The management model is a concept that is constantly changing, there are no constants here. It is understandable: new business formats appear and disappear with space speed. And along with them is the transformation of all components of business life - from the basics of ethics to communication technology. The evolution of managerial thought against this background is an extremely interesting phenomenon. It should be closely monitored and, if possible, analyzed.
We offer a walk through a variety of management models - to remember what happened, to fix what became.
Trouble with wording and definitions
Today you can find a whole fan of formulations of the main management models - for every taste. They are united by bulkiness, pseudoscience and absolute incomprehensibility. It darkens in the eyes from “theoretically constructed sets of ideas” and “instructive statements”. Please, before you one of the many masterpieces:
“Under the management model of the organization should be understood theoretically supported opinion: on the nature and fundamental principles of the management system; about its effect on the managed object; “about adapting the management system to changes in the world around us so that the company ensures the fulfillment of its goals, is viable and stably developing.”
Discrediting concepts
There is an explanation for this. The fact is that the “management model" is a popular topic of numerous abstracts, term papers and articles for dissertation publications. There is a demand for topics, which means there is a crowd of management experts - giants of theoretical thought who earn money on this. These guys like to compete with each other in the novelty and dissimilarity of thoughts.
All this is sad: there is a discrediting of managerial concepts in the eyes of those who study. They have no experience to have an independent opinion and to fence themselves off from the army of theoretical teachers.
You and I have different tasks. Let's try to figure it out our own way. In short, the management model is a way and rules of the company’s functioning. Now let's move on to the classification.
Choose from classic models of control systems
Do not be embarrassed by the adjective "classic." These models have not gone away, they live and live. Moreover, the list below is well structured and will help navigate the options presented and create new options to fit your needs. Management is a creative activity, right? We bring to your attention only six models, some of them are completely new and fashionable. Go.
- Linear-functional (reinforced concrete)
This management model is an unshakable function and hierarchical relationship between employees and departments. The charter and other regulatory documents are the main gods in such organizations. Strict implementation of all "as expected".
Many consider this model to be outdated and “Soviet” in spirit. “Nothing of the kind,” we reply. It all depends on the specifics of the business and the contingent of performers. The aviation security services and aviation engineers, for example, operate only on this model. Aircraft pilots, by the way, too. No other way in aviation. And many more where. You just have to think with your head, right?
- Staff or directive (vertical)
A directive management model is a power vertical in a reduced size. Everything is decided by the chef above with the help of orders from top to bottom. Line managers usually have little real authority. Things are bad here with business processes: they are simply not defined due to lack of local authority.
There is an encouraging feature here: the order received from above in line units begins to spread horizontally. In other words, inside departments, the situation may be a little more democratic.
Where can this format work? Again, a lot where. In a transitional crisis. When changing ownership, for example. There are many enterprises whose success rests on the shoulders of one person. This is neither bad nor good. Is it acceptable to you? Think.
Design Model (constantly changing)
Project management models usually stand apart, because project management itself changes in accordance with the stage of work or the solution of a specific problem. Everything is determined by the exact lengths of time - a wonderful disciplining factor. There are two types of design models:
- The cascade option is used more often. Everything is simple here: the next stage of work can only be started with the complete completion of the previous one.
- A spiral model in which the stages of a project are carried out within a logical sequence. This option is more advanced, with greater freedom of action for the leader.
Choose from new models of control systems
And here is the hybrid control option. This is a mixture of a linear-functional (reinforced concrete) model in half with ... a design model (constantly changing). Here, the performers fall under double subordination: the line boss and the project manager at the same time.
The model is extremely common. And if everything is well written, then we get an excellent tandem: the line manager has administrative responsibility for human and other resources on the site. And the project manager is responsible for the timing and quality of work. This is one of the most efficient and sustainable models, by the way.
- Service (we buy and sell)
This model is rather a tribute to fashion. At least, it seems so in the territory of the post-Soviet space. Perhaps it will be better further, but so far it is difficult.
If you look, then this is the purchase of services in line units by project managers. Payment for these services comes from the budget of the current project. It turns out that the project manager acts as a customer with money. Well, the functional manager performs and optimizes ... Here you need to get rid of stereotypes and revise management responsibilities. The model itself is great.
- Business Process Orientation Model (second hybrid)
Very similar to matrix. The management process model combines three components: management, support and production, as well as any production business process. The line manager defines and empowers business process managers. And already in this “process” form, work is carried out within the framework of the project.
Criteria for choosing a management model
Now let's start with the list of criteria that will help to make a competent choice:
- vertical and horizontal connections: their presence, strength and ability to change if necessary;
- ethics of relations and type of communication between employees and superiors;
- attitude to the concept of “responsibility” at the level of the entire organization and at personal levels;
- general situation in the company: trust, honest attitude to each other, etc .;
- the degree of interest of employees in the success of the company, their awareness of the goals and mission (the real situation, and not the motto learned on the run from the main page of the corporate website);
- ability to react to external changes, reaction style;
- applied types of motivation and incentives for employees.
The list goes on. The main thing is that the choice of management model is based on a honest analysis of the state of things in the company. The list of arguments for a particular model should look like it would not be embarrassing to show, for example, at the plenary meeting of the Economic Forum in St. Petersburg. Then everything will be fine. Important choice, agree?
Management models in the international interior
In management, there has always been a huge number of schools, directions and models. If you group them as much as possible and analyze the differences between them, two areas with international flavor and one most advanced will stand out, we will call it “transatlantic”.
- American model (rigid, almost reinforced concrete)
The company's effectiveness depends on internal factors such as process optimization, cost savings, risk management, etc. The goals and objectives are formulated as clearly as possible and are set for a long time. Strengthening of specialization, production growth, unquestioning execution of orders from above. It didn’t seem to you, it reminds me of something ... The model is close in spirit to the reinforced concrete version, even with some Soviet bias ...
Japanese model (friendly anthill)
Of course, it was formed thanks to the national culture with its own nuances and mentality. Many still consider the Japanese model the most effective and harmonious of all existing. If you are one of them and want to do the same in your company, then ... you will not succeed. Too much specificity beyond our control.
Just a lifetime hiring of employees is worth what. Are you ready for this? The criteria for career advancement are age and length of service - are you ready again? The main principle of the Japanese management system is concern for the enterprise as a whole. No individual innovations, the employees are the hardworking ants of a huge and friendly anthill.
The number of attempts to work on the famous "kaizen" system goes to hundreds of thousands, a few years ago the Japanese model was the squeak of corporate fashion. Nobody has called yet a successful and truly effective implementation.
And now in Russian
When talking about the Russian management model, they mean the famous book of Alexander Prokhorov. This is a rather critical review and analysis of management features in Russian companies, in which the author comes to gloomy conclusions.
The Russian management model is capable of functioning only in two states in which it constantly resides:
- Emergency and crisis situation with emergency mobilization of resources for immediate achievement of the goal.
- Or complete calm - stability without any threats.
You can agree or object to the author of this version of the business in Russian. For you and me it’s important now to know that there is no other concept of the Russian management model, there is only this book. In other words, this is not a concept yet.
Marketing Model - Transatlantic
The model involves an open and lively system in which the employee with ambitious plans for self-realization is considered the main element. The teams in such companies are united to a greater extent by common values, rather than job descriptions and hierarchy of subordination. Maximum flexibility and adaptive capabilities to changing conditions are another major factor in the success of a company's development. This approach is called situational.
The emphasis is not on saving resources, but on their competent distribution. Nobody is afraid of problems. On the contrary, they are carefully analyzed and described in order to then find options for solving them.
The model, of course, is excellent: relevant and very advanced. In order for everything to work out, you need to work hard with employees. In order not to be afraid of transformations and changes, we were ready for risk and wanted to move through life, rather than sit in a cozy and warm swamp. Therefore, first you need to take care of the formation of a dream team. It's not easy, to say nothing ...
By the way, the famous models of quality management are similarly divided into American, Japanese and mixed European schools. All of them relate to the quality management system.
Other models
We walked along the management models of the company. For completeness, other management technologies should be mentioned . Like, for example, government models. This is an interesting section of management with an incredible history and analytical statistics. There are also classic and modern hybrid control options.
If we talk about corporate governance models, then they are surprisingly divided along the same boundaries into:
- Anglo-American with priority shareholder rights.
- Continental with a pronounced "banking" power.
- Asian with sophisticated fine industrial policies.
For all the specifics and special conditions of corporate law, corporate governance models are subject to change over time.