The development of an enterprise is a single mechanism, each link of which performs its intended function, interconnected with the functions of other links.
Management is a synthesis of means and methods for preparing management decisions and organizing their execution.
The tasks facing management bodies differ at each enterprise depending on the specific internal and external socio-economic situation. However, the management of an enterprise, even if it consists of 3-5 people, is obliged to solve the entire complex of problems, regardless of their actual quantitative and qualitative content – otherwise the reproduction cycle will end.
The relevance of studying the level of development of organizational culture and the degree of its influence on the management of the social organization of an enterprise implies the importance of the current situation and tasks of managing a modern enterprise.
Social-production relations determine the role and place of each worker in the process of production, exchange, distribution and consumption.
Tens of thousands of people interact in a single production process, and the final result—the result of the activities of a huge team—depends on the quality and efficiency of the work of each of them.
That is why it is necessary to have scientifically based principles for organizing production management at enterprises, which ultimately constitute the potential of the country’s economy as a whole.
The following principles of organizing production management are distinguished: functional (professionally oriented), quantitative, spatial and temporal. On their basis, both general and private (characteristic of individual enterprises, areas of activity) specific management principles are built: target compatibility and concentration; continuity and reliability of the system; planning, proportionality and dynamism of management; democracy in the distribution of rights, duties and responsibilities; science and validity of decisions made; management efficiency; compatibility of personal, collective and state interests in management.
The principle of target compatibility and concentration lies in the creation of a connected, purposeful management system, in which all its links form a single mechanism aimed at solving a common problem. The work of individual workshops, production areas, laboratories, departments is structured in such a way that ultimately, at a given time, exactly the products that the consumer needs at a given time appear.