to ensure that the goals of the organization are achieved, to determine the role and place of each individual person in the organization in terms of meeting his individual goals.

The organization is managed through people. One of the most important management tools in the hands of a manager is the information at his disposal. Using and transmitting this information, as well as receiving feedback signals, he organizes, leads and motivates subordinates. Much depends on its ability to transmit information in such a way that the most adequate perception of this information by those to whom it is intended is achieved.

The process of transferring information and the means for this transfer are called communication. At the same time, communication is understood as the connection between objects, as well as the very process of interaction in an organization and between organizations. Communication plays a huge role in management, is the most important means to achieve the goals of the organization.

The development of new communication technologies directly and indirectly affects economic processes. Experts predict a significant change in the labor market, and globalization, acceleration and decentralization are defined as indicators of the new phase of the market economy.

Information and communication technologies, due to their great potential in growth and development, are recognized throughout the world as the forming and central link of the new world economy. In the United States, the concept of a new economy is already playing a significant role in the formation of the budget and financial policy of the state. The growing attention to information and communication areas around the world is due to the general increase in the role of information industries in the global economic system.

1. Organization management

Management is a function of a specific organ of the organization, which ensures the direction of the activities of all elements of the organization, without exception, keeps within acceptable limits the deviation of individual parts and the organization as a whole from the set goals. For example, a department in a government agency has rules and regulations governing work time employees, the quantity and quality of their work, relations with other departments, etc. The management of the department, performing the function of management, monitors the implementation of these norms and rules, applying methods of reward or punishment.

The functioning of modern organizations is faced with many problems, some of which are typical and can be relatively easily solved by specialists using conventional technologies for developing and implementing solutions. To solve atypical problems, special technologies are required - the development of solutions, and, finally, solving some of the problems may not be within the power of both managers and specialists. A set of such problems characterizes the organization as one of the most difficult objects for study and cognition. The organization's management system is of particular interest. Its study and improvement is a constant task of the leader.

Control system (CS) - a set of all elements, subsystems and communications between them, as well as processes that ensure the specified (purposeful) functioning of the organization.

For the management system of organizations, it is necessary:

- to develop the mission of the organizations;

- to distribute the functions of production and management;

- to distribute tasks between employees;

- to establish the order of interaction between employees and the sequence of their functions;

- to acquire or upgrade production technology;

- to establish a system of incentives, supply and sales;

- to organize production.

The implementation of the listed activities requires the creation of a management system, which must be coordinated with the organization's production system (Fig. 1).

communicative information management network

Rice.1 . Systemmanagementorganizations

CS consists of four subsystems: methodology, process, structure and management techniques (Fig. 2).

Rice.2 . Structureelementssystemsmanagementorganization

Management methodology includes goals and objectives, laws and principles, functions, means and methods, schools of management.

The management process is a part of management activity, including the formation of a communication system, the development and implementation of management decisions, the creation of a management information support system.

Management structure - a set of stable links between objects and subjects of management of the organization, implemented in specific organizational forms... The management structure includes functional structures, diagrams of organizational relations, organizational structures and a system of training or advanced training of personnel.

Technique and control technology include computer and organizational technology, office furniture, communication networks, document management system.

The methodology and process of management characterize management activity as a process, and the structure and technique of management as a phenomenon. All elements included in the SU must also be professionally organized for the effective operation of the company as a whole.

The main elements that make up the company's management system are: goal, management process, method, communication, task, law, principle, organizational relations, function, technology, solution, information support characteristics, document management system, organizational structure.

The goal is the ideal image of the desired, possible, necessary and historically acceptable for the company.

Management process is a sequence of stages of formation and implementation of impact to achieve a goal.

Method - a way of influencing a person and a team. It is selected based on the priorities of the needs and interests of a person or a team.

Communication is the process of interaction or counteraction in the "person - person", "person - computer" system through the transfer of information.

A task is a specific problem arising from a goal that requires a solution.

Law is a necessary and stable relationship between phenomena. There are laws of nature, social development and social institutions (states). Laws have no alternatives.

Principle - the basic position of any theory, teaching, worldview. The principles have alternatives.

Organizational relations - various types of influences on a person, including administrative, functional, patronage.

A function is a work, service, or obligation entrusted to a person.

Technology - a set of methods and processes for performing specified functions.

A decision is the result of a person's mental activity, leading to a conclusion or actions. Characteristics of information support are parameters of volume, value, reliability, richness and openness of information.

Functional structures - schemes of interaction of functions necessary for the successful operation of the company. Document management system - the procedure adopted in the organization for the movement of incoming, outgoing and internal documents.

Organizational structure - the scheme of interaction of positions, functions and subordination. The interconnection of the elements of the control system is schematically shown in Fig. 3.

Rice.3 . Interconnectionelementssystemsmanagement

The company's goals are divided into a group of specific tasks that are united by the field of activity: economic, technical, social, environmental tasks, etc.

To solve problems, they form a set of functions or operations that must be performed. So, to solve economic challenges it is necessary to perform the following functions: accounting, labor and wage, marketing, etc.

A number of different tasks may require the same functionality. Therefore, the entire set of functions is analyzed, grouped and then the functional structure of the company is drawn up. Depending on the operating conditions of the company, the process of performing functions can be cyclical and one-time, continuous and discrete, sequential and parallel.

The chosen process scheme determines the priority of one or another organizational relationship. Based functional diagram, process and organizational relations, determine the composition of personnel in terms of number and qualifications. This data is enough to build an organizational management structure (linear-functional, hierarchical, matrix, etc.).

Knowing the list of all positions, functions performed and subordination, it is possible to calculate the technical equipment of the personnel workplace. After that, in accordance with the delegated authority, employees can develop, agree, accept, approve and implement decisions. In addition, practically all elements are subject to the laws and regulations (principles) of professional activity. From that moment on, the company is considered to have started work.

2. Communication in the control system

2.1 Communication - concept, types

Communication (lat. Communicatio), literally meaning "common" or "shared by all." In practical terms, it is a process of exchanging ideas and information between two or more people, leading to mutual understanding.

Communication goals:

· Ensuring effective exchange of information between subjects and objects of management.

· Improvement of interpersonal relations in the process of information exchange.

· Creation of information channels for the exchange of information between individual employees and groups and the coordination of their tasks and actions.

· Regulation and rationalization of information flows.

Communications are divided into the following types:

· Interpersonal or organizational communication based on oral communication;

· Communication based on written exchange of information.

Interpersonal communications, in turn, are divided into:

· Formal or formal. These Communications are determined by the policy, rules, job descriptions a certain organization and are carried out through formal channels;

· Informal communication that does not follow the general rules of a particular organization; they are carried out in accordance with the established system of personal relations between employees of the organization.

Typical information communicated through informal communication channels: upcoming layoffs of production workers, new penalties for tardiness, changes in the structure of the organization, upcoming transfers and promotions, a detailed statement of a dispute between two executives at the last sales meeting, who is dating whom after work, etc. .d.

Among the formal organizational communications, there are:

· Vertical, when information moves from one level of the hierarchy to another;

· Horizontal between different departments, designed to coordinate the activities of different departments.

Vertical communications, in turn, are subdivided into:

· Ascending, when information is transmitted from bottom to top (from lower levels to higher). This type of communication contains information necessary for managers to assess the area of activity for which they are responsible;

· Descending, carried out from top to bottom. This type of communication is directly related to the management and control of employees.

Interpersonal communications are also divided into:

verbal (verbal) and non-verbal.

Verbal , those. linguistic, speech means are basic. The ability to concisely, clearly and clearly state the main ideas is the most important professional quality of a manager and a marketing specialist.

As non-verbal ( non-linguistic) means, gestures are used, changes in the position of the speaker's body, features of his appearance, as well as the environment accompanying his performance (for example, musical, vocal accompaniment, the presence of a number of famous, authoritative people, etc.).

The information sent by the sender without using words as a coding system forms the non-verbal message underlying non-verbal communication. Recently, this area of interpersonal communication has increasingly attracted the attention of scientists and specialists. The fact is that the effect of most messages is created by non-verbal information: 37% - by tone of voice and 55% - by facial expression. This is especially evident in cases where the verbal part of the sender's message is contradictory.

Verbal and non-verbal forms of communication are not always and not necessarily mutually exclusive. As a rule, the recipient's interpretation of the message is based not only on words, but also on elements such as gesture and facial expressions that accompany the words of the transmitting side.

Communication tasks are solved in the course of communication processes, i.e. information exchange processes.

2.2 Communication styles

Communication style is the way in which an individual prefers to build communication interactions with others. There are many different styles used by people in interpersonal communication. as well as many approaches to defining these styles. Knowledge of styles helps determine how to behave and what to expect from behavior associated with a particular style.

The measurement of interpersonal communication can be based on two variables such as openness v communications and adequacy reverse connections. The first dimension includes the degree of opening or disclosing oneself in communication to others in order to receive a response from them, especially their reaction, showing how they perceive us and our actions. The second dimension shows the degree to which people share their thoughts and feelings about them with others. Having built a matrix on this basis, where the first dimension will be postponed vertically and the second horizontally, five styles of interpersonal communication can be distinguished (Fig. 4).

The communication style of individuals in the first quadrant can be defined as opening myself. This style is characterized by a high degree of openness to others, but a low level of feedback from the individual using this style. Self-discovery in this case is measured in the range from average to maximum. The individual goes to this, thereby concentrating attention on himself in order to cause the reaction of others to his behavior. Unfortunately, this style suffers from the fact that the reaction of others is often left without an adequate response or feedback from the individual calling it. Taking the reactions of others to their behavior to heart, the individual using this style may display unbridled emotions that do little to establish effective relationships between the communicating parties.

Fig. 4. Communication styles

The communication style of an individual in the second quadrant is defined as realizeation myself and is characterized by both maximum openness and maximum feedback. Ideally, this style is desirable, but situational factors (organizational policy, difference in status, etc.) may induce an individual who owns this style to abandon it.

Communication style in the third quadrant is characterized by closureaby v myself, those. at the same time a low level of openness and a low level of feedback. The individual in this case, as it were, isolates himself, preventing others from knowing him. This style is often used by "introverts" - people with a tendency to turn their minds more inward. The extreme in the manifestation of this style is associated with hiding their ideas, opinions, dispositions and feelings for others.

Communication style in the fourth quadrant is associated with protection myself and, as can be seen from the matrix, it is characterized by a low level of openness, but a high level of feedback. It is widely used to get to know others or evaluate them more correctly. Typically, individuals using this style are not open to others, but love to discuss others. They love to hear about themselves, but do not like to discuss their qualities, especially the bad ones, with others.

In the middle of the matrix are individuals who "sell" themselves if others do the same. This style is called " trade per myself" and is characterized by moderate openness and feedback exchanged in the process of interpersonal communication.

It would be wrong to think that any one of these communication styles is the most desirable. However, the practice of effective communication shows that the style in which the individual realizes himself is more desirable and used in more situations. This style is a real asset. With regard to the use of other styles, it is important to understand the problems of effective feedback, the ability to "reveal oneself and the ability to listen to others.

3. Organizational processes

3.1 Communication process

A communication process is the process of exchanging information between two or more people. Its purpose is to ensure the transmission and understanding of the information exchanged. If mutual understanding is not achieved, then the communication did not take place, from which it follows that both parties play an active role in it.

There are four basic elements of the communication process:

1. Sender - a person who generates an idea or collects information and communicates it;

2. Message - information itself;

3. Channel means of transmission of information (oral transmission, meetings, telephone conversations, written transmission, memos, reports, e-mail, computer networks);

4. Recipient (addressee) - the person to whom the information is intended and who interprets it.

The communication process of information exchange includes interrelated stages:

1. Generation of an idea or selection of information;

2. Choice of information transmission channel;

3. Transfer of the message;

4. Interpretation of the message.

For example, general manager trading firms decided to discuss with store managers the issue of the state and improvement of the quality of commercial services to the public at a meeting. In this case, the CEO is the sender who got the idea; information on the status and improvement of the quality of trade - messages; a meeting is a channel of information; recipients are store managers who interpret the message and, through the same meeting, provide feedback to the CEO.

Participants in communication processes are: a source of information; transmitted information; information transmission means; consumer of information.

As sources of information The above-mentioned objects of the internal and external environment of the organization are represented: heads and subordinates, functional units of this organization, sources of resources, consumers, partners, other market participants, management infrastructure, government bodies, the public, the media.

Transmitted information characterized by content, volume, as well as the form of coding:

in terms of content, information can be meaningful, meaningless, meaningless. The degree of content of information is assessed exclusively by the consumer according to the quantity and quality of information useful for achieving the goals of the organization;

volume information is defined in units depending on the means of its transmission. So, it can be pages for textual information, reading time - for a report, bytes - for a computer

encoding form information depends on the means of its transmission and can be in the form of oral speech or printed text in a certain language, an electronic signal, etc.

Transmission means information can be paper (printed), voice, electronic (telephone, fax, TV, radio, computer).

As consumers of information there are organs and objects of control, as well as other sources of information mentioned above.

The communication process is carried out in several stages: information production, information coding, information transfer, information consumption.

Information production represents the acquisition, compilation of information, their assessment, selection of the necessary among them, appropriate ordering.

Information coding consists in giving it the form required for transmission (speech, paper, electronic), if necessary - in classifying information.

Transfer of information associated with the choice and use of a communication channel. In this case, the bandwidth of the channel, its reliability, the correspondence of the transmitted information, speed, and cost should be taken into account.

Consumption of information involves investing it in the necessary form, bringing it to a form convenient for use, implementing the implementation of information through the development of management decisions.

The formation of communication processes, as well as the choice of means and channels of communication are carried out at the enterprise after the design of its organizational structure in accordance with the chosen field of activity, the adopted production program and management structure. Communication solutions containing the regulation of communication procedures should be established for each hierarchical level of management and communicated to a specific official.

3.2 Communication networks

Communication network - this is a connection of individuals participating in the communication process in a certain way with the help of information flows (Fig. 5). In this case, it is not individuals as such that are considered, but communication relationship between individuals. A communication network includes flows of messages or signals between two or more individuals. The communication network focuses on the patterns of these flows developed in the organization, rather than whether the message has been conveyed or meaning. However, the communication network can affect the narrowing or widening of the gap between the sent and received value.

Fig. 5. The interpersonal communication network of the team leader in the organization

The network created by the leader consists of vertical, horizontal and diagonal connections. Vertical connections are built along the line of leadership from the boss to the subordinates. Horizontal connections carried out between individuals or parts of the organization of equal levels: between deputies, between heads of departments, between subordinates . Diagonal ties - these are connections with other bosses and with other subordinates. The network of these connections creates the real structure of the organization. The task of the formal organizational structure is to get the communication flows in the right direction. The size of the departments in the organization limits the possibilities for the development of the communication network. If the size of the group increases in arithmetic progression, then the number of possible communication relationships increases exponentially. Hence the communication network in a group of 12 people is more varied and complex than in a group of three. Depending on how the communication networks are built, the group's activities may be more or less effective.

There are well-established patterns of communication networks for groups of the same or different size (Fig. 6). In "circle" networks, group members can communicate only with those who are located next to them. In networks of the "wheel" type, a formal, centralized hierarchy of power is represented, in which subordinates communicate with each other through their boss. The objective basis of such a situation is that a person who is b the center of the "wheel" has more communication ties than other members of the group. He receives more messages, is more likely to be recognized by other members of the group as a leader, has more social influence on other members of the group, usually has more responsibility for conveying information, more from him than from others, the final solution to the problem is expected.

Fig. 6. Sample communication networks in groups

A similar picture is observed in networks of the "Y" type. These networks are called centralized networks and can be effective if simple problems are solved. Another type of power hierarchy is represented by "chain" type networks, in which horizontal connections appear - an element of decentralization. Channel-wide networks represent fully decentralized groups. This is usually required when everyone needs to participate in solving complex problems. This approach is also called open communications.

Knowing the types of communication networks is especially important for understanding the relationship of power and control in an organization. It is known that hiding or centralizing information maintains power relations.

The nature of the interdependence of work and people in a group or organization will determine the type of communication network that is more effective. Simple interdependence allows for the use of centralized networks. Complex interdependencies require a "team" approach to building communication networks. However, a complex network may not solve a simple problem.

When organizing communication networks at an enterprise, it is necessary to take into account the specifics of various types and channels of communication at each stage of the communication process.

3.3 Communication interference

A very important characteristic of any form of communication is its susceptibility to all kinds of interference. Interference refers to obstacles, barriers that arise during the formation, transmission and reception of information and disrupt communication.

The main communication barriers are the interference associated with the content of the message, the form of the message, the means of communication, the organization of the message.

Interference related to message content:

1. Linguistic verbal ( associated with speech, words). First of all, these are semantic hindrances caused by a misunderstanding of the meaning of words (for example, due to poor translation), insufficient professional training(misunderstanding of special terms), poor pronunciation, etc.

2. Linguistic non-verbal ( associated with sign language, body movements, facial expressions). These are obstacles arising in the course of negotiations, when different parties give different meanings to the same gestures (for example, a nod of the head in Bulgarians means not agreement, as we do, but denial).

3. Logical interference . Here, the barrier becomes a different system of evidence accepted by the parties, a different vision of the same circumstances, different principles and attitudes. So, the logic of the rich is different from the logic of the poor, the logic of the bold - from the logic of the cautious, the logic of the buyer - from the logic of the seller, etc.

4. Interference of perception . A barrier can be the environment in which information is perceived (for example, an unfriendly atmosphere), a bias towards the information received, a lack of trust, contradictions with previous messages, an unpreparedness for perception (for example, due to neglect of necessary preparatory work).

Content-related interference can be largely mitigated by:

careful preparation for the formation, transmission and reception of information;

attracting specialists to create a message and to receive it;

training the organization's personnel in communication processes;

creating an environment conducive to communication.

Form-related interference:

1. Complexity of form . Here, interference occurs due to the difficulty of understanding the message (for example, with the abuse of special terms, the abundance of digital data, etc.).

2. Unaccustomed form. Interference occurs, for example, when the order is given in an unconventional way (for example, in an unusual wording).

3. Inconsistency of the form with the content of information . For example, a distress call should be sent as a short message, and financial information should be comprehensive.

4. Unjustified mediation in the transfer and interpretation of information. Interference occurs due to inevitable distortions at each stage of message transmission and reception (the effect of "broken phone").

Form-related interference can be overcome by:

making the message understandable and accessible form;

compliance with the established and agreed rules for the presentation of information;

ensuring compliance of the message form with its content;

exclusion of unjustified intermediate instances when transmitting and receiving information.

Communication interference:

1. Low efficiency of information transfer . For example, the encoding of information required by this means, causing a delay in its transmission.

2. Small capacity of the facility . This causes information overloads, for example, when the organization lacks the necessary office equipment for processing and transmitting a message.

3. Inconsistency of the medium with the nature of the transmitted information. For example, the absence of video equipment forces us to limit ourselves only to audio equipment, the capabilities of which are significantly lower.

4. Weak noise immunity and low quality of communication facilities. This leads to disruption of the communication process and dramatically reduces its quality.

Interference associated with means of communication can be significantly reduced by allocating additional funds for equipping communications with modern technology.

Interference associated with the organization of the message:

1. Bad feedback or lack thereof. This increases the chances of distortion of information, deprives the organization of the ability to control the management process.

2. Information lag . This dramatically reduces the value of information and the efficiency of its use.

3. Unsuccessful selection of partners in the communication process. This increases the possibility of distortion of messages, and in some cases can lead to a breakdown in communication.

4. Poor timing and setting of communication. This reduces the value of the message and the effectiveness of its implementation.

Interference associated with the organization of the message can be significantly reduced by:

mandatory establishment of constant and sustainable feedback;

ensuring the timeliness of information transfer;

careful selection of participants in the communication process;

thoughtful timing and setting of communication.

3.4 Effectiveness of communication processes

The effectiveness of communication processes depends on many factors.

1. It is necessary to determine the need for information. This should ensure that employees understand how the information will be used and that information requests are directed correctly. There are two main approaches to finding information:

active when a specific dataset is searched for either directly or indirectly, for example with the help of a library employee. This approach is called "pull " - "pulling";

passive, when an employee notifies his department or organization as a whole, what information he needs ( " push " - "pushing out").

2. Personnel should be aware of the availability of information, ie. there should be pointers, catalogs, telephone directories, navigators, etc., as well as the ability to contact professionals to obtain information about the knowledge accumulated in the organization.

3. Providing access to information. To obtain information using the "pull" and "push" methods, it is necessary to provide the user with the most convenient means and maintain a balance between these methods.

4. The system of communications in the organization should be characterized by completeness and completeness, which means that access is provided to both centrally controlled and individually created information.

ensure the management of information flows in the organization, i.e. clearly understand the information needs of all levels of management and organize information flows in accordance with these needs;

use several communication channels in parallel when transmitting messages (for example, written and spoken speech);

to show constant attention to the processes of information exchange (meetings with subordinates, discussion of upcoming changes, reports on the results of control);

organize feedback systems (interviews with employees, a system for collecting proposals from employees, personnel rotation);

practice the issuance of newsletters;

to provide advanced training for management employees;

use modern information technologies (video conferencing, etc.).

For successful communication, managers must adhere to the following rules:

1. Before communication, clearly define the ideas to be put into the messages. It is necessary to take into account the goals and attitudes of those to whom the message is sent and those to whom it concerns.

2. Analyze the true purpose of each communication. The most important goal should be identified, and then the language, intonation and approach in general should be adapted so that they all contribute to the achievement of the goal. One should not achieve too much with one communication.

3. Analyze the entire physical and human environment in any communication. Of great importance are: the timing of communication, personal or other form of communication, the social climate in the organization, in the unit, etc. Communication must constantly adapt to changing environmental conditions.

4. When planning communication, it is necessary to consult with other employees; it is often important to seek the involvement of other employees. This can lend additional credibility and objectivity to the message. Oftentimes, those who helped plan the communication will actively support it.

5. You should pay close attention to the intonation and the main content of the message. This affects the position of the people to whom the message is sent.

6. Seize opportunities when presented, include something useful and valuable to the recipient in the message. Subordinates are more likely to respond to such messages.

7. It is necessary to establish communication not only for today, but also for the future. While communication is primarily focused on immediate tasks, it must be structured around past experience and aligned with the long-term interests and goals of the organization.

Conclusion

Since the leader has three roles and four main functions in order to formulate the organization's goals and achieve them, the quality of communication can directly affect the degree to which the goals are achieved.

This means that effective communication is essential for the success of individuals and organizations.

Ineffective communication is one of the main areas for problems. Deeply comprehending communication at the level of the individual and the organization, one must try to reduce the incidence of ineffective communications and become better, more effective managers. Effective leaders are those who are effective in communication. They represent the essence of the Communication Process, have a well-developed oral and written communication skills and understand how the environment affects the exchange of information.

The communicative structure, to the extent that it is developed, increases the flexibility and self-regulatory capabilities of the organization. It is the main tool for training and improving middle managers. The development of communication structures in organizations is stimulated by technical progress and the use of advanced technologies.

List of sources used

1. Abchuk V.A. Management: Textbook. - SPb .: Publishing house "Soyuz", 2002. - 463 p.

2. Bolshakov A.S. Management: Textbook. - SPb .: "Publishing house" Peter "", 2000. - 160 p.

3. Vikhansky O.S., Naumov A.I. Management: Textbook. - 3rd ed. - M .: Gardariki, 2003 .-- 528 s

4. Gerchikova I.N. Management: Textbook. - 3rd ed., Rev. and add. - M .: Banks and exchanges, UNITI, 1997 .-- 501 p.

5. Krylov A.N. Communication management. Theory and Practice: - M .: Publishing House of the National Institute of Business, 2002. - 228 p.

Blagoveshchensk 2016

INTRODUCTION

1.1 Concept of information.

1.2 Properties of information.

1.3 Types of information.

SEMIOTICS..

ENTROPY.

CONCLUSION.

APPLICATION.

INTRODUCTION

GENERAL CONCEPTS OF INFORMATION AND INFORMATION EXCHANGE

Information concept

Information is understood as information about the surrounding world, which is in the form of symbols, both accessible, understandable to a person, and requiring analysis, comprehension, and decoding. Information plays an important role in management. Information is needed when preparing and making a management decision; feedback information is necessary to control the execution of the decision; information is also needed in the development of strategic plans of the firm to achieve its goals. Therefore, we will consider the basic concepts of information theory. Now there are many definitions of the concept of "information" and none of them is generally accepted. This is natural, since a generally accepted definition appears in science when it becomes classical and stops developing. Fortunately, this cannot be said about the science of information.

“Information 1) a message, awareness of the state of affairs, information about something transmitted by people; 2) reduced, removable uncertainty as a result of receiving a message; 3) a message inextricably linked with management, signals in the unity of syntactic, semantic and pragmatic characteristics; 4) transmission, reflection of diversity in any objects and processes (inanimate and living nature) ".

Parashchenko I.P. in the book "Information and Informatics". (Troitsk, 2005) cites, for illustration, some of the definitions collected in the work of I.V. Melik-Gaikazyan. "Information Processes and Reality". (Moscow, 1997)

- "Information is knowledge transmitted by someone else or acquired through their own research or study."

- "Information is the information contained in this message and considered as an object of transmission, storage and processing."

- "Information in the ordinary sense is information, news, in scientific and technical applications - that which carries a signal."

- "Information is a designation of the content received from the external world in the process of our adaptation to it and the adaptation of our senses to it."

- "Information is the objective content of the connection between interacting material objects, manifested in a change in the state of these objects."

- "Information is the current data on variables in a certain area of activity, systematized information about the main causal relationships that are contained in knowledge as a concept of a more general class, in relation to which information is subordinate."

- "Information is knowledge about some special event, incident or something similar."

The Russian philosopher VG Afanasyev in his work "Social Information", which was republished in 1994, described information as follows: "... Information in the most general sense of the word is the result of reflecting the diversity of reality, messages, information about it. It is not material, not energetic in its essence, but a mental, ideal category. It is inherent not in all nature, matter, but only in living and social matter. Information is not just the result of reflection, not just knowledge. She is precisely messages, information, i.e. such knowledge that is required and which has a consumer. Only by interacting with the consumer, knowledge acquires the character of a message, information, i.e. become information. Information is knowledge that is in constant circulation, movement, that is collected, stored, processed, transmitted and used (or can be used) by the system. And not just any, but only a self-governing system ... Information is where there is control. "

Information properties

The quality of information is determined in accordance with four main criteria:

1. Reliability - If employees find errors in the information contained in the document, they will be suspicious of all data obtained with its help.

2. Timeliness - Only timely information is valuable. The manager responsible for budget execution needs operational information about the level of costs, which allows him to adequately respond to unwanted changes.

3. Necessary volume - Many managers suffer from an excess of information, because they are not able to view and use large amounts of it. Perhaps this means that it is unfortunate to choose a format for converting data into management information.

4. Significance - The manager responsible for production needs information about production volumes, equipment downtime indicators; the senior manager needs more generalized data. Figure 1 shows the process of converting primary data into management information by means of an information system (IS).

Types of information

Mechanical reflection.

A stone, bumping into a wall, leaves a dent on one side, a trace, and on the other hand, it is reflected at the angle at which it hit the wall, that is, the angle of reflection is equal to the angle of incidence. A second example of mechanical reflection is specular reflection, i.e. in the mirror we see a copy, an image, a sign, a mark of the object that is reflected in the mirror. But, naturally, we see only the external features reflected in the mirror; specular reflection is a step towards other physical reflections. There is a mechanical reflection, there is a physical reflection.

Physical reflection

This is just the interaction of elementary particles of various fields: electromagnetic and other fields, and the emergence of some new phenomena, the receipt of some new interactions.

Chemical reflection.

The oxygen atom receives a signal from the gold atom and “understands” that “you cannot cook porridge” with gold, gold will not go into contact with oxygen, and there is no interaction. Gold is not oxidized by oxygen. And when oxygen receives a signal from hydrogen, a rather violent connection occurs. For example, this connection can occur by an explosion, if an appropriate proportion of hydrogen and oxygen accumulates in a container or apartment, then an explosion is obtained. Or, hydrogen and oxygen combine to produce heat. On this basis, oxygen-hydrogen burners are created, which give temperatures up to 3000 degrees, melt and cook metals. But, apparently, any other atoms and molecules receive the same signals or approximately the same signals, as a result of which chemical interactions occur.

SEMIOTICS

Semiotics finds its objects everywhere - in language, mathematics, fiction, in a separate work of literature, in architecture, apartment planning, in the organization of the family, in the processes of the subconscious, in the communication of animals, in the life of plants.

But everywhere its immediate subject is an information system, that is, a system that carries information, and the elementary core of such a system is a sign system.

Whatever such systems may be - whether they operate in society, in nature or in man (his organism, thinking and psyche) - they are the subject of semiotics.

The three sides of the Frege triangle give three sections of semiotics, which C. Morris gave the following names:
1. Syntactics. Studying the relationship between signs, including in the speech chain (or the sphere of internal relations between signs). Syntactics can be characterized by the relation of expression, which is realized between a word and a concept.
2. Semantics. Examines the relationship between signs and the designated subject; or the relationship between signs and their objects. That is, the sphere of interest of semantics is in the study of the relationship between a thing and a word, it is realized through the relationship of designation.
3. Pragmatics (studying the relationship between a sign and a person, or the relationship between signs and those who use them, the relationship between a thing and a concept, ie pragmatics can be characterized through the relation “makes sense”).

All information circulating in the external and internal circuit can be divided into three information streams:

1. By the type of materialized knowledge in high technology products;

2. Human professional knowledge (patents, licenses, inventions, skills and techniques);

3. Art, methods and technology of practical solution of problems of modern enterprise management.

In foreign literature, the third information flow is represented by a combination of the following components:

o management (enterprise, personnel and production management);

o marketing (product development and sales market management);

o targeting (long-term targeting programs to conquer sales markets in another country).

Thus, information resources, which are based on the essence and patterns of development of the concept of information, are a strategic resource and allow:

o develop strategic and tactical goals;

o implement programs (plans) to achieve the set goals and objectives;

o make management decisions to coordinate the actions of departments based on information monitoring;

o improve the control system based on its diagnostics;

o develop informatization processes based on improving its infrastructure (Fig. 2).

ENTROPY

Entropy (informational) is a measure of the randomness of information, the uncertainty of the appearance of any symbol of the primary alphabet. In the absence of information loss, it is numerically equal to the amount of information per character of the transmitted message

For example, in a sequence of letters that make up any sentence in Russian, different letters appear with different frequencies, so the uncertainty of appearance for some letters is less than for others. If we take into account that some combinations of letters (in this case they speak of n-order entropy, see below) are very rare, then the uncertainty decreases even more.

To illustrate the concept of information entropy, one can also use the example from the domain of thermodynamic entropy, called Maxwell's demon. The concepts of information and entropy have deep connections with each other, but despite this, the development of theories in statistical mechanics and information theory took many years to make them consistent with each other.

CONCLUSION

I have identified (believe) that information is central to the management of an organization. Also that communication as a process during which two or more people exchange and become aware of the information received, the purpose of which is to motivate a certain behavior or influence it.

A manager who doesn't listen to anyone is like a used car salesman who says, "I'm selling something! They don't want to buy." Management communication is a two-way street that requires listening and other forms of feedback. The knowledge gained by managers from personal communication with employees forms their understanding of the life of the company. I believe that with this knowledge, managers in the process of communication are able to influence the minds of subordinates, as well as to work effectively with customers.

APPLICATION

Glossary

Management- compulsory management of economic activities, which in turn is an independent type of professional activity.

Management area- This is the activity of enterprises that act in the market mechanism as independent economic entities.

Management object- economic activity, the enterprise as a whole or its separate subdivision.

Manager- a specially trained professional manager who is a specialist in this field. This is a person who holds a permanent managerial position and is empowered to make decisions on specific activities of an organization operating in a market economy.

Management stages.

1.Strategic management- development of management objectives, forecasting and long-term planning of management actions.

2.Operational management- timely decision-making in connection with the changing conditions of the external and internal environment of the organization.

3.Control- comparison of the achieved results with the plan and development of corrective measures to eliminate unwanted errors and consequences of activities.

Areas of management:

–Economic;

–Social and psychological;

–Legal;

–Organizational and technical.

Economic sphere of activity- production process management. The activity of a manager is to coordinate material and labor resources to achieve the set goals at the lowest cost.

Subject of management- a natural or legal person who exercises power influence.

Control object- what the object of control is directed at. The object of management can be individuals and legal entities, social, socio-economic systems and processes.

Control mechanism- this is the environment in which management activities are implemented. This control environment is the control system and control technology.

Two interpretations of the concept of "management":

1) as a process of managing an organization - management activities;

2) as a control mechanism. the management process and the management mechanism should be consistent with each other and the purpose of management as a type of activity.

MINISTRY OF EDUCATION AND SCIENCE OF THE AMUR REGION STATE PROFESSIONAL EDUCATIONAL AUTONOMOUS INSTITUTION OF THE AMUR REGION

"AMUR PEDAGOGICAL COLLEGE"

Communication information in the management of the organization

Course work

Blagoveshchensk 2016

INTRODUCTION

GENERAL CONCEPTS OF INFORMATION AND INFORMATION EXCHANGE ..

1.1 Concept of information.

1.2 Properties of information.

1.3 Types of information.

1.4. What is information exchange.

1.5. Information exchange functions.

WHAT INFORMATION EMPLOYEES NEED FOR SUCCESSFUL PERFORMANCE IN ACCORDANCE WITH THE OBJECTIVES OF THE COMPANY ..

1.1. The purpose of the company must be known to all employees. The presence of a general goal determines the setting of intermediate goals and thereby sets the structure of the company, the stages of work of the entire company as a whole and its divisions.

1.2. All employees must understand the purpose of the company. The goals must not only be known, they must be understood by all employees. Since it is awareness that allows you to see the system of target priorities, subjective usefulness.

1.3. Employees should have access to information on the means to an end. The goal can be achieved by a variety of means. The specific means are determined not so much by the goal as by the conditions, circumstances and possibilities.

1.4. Employees should have access to the information they need to make decisions on their own to achieve a goal. Awareness of purpose and choice of means precede specific activities and behavior.

SEMIOTICS..

ENTROPY.

NETWORK COMMUNICATIONS IN THE ORGANIZATION ..

CONTROL TECHNOLOGY AS AN INFORMATION PROCESS.

CONCLUSION.

LISTS OF USED LITERATURE ..

APPLICATION.

INTRODUCTION

Communication is one of the key problems in modern society. In organizations, this problem turns into a lack of understanding that communication is not just an exchange of information, but a dynamic interpersonal process of exchange of behavior. Of all organizational processes, communications, perhaps, occupy a central, pivotal place, since they lie at the heart of the organization's life. Decision making is often defined as choosing between two or more alternatives. However, in reality, this is the process of collecting and processing information, developing alternatives and choosing one of them, and the most important thing is the implementation of the decision. Management interaction is carried out in the organization at various levels, and at each of them there are conflicts. Conflicts are viewed today as a source of individual and organizational development, since in the course of conflict resolution a new situation is born.

The purpose of writing a term paper is to determine the place of information and communication in the management of an organization.

The tasks of the work are to find out exactly how information contributes to the normal functioning of the company, what role it plays in management, how to work effectively with the manager through communication.

Project Communications Management

Providing participants and project processes with information includes communication channels, data accumulation, exchange and updating of data, maintenance of databases, distribution of information to consumers. Information management ensures the provision, assessment, processing, monitoring, analysis of information, information flows during life cycle project.

Communication and related information is a kind of foundation for coordinating the actions of project participants.

Under information understand collected, processed and distributed data. To be useful for decision-making, information must be provided in a timely manner, as intended and in a convenient form. This is solved by using modern information technologies within the project management system.

Project communications management (interaction management, information links) is a management function aimed at ensuring the timely collection, generation, distribution and storage of the necessary project information.

Communications management the project includes processes:

Communication planning(Communications Planning) - defines the information and communication needs of the project team (to whom, when and what information is needed).

Distribution of information(Information Distribution) - timely provision of the necessary information to the project participants.

Performance reporting(Performance Reporting) - collection and dissemination of information about the progress of the project.

Administrative completion(Administrative Closure) - preparation, collection and distribution of information and materials for the formal completion of a phase or project.

The main consumers of the project information are:

Project manager - to analyze the discrepancies between the actual performance indicators and the planned ones and make decisions on the project.

Customer - for awareness of the progress of design work.

Suppliers- when there is a need for materials, equipment, etc., necessary for the performance of work.

Designers - if necessary, make changes to the design documentation.

Direct performers of work.

Content of project communications management. Project communications management provides support for the communication system (interactions) between project participants, the transfer of management and reporting information aimed at ensuring the achievement of project objectives. Each project participant must be prepared for interaction within the project in accordance with his functional responsibilities.

Communication management includes the following processes.

Planning a communication system - determining the information needs of the project participants (determining the composition of information, terms and methods of its delivery).

Collection and dissemination of information - the processes of regular collection and timely delivery of the necessary information to the project participants.

Preparation of reports on the progress of the project - processing the actual results of the state of the project's work, comparing them with planned indicators, analyzing trends, forecasting.

Documenting the progress of work - collecting, processing and organizing the storage of project documentation.

Let's consider the listed processes in more detail.

Communication system planning. The communications plan is an integral part of the project plan. It includes:

an information collection plan that defines the sources of information and methods of obtaining it;

information distribution plan, which defines the consumers of information and methods of its delivery;

a detailed description of each document to be received or transmitted, including format, content, level of detail and definitions used;

a plan for the commissioning of certain types of communications;

methods of updating and improving the communication plan.

The communications plan is formalized and detailed depending on the needs of the project.

Collection and dissemination of information. Within the framework of the project, there is a need for the implementation of various types of communications:

internal (within the project team) and external (with company management, customer, external organizations, etc.);
formal (reports, inquiries, meetings) and informal (reminders, discussions);
written and oral;
vertical and horizontal.

Reporting on the progress of the project. The processes of collecting and processing data on actual results and displaying information about the status of work in reports provide the basis for coordination of work, operational planning and management. Progress reporting includes:

information about the current state of the project as a whole and in the context of individual indicators;
information about deviations from baseline plans;
forecasting the future state of the project.

Systems for collecting and distributing information should meet the needs of various types of communication. For these purposes, automated and non-automated methods of collecting, processing and transmitting information can be used.

Non-automated methods include collecting and transmitting data on paper, holding meetings.

Automated methods involve the use of computer technology and modern means communications to improve the efficiency of interaction: e-mail, document management and data archiving systems.

Documenting the progress of work. The main intermediate outputs of the work progress should be formally documented. Documenting progress results includes:

collection and verification of final data;
analysis and conclusions about the degree of achievement of project results and the effectiveness of the work performed;
archiving of results for further use.

Computer reference systems electronic archives allow you to automate the processes of storing and indexing text and graphic documents, greatly facilitate access to archival information.

Description

The purpose of the course work is to explore the essence of communication, as well as what can be done to more effectively exchange information both among managers and outside their circle.
To achieve this goal, it is necessary to solve a number of tasks:
1) Study the essence, elements and stages of the communication process in a modern enterprise
2) Analyze the communication system based on the "Trade Master" company
3) Give suggestions and recommendations for improving the communication policy of the enterprise

Introduction 3
1. Theoretical foundations and characteristics of communications in the activities of a modern manager 5
1.1 Communication process: concept, main elements, stages, their characteristics 5
1.2 Types of communication 13
1.3 Communication barriers 17
1.4 Improving the effectiveness of interpersonal communication 23
2. Analysis of the management communications system of the "Trade Master" company 28
2.1 Organizational and economic characteristics of the enterprise 28
2.2 Analysis of technical and economic indicators of the enterprise 31
2.3 Analysis of the company's communication policy 33
3. Suggestions and recommendations for improving the communication policy of the enterprise 39
Conclusion 42
List of used literature 45

The work consists of 1 file

Federal Agency for Education of the Russian Federation

State educational institution

Higher professional education

"Kazan State Technological University"

Nizhnekamsk Chemists - Technological Institute

Faculty of Economics and Management

Course work

ON THE DISCIPLINE "Management"

Topic: "Information and communications in the management of the organization"

Group student __________________________ / /

(signature)

Scientific adviser ____________________________ / E.S. Andreeva /

(signature)

The work is protected by _____________ with a grade of _______________

Nizhnekamsk 2013

Introduction 3

1. Theoretical foundations and characteristics of communications in the activities of a modern manager 5

1.1 Communication process: concept, main elements, stages, their characteristics 5

1.2 Types of communication 13

1.3 Communication barriers 17

1.4 Improving the effectiveness of interpersonal communication 23

2. Analysis of the management communications system of the "Trade Master" company 28

2.1 Organizational and economic characteristics of the enterprise 28

2.2 Analysis of technical and economic indicators of the enterprise 31

2.3 Analysis of the company's communication policy 33

Conclusion 42

List of used literature 45

Introduction

It is generally recognized that communication is of great importance to the success of enterprises and represents one of the most difficult management problems. In essence, it is a kind of "circulatory system" of a single organism of the company. Effectively working leaders are considered those who are effective in communication. Managers must be fluent in the art of communication, as, figuratively speaking, they do the work "by someone else's hands."

The role of communication is evident in small firms as well as in powerful companies and corporations. The future of not only the enterprise, as an economic entity in the market, but also the people working in this enterprise, and at the global level and the well-being of the entire country as a whole, depends on the effectiveness of communication links and interactions.

The experience of both Russian and foreign companies shows that the effectiveness of communications depends, first of all, on the psychological attitude of the team. Where the leader uses the "stick and stick" method, there is nervousness and fragmentation of the team, and the result is poor labor productivity, high staff turnover, lack of initiative, constant gossip, envy, etc. All these facts cannot lead to anything other than the damping of the enterprise and, ultimately, even bankruptcy.

However, if a leader holds meetings in a team where certain development problems are discussed, applies methods of encouragement for initiative, work, etc., creates conditions for the free expression of his opinion, even if it does not coincide with the opinion of the management, then in this case the staff easy to work in a given enterprise. In this case, people realize their importance and try to use all their potential and intelligence to achieve the prosperity of the organization. At such an enterprise, employees are confident in their future, in the fact that their problems can be openly discussed at a meeting, some ideas for which they will be morally and financially rewarded. It is easier for such enterprises to withstand the economic and political crises in the country, since in a close-knit team, employees will help each other to cope with difficulties.

All this has long been realized by foreign and many domestic managers. But how do you achieve effective communication? How to acquire skills and ability to manage communication processes? - these are the main questions that worry today's Russian leaders.

Within the framework of the above, the relevance of the chosen topic is emphasized by the experience of foreign and domestic leaders, their interest in the study of communication relations and their effective development, because one of the most important factors integration of management is communication.

Since the emergence and formation of communications (as well as the entire management) in our country happened not so long ago (10 years is a short period), a huge role in their further development is played by the correct approach to studying the experience of companies from foreign countries and modern Russian entrepreneurs.

In Russia, communications have undergone a radical change. From the administrative-command system, the country abruptly moved to market relations. If earlier the management of the enterprise basically consisted in the fact that orders were received from the management to the subordinates, which could not be clarified, not discussed, initiative was punished, and smart workers could not advance in the service, today managers prefer a different approach to organizing work with subordinates ... Initiative is now welcomed, general collective meetings are held at which problems of the development of the company are discussed, requests and suggestions of subordinates are heard, not only moral, but also material incentives are applied. So, under the command-administrative system, there were enterprises with well-established communications, but they prevailed mainly with scattered communication flows, without feedback, etc. So now there are firms where the organization of management is at a low level, communications are wrongly built.

The purpose of the course work is to explore the essence of communication, as well as what can be done to more effectively exchange information both among managers and outside their circle.

To achieve this goal, it is necessary to solve a number of tasks:

1) Study the essence, elements and stages of the communication process in a modern enterprise

2) Analyze the communication system based on the "Trade Master" company

The object of this course work is communication as a behavioral activity of subjects, and the subject is the skillful use of effective communications by managers to achieve the goals of the organization.

1. Theoretical foundations and characteristics of communications in the activities of a modern manager

1.1 Communication process: concept, main elements, stages, their characteristics

Communication is the exchange of information, on the basis of which the manager receives the information necessary for making effective decisions and communicates the decisions made to the employees of the organization. If communication is poor, decisions can be wrong, people can misunderstand what management wants from them, or, finally, interpersonal relationships can suffer from it. The effectiveness of communication is often determined by the quality of decisions and how they will actually be implemented.

Information is only an external manifestation of communication, its result. Information plays a central role in the communication existence of a person and acts as a means of communication.

In the process of communication, information is transferred from one subject to another. Individuals, groups and even entire organizations can act as subjects.

In the first case, communication is of an interpersonal nature and is carried out by transferring ideas, facts, opinions, hints, sensations or perceptions, feelings and relationships from one person to another orally or in some other form (in writing, gestures, posture, tone of voice, time transmission, understatement, etc.) in order to obtain the desired response in response.

Communication and information are different but related concepts. Communication includes both what is being conveyed and how that “what” is conveyed. In order for communication to take place, at least two people must be present.

Communication imposes requirements on each of the participants in management interaction. So, each of the participants must have all some of the abilities: to see, hear, touch, perceive smell and taste. Effective communication requires certain skills and abilities from each of the parties, as well as the presence of a certain degree of mutual understanding.

The term "communication" comes from the Latin "communis" meaning "common": the transmitter of the information tries to establish a "community" with the receiver of the information. Hence, communication can be defined as the transfer of not just information, but meaning or meaning through symbols.

Effective interpersonal communication is critical to management success for a number of reasons. First, the solution of many management tasks is based on direct interaction of people (boss with subordinate, subordinates with each other) within the framework of various events.

Second, interpersonal communication is arguably the best way to discuss and resolve issues characterized by uncertainty and ambiguity.

Managers spend 50-90% of their time on communication. It may seem incredible, but when you consider that the manager has to communicate, playing interpersonal roles, informational and decision-making roles, as well as to perform all management functions, everything falls into place. Precisely because communication is an integral part of all major activities of a manager, they are called the connecting process.

All three main role attitudes of managers and all four main management functions are aimed at the formulation of organizational goals and their achievement, and the degree of implementation of these goals, as a rule, directly depends on the quality of communications. Consequently, effective communication is essential for the success of both the individual employee and the organization as a whole.

However, although the critical role of communications in the success of organizations is recognized by all, surveys show that, according to 73% of American, 63% of English and 85% of Japanese managers, it is ineffective communications that are now becoming the main barrier to achieving organizational goals. Another survey of nearly 250,000 workers from 2,000 companies found that communication is one of the biggest problems in organizations. By understanding the essence of communication at the personal and organizational levels, you can learn to reduce the likelihood of ineffective communication and become a more effective manager. An effective manager is a manager who is effective precisely in the field of communications. Such a manager is familiar with the nature of the communication process, has excellent oral and written communication skills, and understands how the environment affects the quality of communication.

The main task of management is to make a profit, which directly depends on the manager's ability to manage affairs. You can see the connection between communication, information and the manager's ability to work. It is known that the exchange of information in organizations is not always as effective as it should be. In fact, people communicate with each other less efficiently than they think.

This fact is perfectly illustrated by the research of R. Likert, who analyzed the activities of the foremen and their subordinates of one of the public service enterprises.

While 85% of supervisors believed that their subordinates were free to discuss important business issues, only 5% admitted that they did. In another study, the department manager reported that he gave instructions and communicated to the subordinates decisions on 165 specific points. However, according to subordinates, they knew only about 84 of his orders. Another researcher analyzed the activities of a California-based company in the healthcare sector and found significant discrepancies in the assessment of the effectiveness of communications by representatives of senior, middle and lower management levels.

In addition, the transmitted message is often misunderstood by the recipient, which is also a sign of ineffective communications. J. Miner, a distinguished researcher in the field of management, believes that only 50% of contacts in an organization result in mutual understanding between the parties. And, as a rule, the reason for this is the inability of people to take into account the fact that communication is an exchange.

Both parties play an active role in the exchange. For example, if you, as a manager, tell a subordinate about a change in his work order, then this is just the beginning of the exchange process. For communication to be effective, your interlocutor must demonstrate that he understood his task and what results you expect from him. Communication is effective only if one side offers information, and the other perceives it correctly, and for this, this process must be treated with great attention.

Information and communication in the management of the organization. The role of communications in management. Communication information in the management of the organization

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Introduction

The development of new communication technologies directly and indirectly affects economic processes. Experts predict a significant change in the labor market, and globalization, acceleration and decentralization are defined as indicators of the new phase of the market economy.

1. Organization management

Control system (CS) - a set of all elements, subsystems and communications between them, as well as processes that ensure the specified (purposeful) functioning of the organization.

For the management system of organizations, it is necessary:

- to develop the mission of the organizations;

- to distribute the functions of production and management;

- to distribute tasks between employees;

- to establish the order of interaction between employees and the sequence of their functions;

- to acquire or upgrade production technology;

- to establish a system of incentives, supply and sales;

- to organize production.

The implementation of the listed activities requires the creation of a management system, which must be coordinated with the organization's production system (Fig. 1).

2. Communication in the control system

2.1 Communication - concept, types

Communication (lat. Communicatio), literally meaning "common" or "shared by all." In practical terms, it is a process of exchanging ideas and information between two or more people, leading to mutual understanding.

Communication goals:

· Ensuring effective exchange of information between subjects and objects of management.

· Improvement of interpersonal relations in the process of information exchange.

· Creation of information channels for the exchange of information between individual employees and groups and the coordination of their tasks and actions.

· Regulation and rationalization of information flows.

Communications are divided into the following types:

· Interpersonal or organizational communication based on oral communication;

· Communication based on written exchange of information.

Interpersonal communications, in turn, are divided into:

· Formal or formal. These Communications are determined by the policy, rules, job descriptions a certain organization and are carried out through formal channels;

· Informal communication that does not follow the general rules of a particular organization; they are carried out in accordance with the established system of personal relations between employees of the organization.

Among the formal organizational communications, there are:

· Vertical, when information moves from one level of the hierarchy to another;

· Horizontal between different departments, designed to coordinate the activities of different departments.

Vertical communications, in turn, are subdivided into:

· Ascending, when information is transmitted from bottom to top (from lower levels to higher). This type of communication contains information necessary for managers to assess the area of ​​activity for which they are responsible;

· Descending, carried out from top to bottom. This type of communication is directly related to the management and control of employees.

Interpersonal communications are also divided into:

verbal (verbal) and non-verbal.

Verbal , those. linguistic, speech means are basic. The ability to concisely, clearly and clearly state the main ideas is the most important professional quality of a manager and a marketing specialist.

As non-verbal ( non-linguistic) means, gestures are used, changes in the position of the speaker's body, features of his appearance, as well as the environment accompanying his performance (for example, musical, vocal accompaniment, the presence of a number of famous, authoritative people, etc.).

Verbal and non-verbal forms of communication are not always and not necessarily mutually exclusive. As a rule, the recipient's interpretation of the message is based not only on words, but also on elements such as gesture and facial expressions that accompany the words of the transmitting side.

Communication tasks are solved in the course of communication processes, i.e. information exchange processes.

2.2 Communication styles

Fig. 4. Communication styles

In the middle of the matrix are individuals who "sell" themselves if others do the same. This style is called " trade per myself" and is characterized by moderate openness and feedback exchanged in the process of interpersonal communication.

3. Organizational processes

3.1 Communication process

There are four basic elements of the communication process:

1. Sender - a person who generates an idea or collects information and communicates it;

2. Message - information itself;

3. Channel means of transmission of information (oral transmission, meetings, telephone conversations, written transmission, memos, reports, e-mail, computer networks);

4. Recipient (addressee) - the person to whom the information is intended and who interprets it.

The communication process of information exchange includes interrelated stages:

1. Generation of an idea or selection of information;

2. Choice of information transmission channel;

3. Transfer of the message;

4. Interpretation of the message.

Participants in communication processes are: a source of information; transmitted information; information transmission means; consumer of information.

Transmitted information characterized by content, volume, as well as the form of coding:

in terms of content, information can be meaningful, meaningless, meaningless. The degree of content of information is assessed exclusively by the consumer according to the quantity and quality of information useful for achieving the goals of the organization;

volume information is defined in units depending on the means of its transmission. So, it can be pages for textual information, reading time - for a report, bytes - for a computer

encoding form information depends on the means of its transmission and can be in the form of oral speech or printed text in a certain language, an electronic signal, etc.

Transmission means information can be paper (printed), voice, electronic (telephone, fax, TV, radio, computer).

As consumers of information there are organs and objects of control, as well as other sources of information mentioned above.

The communication process is carried out in several stages: information production, information coding, information transfer, information consumption.

Information production represents the acquisition, compilation of information, their assessment, selection of the necessary among them, appropriate ordering.

Information coding consists in giving it the form required for transmission (speech, paper, electronic), if necessary - in classifying information.

Transfer of information associated with the choice and use of a communication channel. In this case, the bandwidth of the channel, its reliability, the correspondence of the transmitted information, speed, and cost should be taken into account.

Consumption of information involves investing it in the necessary form, bringing it to a form convenient for use, implementing the implementation of information through the development of management decisions.

3.2 Communication networks

Fig. 5. The interpersonal communication network of the team leader in the organization

Fig. 6. Sample communication networks in groups

Knowing the types of communication networks is especially important for understanding the relationship of power and control in an organization. It is known that hiding or centralizing information maintains power relations.

When organizing communication networks at an enterprise, it is necessary to take into account the specifics of various types and channels of communication at each stage of the communication process.

3.3 Communication interference

A very important characteristic of any form of communication is its susceptibility to all kinds of interference. Interference refers to obstacles, barriers that arise during the formation, transmission and reception of information and disrupt communication.

The main communication barriers are the interference associated with the content of the message, the form of the message, the means of communication, the organization of the message.

Interference related to message content:

1. Linguistic verbal ( associated with speech, words). First of all, these are semantic hindrances caused by a misunderstanding of the meaning of words (for example, due to poor translation), insufficient professional training(misunderstanding of special terms), poor pronunciation, etc.

· Ascending, when information is transmitted from bottom to top (from lower levels to higher). This type of communication contains information necessary for managers to assess the area of activity for which they are responsible;