Principles and laws of management

The basis of management is a system of economic laws and principles of management in the conditions of market relations. The laws are objective, i.e. do not depend on the will of the people, but, on the contrary, determine their will, consciousness and intentions.Conscious use of economic laws, through management, allows people to bring the activities in line with the objective conditions of development. It is the manager who chooses the optimal variant of the managerial decision.General management laws include:

• 1.    The law of specialization management. Modern production is based on the use of the latest technological processes, technical means, a high degree of organization of production and labor, information systems. To manage such production requires highly specialized knowledge and skills in various fields of science and technology. Management includes economic, socio-psychological, legal, and organizational-technical aspects, so managers must be highly professional in each of these areas.The risk and uncertainty inherent in a market economy require managers to be independent and accountable for their decisions, and contribute to the search for optimal organizational, scientific and technical solutions.

• 2.    The law of integration management. Integration, i.e. management, in management, is the union, on the one hand, of specialized management actions at various stages of management into a single management process, and on the other, of divisions and production into a single production organism — an enterprise.Enterprises, in turn, can be combined into various organizational forms of a market economy. The limits of this association are governed by the market relations of production and management. Integration processes are carried out as long as they contribute to a high rate of innovation, the introduction of inventions, and a high level of employment in conditions of intense competition.Goals, tasks, interests, the need to maintain life and

• 3.    The law of saving time. The law of saving time is valid not only for the sphere of material production. Any saving ultimately comes down to saving time. This provision is typical for management, where this law acts as a law of time management.The effectiveness of management and, consequently, the achievement of the goal depends on the speed of the manager’s reaction to market needs and the mobilization of internal and external variables to meet these needs. The solution of any issue in the management in a shorter time than the competing party, always has a positive impact on the final results of the company. Globally, the law of saving time can influence the level of economic development of a region or a country as a whole.The principles of management are the basic rules, norms, guidelines, on the basis of which the management process is organized, the scientifically based organization of management functions, the choice of adequate methods and techniques of management influences.The most common principles are:

development of the system, and market requirements can act as integrating factors.

• 1.    The principle of social orientation. It provides for the unconditional orientation of government in the process of developing and implementing management decisions on the interests of society, industry, specific organizations and social and professional groups.

• 2.    The principle of legality in management. The organization and activities of management bodies and employees are governed by the rule of law. This principle confirms the sub-legal nature of management, the obligation of each subject of management to act within the limits of the rights and powers granted to it. All acts of management (orders, instructions, orders) should be based on the requirements of the law.

• 3.    The principle of objectivity. It requires knowledge and consideration of the objective laws of interaction between the subject and the object of

• 4.    The principle of consistency. Assumes that the subject of management when choosing methods, methods, forms of influence on an object should take into account all those changes that are carried out in the environment in which this system of management functions and develops.

• 5.    The principle of complexity. In each rather complex phenomenon, it is necessary to take into account all its aspects: technological, economic, social, ideological, psychological, organizational, political.Ignoring the principles of consistency and complexity in management, as well as the inability to apply them, does not effectively solve the tasks, leading to a narrowly departmental, incompetent approach and serious problems in management.

• 6.    The principle of publicity. It assumes ensuring the availability of discussion and participation of all representatives of management relations in decision-making based on broad awareness and consideration of public opinion. Publicity includes truthful, timely and broad information about the actual state of affairs in the organization.

• 7.    The principle of combining collegiality and unity of command. Reflects the interaction of two forms of power. One-man management is directly related to the personal responsibility of a manager for the results of decisions made. Collegiality acts as a form of collective development of draft decisions and thereby increases the degree of their validity. Collegiality also contributes to increasing the responsibility of the collective in the process of implementing the decisions made and made. At the same time, unity of command does not lose its

management, taking into account the available opportunities, the real state of social processes. Allows the management system to use the knowledge of objective laws to achieve practical management tasks. Directed against subjectivism, arbitrary decisions, hasty actions that do not take into account real situations and contradictions.

basic qualities, that is, the responsibility of each leader for their decisions is retained in full.

Used sources:

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• 4.    Шакирова Г. Ш. Повышение эффективности корпоративного управления на предприятиях в условиях модернизации экономики //Молодой ученый. – 2014. – №. 8. – С. 635-636.

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"Экономика и социум" №1(56) 2019