Training program

1. Technologies and algorithm for setting the problem. Translation of tasks into plans (tasks).

Definition of goals and objectives. Connection of the task with the goal.

Types, features, characteristics of tasks. Requirements for setting tasks.

Prerequisites for successful problem solving. Rules for their setting.

Goal setting technologies (SMART), Management by MBO goals, system key indicators effectiveness of KPI, problem meeting method...)

Priority ranking of tasks.

Finding the means and resources of the team to achieve results.

Structuring the subject of a task (substantive analysis of tasks) at the stage of translating it into tasks (options for solution paths).

2. Step-by-step planning from goals to tasks, from tasks to tasks and the final result

Creation of a system for employee work planning.

Selection of planning technologies in accordance with the company strategy.

Selection of performer. Taking into account his individual characteristics.

Preliminary step-by-step thinking through the manager’s actions, taking into account the capabilities of subordinates, forecasting the expected result

Defining deadlines and targeting resources, i.e. ensuring their availability for the employee (material, information, human)

Algorithm for setting a task for the performer: designation of a common goal, setting tasks, planning, delegation of authority and responsibility, motivation for the goal and incentives for completing the task

What roles of superiors and subordinates interfere with goal setting.

Role positions not suitable for delegation

Formulating a task for the performer with a focus on feasibility and quality of execution: taking into account deadlines, personal characteristics, and professionalism of the performer

Checking understanding , exclude closed questions, get a detailed answer to open questions about the perception of the task. Examples of test questions for a subordinate.

Methods for increasing employee responsibility for the implementation of plans and work results.

The main mistakes of a manager in assigning tasks to subordinates (one task is inconsistent with another or conflicts with them in terms of deadlines and resources, did not explain why the task was set, what the result should be, did not check whether the task was understood correctly, gave the task to a subordinate without skills, the task is impossible or not supported by resources, etc.)

Module 3 .

3.Control as a management function

Purpose and main tasks of control:

Diagnosis of the state of affairs; Orientation; Stimulation;

Correction of actions; Dissemination of best practices;

Law enforcement function; Motivating function of control.

Three aspects of management control (establishment, measurement, comparison).

Why and under what conditions does control motivate?

Control algorithm: who controls, in what form and within what time frame.

Compliance of execution control technologies with the selected planning system. How to ensure consistency between work planning and execution control?

Types of control: preliminary; current (feedback system); final (final).

Qualitative characteristics of control: strategic focus; results orientation; compliance with the direction of activity; timeliness; flexibility (adaptability); simplicity; efficiency.

Feedback subordinate in the process of monitoring the execution of a task.

Selecting the necessary methods for monitoring the work of employees with different levels of competence and motivation.

Obtaining information about the work of employees who are in the deputy’s subordination area. How can a higher-ranking manager control employees who are in his subordinate's subordinate area?

Analysis of control technologies corresponding to different types of tasks.

Planning the scope of control and the possibilities of its regulation in system or emergency mode

Planning control actions

Defining the boundaries of management control.

Handout:

Notebooks of seminar participants containing basic theoretical material and a number of practical tasks.

Additional teaching materials in electronic form.

Country support:
operating system:Windows
Family: Universal Accounting System
Purpose: Business automation

Monitoring and recording the implementation of plans

Main features of the program:

You will have formed single base clients with all necessary contact information

Each employee will be able to plan their work, and the manager will give tasks and control the work of all staff

Our system will remind you of any important matter

The program will show for any date a list of planned tasks or orders that should be ready by that day

Separation of access rights is supported. Each employee will see only what he is supposed to see

You will control all your employees

A whole range of management reports is provided for the director, which will help analyze the organization’s activities with different sides

Integration with the latest technologies will allow you to shock your clients and deservedly gain your reputation modern company

Reserve
copying

Filling
documents

Application
for employees

Application
for clients

You can quickly enter the initial data necessary for the program to work. This is done using convenient manual data entry or import.

The program interface is so easy that even a child can quickly figure it out.

Language basic version programs: RUSSIAN

You can also order an international version of the program, into which you can enter information in ANY LANGUAGE of the world. You can even easily translate the interface yourself, since all the names will be placed in a separate text file.

The first step to moving to the highest level of acceptance management decisions are planning and control of work execution. High level labor organization requires appropriate technical equipment. To-do planning software helps in developing both short-term and long term strategies. That is, it can be elementary, and reduced almost to the functionality of an organizer, only very fast and convenient. But it can also monitor the implementation of plans with a more complex structure and long-term perspective. Multi-level tasks can consist of several parts, then the system will simultaneously monitor the implementation of the operational plan and compliance with the entire strategy as a whole. Automated accounting of plan implementation optimizes the speed and quality of work.

Monitoring the implementation of plans and tasks is also in a universal way discipline the workforce and optimize labor productivity. Thus, you can track the payback of your project for all cost items, including those intended to pay employees. Monitoring and recording of implementation promptly calendar plans will ensure timely completion of tasks.

Monitoring the implementation of enterprise plans pursues the following goals: focusing on the main areas of development; preparation for possible changes, elaboration of all options for the development of events; workflow optimization; creating high-quality interaction between company departments.

Control over the implementation of plans can be carried out in various fields business functioning. Each department has its own nuances and specifics of work. Monitoring the implementation of the marketing plan will monitor the implementation of tasks on its site, taking into account all the subtleties of the activity. Breaking down management according to the organizational structure of the business ensures comprehensive coverage.

The program draws up a business plan in accordance with the applied management methodology. Monitoring the implementation of planned targets at any enterprise pursues the goal of achieving certain economic and operational indicators that in a certain way characterize the organization of the business. In addition, accounting and monitoring the implementation of the plan allows you to form a complete picture of all actions carried out in achieving this goal, on the basis of which a complete and detailed analysis can be carried out. A rich set of tools contributes to achieving the company's goals information system. The calendar program for planning tasks, a built-in system, actively uses it to record deadlines for completing tasks.

The best program for business planning exercises control over the development of plans and the execution of work, thus being not just an accounting tool, but a full-fledged assistant in the organization of work. We can confidently call our system the best in the business, because it meets these requirements and has unique functionality.

The program can be used by:

Anatoly Wasserman presents the new version 5.0 of the USU program

In addition to opinions about the USU program ordinary users Expert opinions are now presented to your attention. Anatoly Wasserman was born on December 9, 1952. Graduated from the Odessa Technological Institute of Refrigeration Industry, majoring in engineering. After graduation, he worked as a programmer. Then - system programmer. He first appeared on screen in 1989 in the club “What? Where? When?", then - at the Brain Ring. In the television “Own Game” he won fifteen victories in a row in 2001-2002 and became the best player of the decade in 2004. Five-time champion of Ukraine in the sports version of “Own Game”. Four-time champion of Moscow in the sports version of “My Game”, bronze medalist of the same competition, silver in 2017. Silver medalist of the “Connoisseur Games” - the World Games of Connoisseurs - 2010 in “Your Game”.

Supplement to the program for professional managers - The Bible of the Modern Leader

Addition to the program for professional managers: for business development and increased income. Unique product, developed at the intersection of two sciences: economics and information technology. There are no analogues

USU Mobile App

With the development of technology, life speeds up. You need to be on time everywhere - because the faster you do things, the more you earn. For this reason, it is very important to have a feature-rich mobile application at hand.

Alexander Druz about the Universal Accounting System

In addition to the opinions of ordinary users about the USU program, the opinions of experts are now presented to your attention. Alexander Druz is the first master of the intellectual game "ChGK". He was awarded the Crystal Owl prize six times as the club's best player. Winner of the "Diamond Owl" - a prize for the best player. Champion of the television version of the Brain Ring. In the television program “Own Game” he won “Line Games”, “Super Cup”, won the “III Challenge Cup” with the team, and set an absolute record for performance in one game. Author and presenter mind games And educational programs on various TV channels.

Maxim Potashev on the effectiveness of the USU program

In addition to the opinions of ordinary users about the USU program, the opinions of experts are now presented to your attention. Maxim Potashev - master of the game “What? Where? When?”, four-time winner of the “Crystal Owl” prize, twice world champion, three-time Russian champion, six-time Moscow champion, three-time winner of the Moscow Open Championship in the game “ChGK”. Based on the results of a general audience vote in 2000, he was recognized as the best player in the entire 25 years of the elite club’s existence. 50 thousand viewers of the program voted for the candidacy of Maxim Potashev. He received the “Big Crystal Owl” and the main prize of the anniversary games - the “Diamond Star” of the master of the game. Member of the board and since 2001 - vice-president of the International Association of Clubs. By profession - mathematician, marketer, business coach. Graduated from the Faculty of Management and Applied Mathematics, taught at the Department of General and Applied Economics at MIPT. In August 2010, he was elected president of the All-Russian public organization"Federation of Sports Bridge of Russia." Headed by consulting company, which helps various organizations solve problems related to sales, marketing, customer service and business process optimization.

Sergey Karyakin about tactics in business

In addition to the opinions of ordinary users about the USU program, the opinions of experts are now presented to your attention. Sergey Karyakin. At the age of 12 he became the youngest grandmaster in human history. Included in the Guinness Book of Records. Won the Candidates Tournament. Winner of the FIDE World Cup. World champion in rapid chess, world champion in blitz. Honored Master of Sports of Ukraine. Honored Master of Sports of Russia, Grandmaster of Russia. Awarded the Order of Merit, III degree. Member of the Public Chamber Russian Federation VI composition. Repeated winner of children's and youth world and European championships. Winner and medalist of a number of major tournaments. Champion of the XXXVI World Chess Olympiad as a member of the Ukrainian team, silver medalist of the Olympics as a member of the Russian team. He showed the best result on his board and received the first individual prize (on board 4). Champion of Russia with the best result on board 1. World champion in the Russian national team. World Cup semi-finalist. Winner of a number of international tournaments.

Possibilities for monitoring and managing the implementation of plans

• The professional program automatically monitors the implementation of plans;
• A convenient and simple interface creates comfortable working conditions for recording plan implementation;
• All processes at the enterprise are fully controlled;
• The program for scheduling tasks is different high speed and productivity;
• A rich set of tools makes work more productive;
• Planning and control of work execution acquires a clear structure;
• The program, keeping track of the implementation of the plan, creates a hierarchy of tasks in accordance with their importance;
• Interaction with other electronic data storage formats makes work even more comfortable;
• The implementation of the operational plan is monitored effectively;
• A universal search system allows you to quickly navigate the system;
• The program provides a remote access mode;
• The program for planning cases can be adapted for any enterprise, and the interface for each employee;
• Automatic reminders and notifications about tasks facilitate timely monitoring of plan implementation;
• Conducting analytical activities contributes to success;
• You can download the accounting system for free in the demo version and experience all its advantages in practice;

  
  

  
  

  Download software to implement plans

  Below are the download links. You can download the presentation for free software in PowerPoint format and demo version. Moreover, the demo version has certain limitations: in terms of use time and functionality.

  

  Order automation of plan implementation accounting

  To purchase this program, just call us at the numbers indicated in the contact information or Skype, or simply write a letter. Our specialists will agree with you on a suitable configuration, prepare a contract and an invoice for payment.

  

  

  

  

  

When implementing the plan, it is necessary to constantly maintain operational records, control and current management production process. Planning, accounting and control over the implementation of plans in the divisions of the enterprise helps to ensure the rhythmic operation of the entire enterprise, reducing interruptions during the movement of objects of labor through technological operations. This also allows you to reduce the duration production cycle and speed up the delivery of products to the consumer. Operational accounting is necessary to coordinate and regulate the work of production units, prevent and eliminate possible deviations from schedules.

Operational control and production process management is carried out during dispatching on the basis of accurate information about the actual implementation of schedules, shift-daily assignments and the occurrence of deviations from the plan.

Dispatching production provides operational regulation production process through systematic recording and monitoring of the implementation of production tasks, ongoing production preparation, prompt elimination of problems and deviations that arise. Dispatching provides:

Complete control over progress production process and prompt elimination of problems and deviations that arise;

Organizing the delivery of raw materials, materials, workpieces and tools to workplaces;

Export finished products, production waste;

Monitoring the serviceability of equipment;

Supply of energy, fuel, compressed air and organization of quality control.

The main characteristic properties of dispatch control are:

Centralization, that is, regulation is carried out from single center(dispatch department), the instructions of which are mandatory for execution at any level of the enterprise (from the head of the unit to the worker)

Efficiency, namely acceptance effective solutions and development of measures to eliminate possible deviations from the planned production process and the consequences of the influence of such deviations. This is carried out on the basis of monitoring the progress of planned tasks.

Central dispatch department (at the enterprise level) performs the following functions:

Checks the implementation of the product production plan according to the nomenclature and assortment;

Controls the process of replenishing inventories of inter-shop warehouses with blanks, parts, and purchased products to ensure the uninterrupted production process;

Monitors preparation for production and progress of equipment repairs.

Dispatch service at the workshop (division) level carries out:

Monitoring the implementation of shift and daily assignments;

Accounting and analysis of unplanned equipment downtime;

Monitoring the progress of equipment repairs and preventive maintenance.

Dispatch control objects may vary depending on the type of production.

For serial production such objects are:

Timing for the launch and release of a batch of product units (parts);

Status of stocks of materials and finished products in warehouses;

The degree of complete provision of work related to assembly.

For single production objects of dispatch control are:

Timely preparation of production;

Product release dates;

Logistics support.

For mass production objects of control are:

Maintaining the rhythm of production lines;

Perform preventative maintenance on equipment;

Condition and availability of linear workpieces.

Dispatching functions are largely performed administratively technical staff workshops Along with this, on large enterprises There are special plant dispatchers, workshop dispatchers. Dispatchers maintain schedules for delivery of parts, receipt of workpieces, monitor and maintain communication with supplier factories, and take measures to eliminate accidents.

One of system performance indicators promptly scheduling is continuity factor production process, is determined based on current accounting data of actual processing cycles of a batch of parts. Continuity can be ensured through timely preparation and delivery of material resources and other items of labor necessary technical documentation for each workplace according to calendar plans. Continuity factor() is determined by the formula:

where is the duration of working hours, hours;

Total duration of the production process, including downtime, hours.

The degree of use of working time in the production process characterizes rhythmicity coefficient. In this case, it is necessary to distinguish between uniformity and rhythm of production. Assessment uniformity of production is carried out using a number of indicators and methods for their calculation:

1. ten-day method rhythmicity assessment is that planned and actual percentages are calculated and then compared over decades; deviations from the planned percentages indicate the level of rhythmic or non-rhythmic work.

The planned rhythmicity percentage (RPP) for a decade is calculated as follows:

where is the number of working days in a decade;

Number of working days per month.

The actual percentage is determined by the ratio of the ten-day actual output in the corresponding meters to the total volume of products produced per month.

2. Evaluation method using the uniformity coefficient(Kr) execution production program, which is determined by the formula:

where is the actual production output on the i-th day, but not more than planned, thousand UAH;

Product release plan for the month, thousand UAH;

3. To assess the rhythm of work of departments or an enterprise, it is used rhythmicity coefficient calculated using the coefficient of variation(V):

where g is the standard deviation;

X is the arithmetic mean of the variation series.

With uniform production and output, the value of the coefficient of variation is closer to zero, and the rhythmicity coefficient is equal to 1. This coefficient shows only the uniformity of production, without connection with the implementation of the plan, and is calculated in enterprises and departments of mass and large-scale production types.

In general terms, organizing the implementation of a process involves creating a system of relationships that ensures the distribution of tasks and resources between individual departments and employees, establishing a system of their interaction (organizational structure), coordinating their actions to implement plans, decisions taken and achieving the organization's goals.

In the process of implementing this function, three main components interact: people, economic relations and technical means.

The purpose of the organization's function is to prepare and ensure the implementation of planned actions and the achievement of planned goals.

In the process of organizing the execution of processes and operations, one can distinguish: a) organizing the process management structure, b) organizing the implementation of planned tasks by performers.

The organizational structure of process management is understood as the structure of distribution of management tasks, decision-making, rights and responsibilities between the links of the management body, aimed at achieving the set goals. As a rule, the control structure changes when the operating conditions of the process change.

Depending on the nature of the process being implemented, the following types of departmentalization can be used in the organizational structure: linear, functional, result-based and matrix (project and matrix). Departmentalization is the principle of grouping (combining) works and performers.

Organizing the implementation of planned tasks

When organizing the implementation of planned tasks, attention is concentrated on the execution of work, i.e. on specific performers, jobs, input resources, resource coordination, work areas and performers.

The organization of implementation of planned tasks is carried out on the basis of a technological model, process management structure, plans, resource capabilities and personnel motivation. When designing a technological model of a process, it is determined how, by what means and in what sequence the work will be performed, and when planning in what timeframes and in what areas the process work should be performed, calendar schedules for the supply of necessary resources and production of products are generated.

In the process of organizing the implementation of production plans, the existing organizational structure is adjusted to the process management structure. The technological model determines the composition of the works and their relationships, and ideally underlies the structure of the process, because, in fact, the main purpose of the organizational structure is to determine the requirements for the performers of the detailed level of the technological model. However, the connections between the technology model, separate works, and the elements of the organizational structure in practice do not always coincide. This is due to the fact that the organizational structure is determined by the totality of work performed as a whole, i.e. depends not only on this technological model, but also on the nomenclature, the amount of work for individual processes and real resource capabilities.

Performers of work with the required qualifications are assigned to jobs and specific jobs, and planned tasks are communicated to them. Work schedules for the use of personnel and the necessary perception of each performer of their work are formed. Timely delivery of necessary resources to workplaces is organized (who, where, when and how they are supplied is established and tracked) and the transfer of the product to the next technological stage. Provided maintenance production and management process: equipment, fixtures, vehicles, energy, means of information exchange, etc. The load profile of limited resources is aligned based on availability and deadlines, by staggering tasks over time and creating inventories. Control of the implementation of work assignments is organized.

When creating motivating work assignments, you should be guided by the following recommendations:

1. Combine fragmented tasks. This allows for increased skill variety and task specificity.

2. Form natural work units. Tasks should be designed in such a way that they are combined into a specific whole. This helps employees develop a responsible attitude towards the work they do and encourages them to view it as something meaningful and important, and not as a boring and useless activity.

3. Build direct relationships with clients. A customer is an internal or external user of a product. To increase skill diversity, autonomy, and feedback, managers should strive to establish direct relationships between employees and customers.

4. Expand work assignments vertically. Expanding the work task vertically to a certain extent reduces the gap between the aspects of “executing” the work task and “managing” it, i.e. increases the degree of autonomy of the performer.

5. Create feedback channels. Feedback allows performers not only to receive information about how well they are doing their work, but also to constantly monitor whether the quality of their work is declining.

Work assignments must be designed consciously and carefully, taking into account the requirements of the constantly changing environment, technological processes, used in the organization, as well as the skills, abilities and preferences of the performers.

An important point in organizing the process of implementing plans is the creation of working teams, which were discussed in section 2.4 of the second chapter.

Staff work schedules are necessary to ensure processes and operations are carried out by human resources.

They answer the following questions:

for an employee:

What date should an employee return to work?

What shift should he go to work on?

What workplace should he work at?

for the process manager:

Who exactly will work for him on a given calendar working day, on a given shift?

In what workplace will each specific employee work?

According to the work schedule, each employee must:

Get the legally required number of days off (usually two) per week;

Work the same amount of time in different shifts within a month;

Work the same amount of time at your workplace.

All actions presented in work schedules must not conflict with current labor legislation.

The main goal of control is to ensure unconditional and timely implementation of planned activities. Control must be systematic and proactive.

The heads of customs of the region through their deputies, and the heads structural divisions Management staff personally organize the complete, accurate and timely implementation of plans. To do this, the relevant managers identify performers, formulate tasks for them, set deadlines, and hold operational meetings; create necessary conditions performers and ensure control over the progress of planned activities, determine the time and procedure for informing about the implementation of plans. These managers must organize and personally carry out regular monitoring of the implementation of plans.

Direct implementation general control for the implementation of the activities of the annual FCS work plan and monthly plans for the main activities of the FCS, as well as the timely submission of appropriately executed necessary changes carried out by the Federal Customs Service.

The main goals of monitoring the implementation of plans are:

• - ensuring the implementation of the tasks and activities of the plan according to all indicators by all divisions of the region’s customs authorities;
• - identification of unused reserves for improving performance and labor organization of unit personnel;
• - preventing disproportions in the development of individual units, the alignment of forces and means;
• - elimination of errors made during the implementation of the plan;
• - improvement of planning and management activities.

Checking the implementation of plans begins with determining the timeliness and correctness of delivery of tasks to specific performers. The success of all planned activities depends on this, first of all.

The fulfillment of the plan is verified by studying the reporting materials, as well as by direct familiarization with the work on the ground. Verification of the implementation of plan activities should be carried out comprehensively, that is, across all sections of the plan. When conducting an audit, it is necessary to pay primary attention to solving the main tasks of the planned period, as well as performing the main functions assigned to it in accordance with its purpose. Another important area that needs to be paid attention to is the study, generalization and dissemination of best practices, existing achievements in the performance of customs authorities and departments, individual managers and employees.

Brief analyzes of the implementation of customs work plans and functional blocks of the Federal Customs Service for the reporting period, before the 10th day of the month following the reporting period, are sent to the Federal Customs Service to perform control functions, resolve problematic issues that require solutions at the regional level, as well as to summarize and analyze activities FTS. In the specified brief analyzes implementation plans must necessarily include:

• - unrealized plan items and reasons for their non-fulfillment;
• - the effectiveness of the measures taken to achieve the tasks facing the customs authority;
• - problematic issues of customs, customs posts and functional departments, which require a decision from senior management;
• - best practices of departments and proactive approach of employees in the course of daily activities and other issues at the discretion of the relevant managers.

Analyzes of the implementation of the Department’s work plans for the reporting period are carried out by the Federal Customs Service and sent to the Control analytical management The Federal Customs Service of Russia to perform control functions, consider problematic issues that require solutions at the federal level, as well as to summarize and analyze the activities of the Federal Customs Service.