Tkachenko Sergey А.

Candidate of Sciences (Economics), Associate Professor, Pro-rector of the International Technological University “Mykolaiv Polytechnic”, Ukraine

THE ESSENCE OF MANAGEMENT, THE ROLE OF MONITORING IN THE CONTROL SYSTEM OF THE REGIONAL STRUCTURE AND TERRITORIAL ORGANIZATION OF THE AGRO-FOOD SECTOR

The most complete essence of management may be disclosed through its functions, under which, in general, can be understood as a special type of management, highlighted in the process of division of labor and specialization in the management and represents a relatively independent section control. At the moment various authors found significant differences of opinion when determining the number of control functions. A number of studies, some authors admit mixing functions manage and control subsystems, resulting in the inclusion of the number of management functions of logistics, financing and other non-management functions.

Many authors are limited, usually only a simple transfer of management functions or give while the most common characteristic of their nature; others - have different definitions of the contents of the same control functions. But to describe the content of a control function, you must have one definition.

Often, the number of management functions include the organization of the authors. Although, in our opinion, the organization is nothing other than the specific elements of the managed subsystem (e.g., human), are in a certain interaction with each other. The result is that the organization itself feels the need to manage; It can hardly be considered legitimate, and the inclusion of the management responsibilities stimulation, which refers to the management methods with which ensured the optimum interaction of the various parts of how to manage and control subsystems. When you select among management control functions, some authors consider it on par with other functions, without distinguishing what is monitoring the aggregate function that combines two other functions - accounting and monitoring.

The department can be identified the following four broad functions: planning, accounting, monitoring and regulation.

The main purpose of planning as a management function is to provide direction and parameters of managed objects in the near future (shift per day, five days, and so on). The plan is a pre-determined direction of action for achieving this goal. The plans put into practice the technical, economic and social policy of management. Increased production of planning requires further substantial, improving planning. Science and practice suggest that one of the ways the transition to a qualitatively new level of planning and management should be considered the use of science-based standards for planning, allowing for close and complex relationship of operational, current and future plans.

Another function of management, it is part of the account. The main objective of accounting is to reflect the actual daily running processes and ensure on this basis, monitor the implementation of the production plan as a whole and in each of its parts and for each period of time. By using a special methodology for continuous collection of information on the actual development of business processes, its classification and generalization, accounting thus allows timely identification of different kinds of deviations from the planned direction and parameters of development. In this capacity, the account acts as a base for monitoring, control and life support managed objects.

The next important function of management – monitoring. His appointment is a qualitative transformation of planning and accounting information, as a result of which reached an understanding of the processes and nature of exposure to both objective and subjective factors. Monitoring allows the course of the production process to obtain a quantitative and qualitative assessment of changes in the development of managed objects with respect to the given parameters, quickly identify trends and patterns of development of managed objects, detect losses and their causes, identify the reserves of increase of efficiency of activity. In this context, monitoring is the basis for development control decisions.

One of the main and responsible management functions – regulation, which consists of the development and adoption of management decisions, as well as the implementation of their execution. The most active part of the regulatory function - implementation of the decisions taken or the regulator, which is the final link in the technology management. The main task of the regulator is to block unwanted effects of factors on a managed object and hold various parameters of these situations processes within predetermined or optimum.

The regulatory function is carried out on the basis of monitoring is to make decisions on the adjustment plans, improving accounting, the technical, economic and organizational activities that contribute to addressing the identified deviations and optimization of the process being controlled. This regulating effect on the controlled process may be provided either through a plan or directly on the process elements within the plan period. B. practical scientific and industrial associations and industrial enterprises is one of the solutions implemented in the functional areas, and the other - in the line where directly have an impact on the process. Correct decision made in a given situation requires a comprehensive accounting of controlled (depending on the decision maker) and unmanaged (at which the decision can not affect) the factors and constraints.

All of these management functions are closely interrelated and together form the management of the closed loop created by the control part, a managed object, and links that display their interaction. The circuit allocated control actions directed from the control part to the object management, and feedback is provided from the object to the control part.

Correlation functions gives an understanding of the general principles of management, so that it is invariant with respect to the different management processes. However, it should be borne in mind that in actual correlation functions is somewhat more complicated. For example, monitoring data are often used to perform scheduling functions - in this case, a correlation functions. In addition, between the functions of management, there are still methodological connection: accounting methodology depends on planning methodology; monitoring methodology – the methodology of planning and accounting and more.