To control means to bring the control object to the target state. Based on this definition, it is possible to single out the main elements of the organization's management system. The target state of control objects is set by a system of goals and indicators, the activity to bring control objects to the desired state is described using a business process model, the performers of this activity are determined by the organizational structure ( Fig.1).
Fig.1. Elements of the control system
It must be remembered that when designing a management system, the primacy of activity over the organizational structure must be proclaimed. In other words, in the course of designing, the answer is given not to the questions “what does this or that unit do”, but “what should be done to achieve this or that goal and by whom”.
Based on the composition of the elements of the control system and their logical relationship, the sequence of designing the control system from scratch is as follows:
1. Formulate the highest purpose of the organization
2. Strategy development
3. Formation of the upper level of the system of goals and indicators
4. Definition of control objects
5. Development of a business process model, formation of the lower level of the system of goals and indicators
6. Organizational structure design
7. Formation of regulatory and methodological documentation
8. Automation of the control system (if necessary)
When improving the existing management system, it may not be about redesigning from scratch, but about the consistent adjustment of the elements of the management system in accordance with the specified sequence of steps.
Points 1, 2 and 3 were discussed in the previous chapter. As an example, consider a set of typical control objects and an approach to identifying top-level business processes.
Any organization must manage the following main facilities (Timur Kadyev):
1. Owner
2. Consumer
3. Product
4. Technical process (production process, service delivery process)
5. Supplier
6. Production and technological equipment
7. Engineering and technical infrastructure
8. Labor force (staff)
9. Capital
It should be noted that in the early phases of the development of the organization, the management of some objects is of low importance (for example, the owner, if he is the first person of the company, i.e. is inside the management system), such objects may not be considered to simplify the design of the management system, but this does not mean that they do not exist. In some cases, other control objects may appear (for example, the control system itself, if we talk about the need to periodically bring it to a new, more effective state for implementing the strategy).
The task of the management system is to transfer management objects from the initial natural state to the final one, which is necessary to obtain the specified results of activities and achieve the goals of the organization:
| № | Control object | Initial state | End state |
| 1. | Owner | Unsatisfied | Satisfied |
| 2. | Consumer | Potential | Satisfied |
| 3. | Product | Absent | Satisfying the needs of the consumer |
| 4. | Absent | Compliant with technology | |
| 5. | Provider | Potential | Satisfied us |
| 6. | Production and technological equipment | workable | Operable (in a cycle) |
| 7. | Engineering and technical infrastructure | workable | Operable (in a cycle) |
| 8. | Labor force (personnel) | workable | Operable (in a cycle) |
| 9. | Capital (changes its form in the process of activity) | Sufficient for activities |
The process approach is used as a tool for describing management activities.
Process approach- an approach to the analysis and synthesis of the organization's activities, based on the allocation of business processes that make up the activity.
In accordance with the selected management objects, top-level business processes are distinguished:
| № | Control object | Buisness process |
| 1. | Owner | Attraction and maintenance of authorized capital |
| 2. | Consumer | Promotion and sales |
| 3. | Product | Development of new and improvement of existing products (services) |
| 4. | Technical process (production process, service delivery process) | Production |
| 5. | Provider | Reproduction of resources |
| 6. | Production and technological equipment (PTO) | Reproduction of VET |
| 7. | Objects of engineering and technical infrastructure (UITI) | Reproduction of OITI |
| 8. | Labor force (personnel) | Reproduction of the labor force |
| 9. | Capital | Financing of activities and settlements |
Existing management techniques and methods, such as a quality management system, budgeting, CRM, and others, are ways to organize business processes. Therefore, it is recommended to immediately integrate the necessary techniques and methods into the business process model.
Regulatory and methodological documentation
The developed elements of the management system must be recorded in the regulatory documentation to ensure the required level of formalization. The received documents are used as working documentation for employees and for QMS audits.
There are three main types of regulatory documentation ( Fig.2):
1. Rules of business processes (including rules of procedures used in Business Studio)
2. Regulations on subdivisions
3. Job descriptions
In addition to the listed types of documentation, methods can be applied that formalize the algorithms and rules for performing individual work. They are used in cases where it is known in advance that only the same rules should be used when performing a certain type of work. Methods allow to make the most critical and important work human-independent - when changing an employee, the work will be performed in the same way.
Fig.2. Structure of regulatory documentation
Business Studio allows you to perform the following steps for designing a control system:
Formation of the upper level of the system of goals and indicators;
Development of a business process model, formation of the lower level of the system of goals and indicators;
Organizational structure design;
Formation of regulatory documentation.
Also, Business Studio can be used in a control system automation project - in terms of developing a technical task for automation and generating instructions for users.
The procedure for using Business Studio to perform the work of designing an organization management system is described in the following sections.
Any organization is a complex social system consisting of two elements - manager and managed. Being a subsystem of the organization as a whole, the control element itself is at the same time a very complex entity.
Structurally, the control system consists of control and managed subsystems, (the boundaries between them are very conditional), in the unity forming the subject of management, as well as mechanism of their interaction, including a set of powers, principles, methods, rules, norms, procedures governing the implementation of management actions towards control object. The system approach requires considering the subject and object of management as a whole and in relationship with the external environment.
Under control subsystem management systems understand that part of it that develops, accepts and broadcasts management decisions, ensures their implementation.
Under managed understand the one that perceives them and implements them in practice.
Under the conditions of hierarchical control, most of its links, depending on the specific situation, may belong either to the control or to the controlled subsystem.
At the head of the control subsystem is its director (the central link), personifying the control actions. It can be individual (head) or collective (board of directors of a joint-stock company).
The control subsystem also includes mechanisms of its influence on the controlled- planning, control, stimulation, coordination, etc.
The managed subsystem includes elements of the control object, which perceive the control action and transform the behavior of the object in accordance with it, as well as the mechanism of interaction of these elements (personal interests, employees, their relationships, etc.).
Usually the control subsystem is smaller in scale than the control one and its complexity is lower; but it is more active, dynamic. The controlled subsystem, on the contrary, has a large inertia, which usually requires considerable energy to overcome. This system refracts management decisions in accordance with its specifics, which largely determines the effectiveness of their implementation.
If management is of an official nature, then its subject is organizationally and legally formalized in the form of a position or a set of positions that form a management unit (administrative apparatus). Otherwise, the subject may be an individual, or a group of people who are not formally associated with certain positions. The main thing here is that the subject of control generates decisions that regulate the functioning of the control object.
It is necessary to distinguish from the subject of management subjects of management activity- living people in which managerial relations are personified - managers and employees of the apparatus.
In order for the interaction between the control and controlled subsystems to be effective, a number of conditions must be met.
Firstly, they must match each other. If there is no such correspondence, it will be difficult for them to “join”, they will not be able to understand each other in the process of work, and, consequently, to realize their potential. It is easy to imagine, for example, such a case when a person, in himself smart and capable, becomes a leader in an area of activity that he has a bad idea of. It is clear that the decisions made by him will be incomprehensible to his subordinates, and the latter will not be able to work with the necessary dedication.
Moreover, there must be compatible friend With friend so that their interaction does not give rise to negative consequences that could lead to the inability to perform their tasks. So, if the leader and the subordinate are not psychologically compatible, then sooner or later conflicts will begin between them, which will have the most negative impact on the results of work.
Secondly, within the unity control and managed subsystems should have relative independence. The central control link is not able to foresee all the necessary actions in specific situations due to the remoteness from the place of events, ignorance of the details, the interests of the object and its possible psychological reactions, especially in unforeseen circumstances. Therefore, decisions made at the top cannot be optimal.
Third, the control and managed subsystems must carry out between themselves bilateral interaction based on the principles of feedback, reacting in a certain way to management information received from the other party. Such a reaction serves as a guideline for adjusting subsequent actions that ensure the adaptation of the subject and object of control not only to a change in the external situation, but also to the new state of each other.
Fourth, both the controlling and the controlled subsystems should be interested in a clear interaction; one - in the return of the commands necessary in a given situation, the other - in their timely and accurate execution.
The ability of the subject to control is due to the readiness of the object to follow incoming commands.
A similar situation arises when the personal goals of the participants in the management process coincide and at the same time correspond to the goals of the management object. Therefore, the possibility of achieving their goals should be directly dependent on the degree of achievement of the goals of the management object arising from its needs.
These factors should ensure controllability object, characterized by the degree of control that the control subsystem exercises in relation to it through the controlled one.
Controllability manifests itself as a reaction of a subordinate, controlled object of the subject or the control system as a whole to the control action. It can take the form of fulfilling the relevant requirements, inaction, opposition, formal actions, that is, it is characterized by a readiness to fulfill the requirements of leadership and cooperation. Manageability depends on such circumstances as the knowledge and experience of the staff, the compliance of the type of management with the conditions of the internal and external situation, the sufficiency of the manager's powers, and the socio-psychological climate.
Within the framework of the control system, between its control and managed subsystems, there are the most various connections: direct and indirect; main and secondary; internal and surface; permanent and temporary; regular and random. Action is carried out through these connections. control mechanism, which is understood as a set of means and methods of influencing a managed object in order to activate it, as well as the motives of personnel behavior as its most important element (interests, values, attitudes, aspirations).
control mechanism must correspond to the goals and objectives of the object, the real conditions of its operation, provide for reliable, balanced with each other methods of influencing the object, and have opportunities for improvement.
The management system must be efficient, which implies: efficiency and reliability, quality of decisions made; minimization of associated time costs; savings in general costs and expenses for the maintenance of the management apparatus, improvement of the technical and economic indicators of the main activity and working conditions, the share of management employees in the entire staff of the organization.
The effectiveness of the functioning of the management system can be improved with the help of more reliable feedback, timeliness and completeness of information, taking into account the socio-psychological qualities of participants, and ensuring the optimal size of units.
Organization management- a continuous process of influencing the productivity of an employee, group or organization as a whole to achieve the goal. The organization management system includes a set of all services of the organization, all subsystems and communications between them, as well as processes that ensure the specified functioning of the organization. In any organization, there is a management part and a managed part.
The control system includes the following subsystems of elements − methodology, process, structure and management technique. Methodology includes goals, objectives, laws, principles, methods, functions, technology and management practices. The structure includes the functional structure, the scheme of organizational relations, organizational structures and professionalism of the staff. The management process includes a communication system, development and implementation of management decisions and information support. Management technology includes computer and office equipment, office furniture, communication networks and a document management system.
The methodology and process of management, in turn, form the management activity, and the structure and technique of management constitute the management mechanism.
Main task management systems consider the formation of professional management activity, which is considered as a process (a set of actions leading to the formation of relationships between parts of the whole) or as a phenomenon (combining elements to carry out the mission of the organization).
An important point of the management system is the organization of work to stimulate the growth of labor productivity. The following theories are used to solve this problem:
1) leadership selection theory owning socio-psychological methods of management. The theory is based on the fact that a certain part of the staff does not like to organize their work. Such people need demanding, domineering, tough leaders. The theory also takes into account that the team includes people with great creative potential, initiative, self-esteem. The leader must be democratic and have tact and flexibility;
2) goal organization theory based on the fact that there are people in the team who will work well only if the goals set by the leader are achieved;
3) needs theory is based on the fact that the stimulation of employees is carried out by satisfying their needs and interests; 4) justice theory is based on the expectation of each employee to be rewarded for his work.
Every organization has a mission, be it a commercial firm, a veterans' union, or a central bank. And this mission should be, firstly, formulated and fixed in official documents (primarily in the charter) of the organization and, secondly, brought to the attention of all employees, for whom it should become a permanent psychological setting for their daily actions.
Any enterprise is a group of people. At the same time, the owners of the enterprise are members of this organization, and the employees are its employees. Naturally, the main purpose of any organization is to promote the interests of its members, primarily the interests of its owners. This internal goal can be achieved in modern society only through the effective satisfaction of consumer demand for the company's products, which, in turn, is possible only through detailed study, specialization, and even the formation of consumer demand. This is the external purpose of the firm. In such an effective combination of internal and external goals of the company (mission) - a huge achievement of the capitalist economic system.
Target- direction of the control object to achieve a given goal of the system;
Target Control Functions:
planning
coordination of people's activities
decision making
stimulation
accounting and control
ensuring the training of executors
Organizational -
ensure the use of optimal methods for combining the elements of the system to ensure the vital activity of all its substructures, the implementation of the target function of the system.
Methods of preparation, adoption, organization, control over the implementation of management decisions
In the modern interpretation, management is considered as "an elementary function of organized systems of various nature (biological, social, technical), ensuring the preservation of their specific structure, maintaining the mode of activity, the implementation of the program, the purpose of the activity."
The representation of a real object as a set of interacting components is characteristic of the system approach. At the same time, it is considered that the links between the components of such an object, defined as a system, are closer than the links between these components and other objects that form the environment of the system. Thus, we single out the following controls as systems (see Diagram 2).
control mechanism includes: goals, missions, functions, principles, management methods.
Organizational structure of management determined by the goals, functions, product of entrepreneurial activity.
Management process technologies for making management decisions and organizing their implementation.
Control principle rules, norms that should be guided in their activities in the course of solving the problems facing the company, enterprise:
Scheme 2
Control system elements
principle of development - abilities develop as a result of changing living conditions;
principle of universal talent - there are no incapable people, there are people who are not busy with their own business;
the principle of inexhaustibility - no assessment of a person during his lifetime can be considered final.
Management methods - methods, forms of influence of the leader on subordinates.
Basic control methods and their characteristics
TO economic methods include forecasting and planning of personnel work, calculation of the balance of jobs and labor resources, determination of the main and additional needs for personnel, sources of its provision, etc.
Organizationally-administrative methods involve the use of various methods of influencing employees and are based on the use of established organizational relationships, legal provisions and norms (for example, on internal labor regulations, provisions on the procedure for attestation or release of employees, instructions on the procedure for maintaining records and storing work books for workers and employees and etc.).
Socio-psychological personnel management methods are specific methods and ways of influencing the process of formation and development of the labor collective and individual workers, in connection with which they are divided into social and psychological. The first are designed to influence the entire team (social planning, creating an optimal psychological climate, studying public opinion, etc.), and the second - on individual workers (methods of psychological selection, study and evaluation of personnel, etc.).
Socio-psychological methods include:
Power coercion method . This method is based on the use by the head of power in relation to subordinates, including when imposing disciplinary statements. The method of coercion is a necessary method when influencing unscrupulous subordinates who violate official discipline and the rule of law. At the same time, coercion forms a fear of possible punishment for mistakes made (even unintentionally) and changes the motivation of work - the motivation to avoid punishment, formalism is formed, initiative is reduced, etc. The method of coercion is not the main method of influencing subordinates, and therefore should be used by the manager carefully, taking into account the individual psychological characteristics of employees.
Reward Method . Reinforcement of the employee's behavior based on an objective assessment of the results achieved by him in his activities. The use of remuneration or encouragement is effective if the following rules are observed: individualization of remuneration; compliance of the incentive with the achieved results; publicity when announcing the promotion; building incentives based on performance; taking into account the expectations of employees when choosing remuneration.
Twelve ways to reward:
money (material reward);
approval of the behavior and activities of the subordinate;
recognition of the effectiveness of official actions;
providing free time;
providing a favorite job;
Promoting professional and personal growth;
Promotion on the official "ladder";
granting independence in work;
taking into account the personal interests of the employee;
achieving mutual understanding;
valuable gifts, prizes;
submission to government awards and early assignment of special titles.
Example method (charisma) . This method is based on the positive influence of professional and personal qualities and abilities of the leader in relation to subordinates. In this case, the identification of the subordinate with the leader, conscious or unconscious imitation of the style of activity and recognition of his authority as a leader are often observed. The authority of the leader has certain elements of inspiring influence and makes subordinates unconsciously imitate the manners of behavior of their immediate superior. Among the charismatic characteristics of the leader's personality include: the vigor of the leader's behavior and the infection of others with his energy; impressive, solid appearance, independence of character; excellent rhetorical abilities, decent and confident demeanor, adequate perception of self-admiration from others.
The method of influence through the participation of subordinates in management . Involve employees in options participation and management decision making. Of great importance for attracting subordinates to participate in management is the system of reasonable and timely delegation of authority.
persuasion method . Persuasion is an influence on the mind, feelings and will of a person in order to form the desired qualities in him. Belief is based on logic and argumentation of one's point of view. Persuasion begins with an attempt to understand the point of view of the subordinate, his motivation for behavior and position. At the same time, it is very important to achieve trust in the course of a conversation with an employee, to find points of agreement in positions. And develop them in every possible way. Effective listening by a leader to a subordinate, empathy and patience in a conversation with a subordinate, are good prerequisites for the effectiveness of persuasion.
Thus, managerial relations are a complex combination of objective and subjective components. Managerial relations, on the one hand, are determined by material, technical, economic factors, and on the other hand, they are formed between people, thereby reflecting their psychological characteristics.
Psychological patterns of management activity
As you know, management is carried out through the interaction of people, so the leader in his activities must take into account the laws that determine the dynamics of mental processes, interpersonal relationships, group behavior. Such regularities include the following. The law of response uncertainty (or otherwise the law of the dependence of people's perception of external influences on the difference in their psychological structures. . The fact is that different people and even one person at different times can react differently to the same impact. This can lead and often leads to a misunderstanding of the needs of the subjects of managerial relations, their expectations, and the peculiarities of the perception of a particular business situation. And as a result - to an error in activity.
The law of inadequacy of perception of a person by a person . Its essence lies in the fact that people cannot always comprehend another person with such a degree of certainty that would be sufficient to carry out a decision regarding this person.
The law of inadequacy of self-esteem . In making any managerial decision, the manager must take into account the adequacy of the self-esteem of subordinates, since in the case of overestimated self-esteem, the subordinate can take on difficult tasks, but solve them not productively enough. In cases of low self-esteem of a subordinate: he does not always take the initiative into his own hands, even if his competence in solving this problem is much higher.
The law of splitting the meaning of management information . Any management information (directives, resolutions, orders, instructions, instructions) has an objective tendency to change meaning in the process of moving up the hierarchical ladder of management. This is due, on the one hand, to the allegorical possibilities of the natural language of information used, which leads to differences in the interpretation of information, and on the other hand, to differences in education, intellectual development, physical and, especially, mental state of the subjects of analysis and transmission of managerial information. The change in the meaning of information is directly proportional to the number of people through whom it passes.
Law of self-preservation . Its meaning lies in the fact that the leading motive of the social behavior of the subject of managerial activity is the preservation of his personal social status, his personal viability, self-esteem. The nature and direction of behavior patterns in the management system are directly related to whether this circumstance is taken into account or ignored.
Law of Compensation . With a high level of incentives for this work or high requirements of the environment for a person, the lack of any abilities for a successful specific activity is compensated by other abilities or skills. This compensatory mechanism often works unconsciously, and the person gains experience through trial and error. However, it should be borne in mind that this law practically does not work at sufficiently high levels of complexity of managerial activity.
The science of management, of course, is not exhausted by the above psychological laws. There are many other regularities, the honor of discovery of which belongs to a number of prominent specialists in the field of management psychology, whose names are given to these discoveries. These are Parkinson's laws, Peter's principles, Murphy's laws and others.
The functioning of modern organizations faces 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 non-standard problems, special technologies are required - the development of solutions, and, finally, the solution of some problems may be beyond 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 knowledge. Of particular interest is the management system of the organization. Its study and improvement is a constant task of the leader.
The management system is 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:
develop the mission of the organizations;
distribute the functions of production and management;
distribute tasks among employees;
establish the order of interaction of employees and the sequence of functions performed by them;
acquire or upgrade production technology;
establish a system of incentives, supply and marketing;
organize production.
The implementation of these activities requires the creation of an MS, which must be consistent with the organization's production system, Figure 4.
Figure 4 - Organization management system
The management system consists of four subsystems: methodology, process, structure and management technique, Figure 5.
Figure 5 - The structure of the elements of the organization's management system
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.
The management structure is a set of stable links between objects and subjects of management of an organization, implemented in specific organizational forms. The management structure includes functional structures, schemes of organizational relations, organizational structures and a system of training or advanced training of personnel.
Management equipment and technology include computer and organizational equipment, office furniture, communication networks, document management system.
The methodology and management process characterize management activity as a process, and the structure and management technique as a phenomenon. All elements included in the management system must also be professionally organized for the effective operation of the company as a whole.
The main elements that make up the company management system are: goal, management process, method, communications, task, law, principle, organizational relations, function, technology, solution, information support characteristics, document management system, organizational structure.
The goal is an ideal image of what is desired, possible, necessary and historically acceptable for the company.
The management process is a sequence of stages of formation and implementation of the impact to achieve the goal.
A method is 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 team.
Communication is the process of interaction or opposition in the system "human - human", "human - computer" through the transfer of information.
A task is a specific problem arising from a goal that needs to be resolved.
Law is a necessary and stable relationship between phenomena. There are laws of nature, social development and public institutions (states). Laws have no alternatives.
A principle is the basic provision of any theory, doctrine, worldview. Principles have alternatives.
Organizational relations - various types of influences on a person, including administrative, functional, patronage.
A function is a job, service or duty entrusted to a person.
Technology is 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 action.
Characteristics of information support - 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 - a diagram of the interaction of positions, functions and subordination.
The relationship of the elements of the control system is schematically shown in Figure 6.
Figure 6 - The relationship of the elements of the control system
The goals of the company are divided into a group of specific tasks that are united according to the field of activity: economic, technical, social, environmental tasks, etc.
To solve problems, a set of functions or operations that must be performed is formed.
So, to solve economic problems, it is necessary to perform the following functions: accounting, labor and wages, 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 compiled.
Functions answer the question “what should be done to make the management process more efficient”.
In social terms, they share two management functions:
organizational and technical - drawing up and coordinating the activities of employees in the labor process;
socio-economic - control over the work of workers, over the appropriate use of machines and mechanisms.
Both functions exist in an inseparable unity, in which the organizational and technical function comes to the fore. With the transition to market relations, the scope of participation of everyone in the control over the enterprise will expand and gradually the socio-economic function will become the business of the producers themselves, and the need for external control over the labor process will disappear.
In organizational and technical terms, management is divided into functions according to two criteria:
by belonging to the spheres of production and economic activity.
The fundamental feature is according to the content of the management process, according to which the following main (general) management functions are distinguished:
Planning is the definition of the purpose of the operation of the object and the means to achieve it. Planning must be ongoing. Reason: the desire of organizations to continue their existence as long as possible after achieving their goal. So they redefine or change their goals; constant uncertainty of the future - plans must be revised to align with reality.
Organization is the formation of the object and subject of management, their divisions and links between them. These functions can be considered in two aspects: firstly, as the process of creating a system of rational forms of division of labor, developing the structure of management bodies, selecting and placing personnel, etc.; secondly, as a process of its improvement (continuous improvement of the formal organizational structure as a whole and its leading subsystems, clarification of the role and place of each employee in the management system, etc.)
Motivation is the creation of an internal urge to act, which is the result of a complex set of needs that are constantly changing. To effectively motivate employees, it is necessary to identify these needs and provide a way to satisfy them through good performance.
Control is the process of ensuring that an organization actually achieves its goals. There are three aspects of managerial control:
setting standards is the precise definition of goals that must be achieved in a designated period of time (based on plans developed during the planning process);
measuring what was actually achieved over a certain period and comparing with the expected results (if both of these phases are performed correctly, then the organization's management not only knows that there is a problem in the organization, but also knows the source of this problem);
actions to correct deviations from the original plan (for example, revising goals to make them more realistic and relevant to the situation).
Communication and decision-making are considered as connecting processes, because. they are required to implement all control functions.
Depending on the operating conditions of the company, the process of performing functions can be cyclic and one-time, continuous and discrete, sequential and parallel.
The selected process scheme determines the priority of certain organizational relationships. Based on the functional diagram, process and organizational relations, the composition of personnel is determined by the number and qualifications. These data are 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, adopt, approve and implement decisions. In addition, laws and rules (principles) of professional activity apply to almost all elements. From that moment on, the company is considered to have started work.