Management: theory and practice

At present, "management theories are more controversial than definitively defined. "There is no unity even in the field of terminology." There are claims that management is not a science at all: "management is not a separate scientific discipline, because It does not meet the criteria that allow us to separate science from non-science. In particular, management has virtually no research methods of its own." In order to avoid this uncertainty and clearly define our own research methods, we will proceed in our article from the following provisions:

• 1)    Under the term "management" we will understand the science of managing a social organization (social organization as a whole, its structural units, informal groups, individuals) to achieve the goals of the organization. Under the term "management" - practical activities for the management of these objects to achieve the goals of the organization carried out by managers (managers).

• 2)    Management is a theory, management is a practice, and "theory without practice is dead and barren, practice without theory is useless and pernicious".

• 3)    The object of management is a social organization.

• 4)    the Subject of management - practical methods, regulations, regulations and other documents (hereinafter "documents") that define and ensure the development of a social organization in the environment and its achievement of the necessary socio-economic results. Note that "if the subject of science changes, it is a different science."

• 5)    Management and strategic management are synonymous: without the development of a strategy-a system of interrelated goals of the organization and programs to achieve them by departments and employees of the organization-no management tasks are resolved.

Note that about the fourth point Kaoru Ishikawa clearly said: "if the goals and objectives are set without appropriate methods to ensure their achievement, the criminal code (management-approx. auth.) will be a purely speculative exercise."

The purpose of this article is to show that management, as a science and practice, has its own research methods that ensure the setting of goals and their achievement, to show these methods. Most of them were defined in the middle and second half of the last century, but today they have not yet been brought to a logical conclusion. Show how and by what management methods, both known and proposed, ensure the setting and achievement of the goals of a social organization. To show that these methods, in their totality, fully disclose the accepted subject of management-practical methods, regulations, regulations and other documents that define and ensure the development of a social organization and the achievement of the necessary socio-economic goals.

The existence of a social organization is impossible without its changes, greater or less, depending on the situation. Changes, or improving the activities of the organization, or changing the organization itself. And these are two components of management, noted by all theorists, called differently, but having a single, for each, essence. For example, Masaaki Imai highlighted Kaizen and innovation: "Kaizen means small improvements in the course of current work that do not change the status quo. Innovation is a fundamental transformation that changes the status quo." Minzberg, Alstrand, and Lampel distinguished configuration and transformation:"the two main aspects of the configuration school: the stable structures of the organization and the external context are considered as configurations, and the strategy development process is considered as a transformation”.

Based on the above, we can distinguish two components of the subject of management, the first-does not change the status quo, the second-changes the status quo. And this status quo can be defined as a necessary and sufficient system of key provisions of the organization that define the organization itself, and the main provisions of its activities, and the main results achieved - as the paradigm of the organization. With this in mind the following definitions can be given to the two constituent parts of the subject of management:

• 1)    Setting goals and achieving the necessary socio-economic results of the organization based on the existing potential of the organization, without changing its paradigm.

• 2)    Increasing the potential of the organization, transferring it to a new level of development that ensures the setting and achievement of higher maximum possible goals by changing the paradigm of the organization and making appropriate changes.

In the practice of management - in practical management-it helps "art, the essence of which is to apply science to real situations". The art of applying fundamentally limited management techniques that must be followed to an always unlimited variety of real-world situations.

For example, the vision of social organization has infinite variety. Any formal representation of a vision "as is" is a limitation of its diversity, and there are an infinite number of such different representations. But only a single formal description is required - the paradigm of the organization "as is" - this is already art.

Wherever we are faced with the necessity of limiting the diversity of an object or phenomenon without changing its essence, we are dealing with art. Science is powerless here - it clearly shows the theorem about the variety of Ashby. In the above example with the "as is" paradigm, management as a science can only give the structure of this paradigm - a system of elements of the organization and their relationships, as well as a methodology for its development. Therefore, the creation of the "as is" paradigm of a real social organization is not only a management technique that must be followed - it is also the art of its application.

Main conclusions and results:

• 1.    Management today is the science of the development of a social organization in its environment, which has its own methods of research, setting and achieving the goals of the organization. And tomorrow, these methods can already be implemented in the activities of our organizations (and such implementation is already underway), both commercial and non-commercial, and will significantly raise their potential, significantly increase the efficiency of their activities, and accelerate the development of our economy as a whole.

• 2.    The subject of management is practical methods, regulations, regulations and other documents that define and ensure the development of a social organization in its environment, its achievement of the necessary socio-economic results. And this subject includes two parts:

• -    Setting goals and achieving the necessary socio-economic results of the organization based on the existing potential of the organization, without changing its paradigm.

• -    Increasing the potential of the organization, transferring it to a new level of development that ensures the setting and achievement of higher maximum possible goals by changing the paradigm of the organization and making appropriate changes.

• 3.    The given methodology and model of social organization provide both strategic management and implementation of changes. It is shown that they provide both setting and achieving the maximum possible goals of the organization.

• 4.    The following main management techniques can be distinguished:

• a)    Methods for developing documents that define the organization of activities: organizational structure, regulations on divisions, job descriptions, regulations on planning and budgeting, etc.

• b)    Methods for developing documents that define the organization's activities: regulations on remuneration and motivation, management accounting, business process regulations, etc.

• c)    methodology of practical activity: monitoring, formation of paradigms of the organization "as is" and "as should be", determining the potential results of the

organization's paradigm of "how it should be", forming a list of required changes to organization, strategy development change management and change implementation, corporate culture, strategic management, etc.

Sources used:

• 1.    Gavrilov V. V., Meshcheryakov D. A. on the state of development of modern economic science / / Territory of science. 2007. No. 1. Pp. 5-9.

• 2.    Zhemchugov A. M., Zhemchugov M. K. Modern management. Four levels of goals and strategies, unity and contrast of components / / Problems of Economics and management. Izhevsk, 2013. No. 12 (28). Pp. 13-22.

• 3.    Ishikawa K. What is universal quality management? Japanese way. Moscow: TKB intersertifika, 1998. 112 p.

"Экономика и социум" №12(67) 2019