All types of management are interconnected, since the manager performs administrative functions, manages staff, and participates in choosing the goals of his activities and the means of achieving them. For example, the director of a small enterprise, and especially an individual entrepreneur, performs all or most of the functions himself. Only with an increase in the size of the organization does it become possible to assign them to various employees or management departments. However, in all cases it is advisable to distinguish and analyze types of management, since they are characterized by special means and methods of management, skills and techniques.
The growth of social production in the twentieth century. stimulated the development of management as a science. Evidence of this is the publication of the first textbooks in the current century, the creation of specialized educational institutions for the study of management, the use of mathematical methods in solving its problems, etc. Currently, this growth continues and is reflected in the structuring of management. This structuring occurs according to the following characteristics:
- object of management, for example banks, personnel, commodity flows, inventories, technologies, etc.;
- organizational and legal form of the enterprise, for example commercial or non-commercial organizations, general partnerships, limited liability companies, joint stock companies, holdings, financial and industrial groups, etc.;
- area of ​​activity, such as production, intermediation, commercial transactions, finance, insurance, etc.;
- types of management, for example traditional, systemic, situational, socio-ethical, moral and ethical (Japanese), stabilization; strategic, long-term, current, operational; one-time, cyclical, continuous (process approach), etc.
Therefore, within the framework of management as a scientific discipline, such areas as personnel management, financial management, strategic and operational management, bank management, etc. are being intensively formed.
It should be noted that the management goals for commercial organizations can be:
- obtaining maximum profit for the current period of time or during the market cycle of the product, the required amount of profit;
- gaining a larger market share;
- maximizing share price, etc.
The goals of production management can be expressed by alternative requirements:
- minimizing costs for producing a certain amount of products;
- maximizing the number of products produced;
- maximizing equipment load;
- ensuring uniform loading of equipment with restrictions on such parameters of the production process as the annual fund of equipment operating time, underutilization of equipment, equipment throughput, etc.
Depending on the goal pursued by management in a given situation, its corresponding types are distinguished.
On the one hand, the classification of management types precedes the analysis and identification of factors important for classification, and on the other hand, it is based on various combinations of these factors for different types of management. This allows us to assess the possibility of both theoretical and practical development of a certain type of management through the development of certain factors on which it is based.
The use of this classification allows the manager, when solving practical problems, to choose the type of management that corresponds to the conditions of the problem. At the same time, it is possible to reduce the time spent searching for the most suitable management techniques. There are three methodological approaches in management: traditional, systemic, situational.
Traditional approach develops and uses management principles and rules suitable for any organization. The traditional approach understands management as a fairly simple one-dimensional interaction of people and (or) organizations. It assumes that all control objects are identical and react identically to influences.
Systems approach focuses on the interaction of parts in an organization and emphasizes the importance of studying each individual part in the context of the whole. The main elements of the system approach are input to the system (incoming resources), the process of converting incoming resources into a product, exit from the system (product), feedback (knowledge of the result, influencing the chain in the opposite direction).
Situational approach is based on the fact that in the management of an organization there is not only one set of principles (rules) that could be used in all situations.
In systems engineering, a situation is understood as the following relationship of elements:
- “state of the control object”;
- “available control actions”;
- “consequences of control actions.”
In accordance with this, two types of management can be distinguished: social-ethical, moral-ethical.
Moral and ethical (or Japanese) refers to personnel management with a paternalistic attitude towards employees (including lifelong employment) with significant use of moral incentives, learning in the process of practical activities through personnel rotation, and so on in Japan.
Social and ethical management is aimed at reducing the likelihood of making decisions that could lead to unacceptable damage to the financial, technological, technical, personnel, external and internal structures of objects falling within the sphere of influence of the decisions being made. In this case, the object of activity is chosen as a result of social and ethical marketing, and operations are considered that are not intended to cause unacceptable damage.
Objects falling within the sphere of influence of decisions made at various levels of the hierarchy may include:
- individuals, such as consumers, intermediaries and personnel;
- legal entities, for example suppliers, intermediaries, consumers;
- nature and society as a whole, if their dependence is significant.
Socio-ethical management can be used to manage social processes, ensure life safety, legal regulation and other areas of life.
Depending on the time of onset of consequences for the control object and the environment, two types of management are distinguished: strategic and operational.
However, such a classification is not complete enough. This is evidenced by its inconsistency with the classification of plans. In turn, the need for correspondence between the types of management and planning is due to the fact that management includes planning, motivation, organization, and control as components. Therefore, management can be considered as an instrument for the implementation of relevant plans, and there cannot be fewer types of management than plans. Moreover, it seems natural that the type of management, when classified according to the time of occurrence of consequences for the control object, should correspond to the type of plan. For example, strategic, long-term (business plan, long-term plan), current, operational management.
Strategic planning is a set of actions and decisions taken by management that lead to the development of specific strategies designed to help the organization achieve its goals. Strategic planning is implemented through resource allocation, adaptation to the external environment, internal coordination and organizational strategic foresight.
Strategic management - is the management process of creating and maintaining strategic alignment between the goals of the company, its potential capabilities and chances in the market for goods and services.
The company's strategic plan determines on the basis of which areas and programs the organization will build its activities, based on available resources, and outlining the objectives of these areas.
Forward-looking management aimed at implementing business or long-term plans. The goals of business planning are to clarify the goals and objectives of certain areas, taking into account a more in-depth study of the external environment and capabilities of the company. The development of a long-term plan for an enterprise is carried out after decisions are made on the production of a certain product, production volume, etc. In this case, the object of planning is the production process of the product as a whole.
Depending on the frequency of decision-making, the following can be distinguished: management of one-time decisions, cyclical decisions, a continuous chain of frequent decisions (process approach).
Management of “one-off” solutions used when solving relatively large problems and when it is impossible to establish a date for the next decision regarding this problem. Examples of such decisions at the country level could be the decision to join NATO or the CIS. At the individual level, an example of such a decision would be the decision to marry.
Cyclic decision management used to solve problems that have a known cycle. An example of cyclical decision management would be that once a year decisions are made to implement the current year’s budget and adopt the budget for the next year.
Process management, considering management as a process, occurs when the need to make decisions arises at random times on unrelated problems so often that the process is considered continuous. The management of large public organizations (country, territory, etc.) can be considered process-based in that part of it that cannot be attributed to one-time or cyclical management. This is due to the fact that a certain number of managers independently make decisions that are aggregated (hierarchically combined) into some resulting management with corresponding consequences.
In our opinion, for a more complete understanding of the types of management and their role in the organization’s management system, the following types of management can be distinguished: strategic; investment; financial; industrial; innovative.

Lecture 10. Concept and content of various types of management

Types of management are special areas of management activity related to solving certain management problems. Based on the object, a distinction is made between general and functional management (Fig. 1).

Figure 1. Objects and types of management

General or general management consists of managing the activities of the organization as a whole or its independent economic units (profit centers).

Functional or special management consists of managing certain areas of activity of an organization or its units. For example, innovation, personnel, marketing, finance, etc.

Based on content, normative, strategic and operational management are distinguished.

Regulatory management involves the development and implementation of the organization's philosophy, its entrepreneurial policy, determining the organization's position in the competitive market niche and the formation of general strategic intentions.

Strategic management involves the development of a set of strategies, their distribution over time, the formation of the organization's success potential and the provision of strategic control over their implementation.

Operational management involves the development of tactical and operational measures aimed at the practical implementation of the adopted development strategies of the organization.

Organizations undergo certain processes of object management. These include human resource management, operations management, etc. However, these are also private types of management that take place in organizations. They have appropriate names: personnel management, operational management, etc.

To achieve goals in any type of management, it is necessary to purposefully influence teams of departments, individual employees, and coordinate their activities.

Operations management. Operations management has always been one of the main factors determining the efficiency of an enterprise. Various operations management strategies provide significant improvements in productivity, process reliability and the competitiveness of the company as a whole. There are several definitions of the concept “operations management”:

This is the activity of managing the process of acquiring materials, converting them into a finished product, and delivering that product to the buyer;

This is the management of the production of goods and services;

This is an activity related to the development, use and improvement of production systems on the basis of which the company's main products or services, etc., are produced.

Strategic management. A strategic approach to management means the creation of a unified enterprise management system focused on stable operations in the long term, strengthening competitiveness and increasing efficiency. Strategic management Management activities concerned with setting the goals and objectives of the organization and with maintaining a set of relationships between the organization and its environment that enable it to achieve its goals, correspond to its internal capabilities and allow it to remain responsive to external demands.

Innovation management. Innovation management (R&D and implementation of their results in production) is one of the main areas of activity of any company. In the world economic literature, “innovation” is interpreted as the transformation of potential scientific and technological progress into real progress, embodied in new products and technologies. Innovation has many definitions; for example, I. Schumpeter interprets innovation as a new scientific and organizational combination of production factors, motivated by the entrepreneurial spirit. Innovation management– a set of principles, methods and forms of management of innovation processes, innovation activities, organizational structures and their personnel engaged in these activities. Innovative management, like any direction of management, is associated with the implementation of management functions (planning, organization, motivation, control). The subject of innovation management is a system for managing innovation activities, covering innovation processes at the level of one organization and across the state economy.

Personnel management. One of the key factors in the production of any type of goods and services, along with investment capital (fixed assets and working capital), is labor resources. Effective labor management, as a special function of activities related to the hiring of workers, their training, evaluation and payment of their work, is an important prerequisite for the effective functioning of production. Trained and qualified workers on staff of an enterprise are called its personnel, or personnel. The main goal of personnel management is to provide the enterprise with employees who meet the requirements of this enterprise, their professional and social adaptation. Personnel management- this is an activity in enterprises (organizations) aimed at the most effective use of employees to achieve organizational and personal goals.

Quality management. There is a direct relationship between management categories such as efficiency and quality. The quality of the manufactured product increases the market share of the enterprise, helps to survive in a competitive environment, leads to lower costs and, ultimately, helps to increase the efficiency of the entire production. Quality management is a system of measures to ensure guaranteed quality of a product or service.

Unlike operational management, the concept of production management is already associated only with production activities. However, it should be discussed in more detail, because for manufacturing enterprises it is important. Production management is an activity that relates to the creation of goods.

Activities to create goods and services exist in all organizations. In manufacturing organizations, this is production activity. For such activities, it is best to use the term “production management.” In other organizations that do not create physical goods, production functions are “hidden” from the buyer. This could be an activity that takes place in a bank, airline office or university. Such production (service) activities usually relate to operations or operations management.

In production management, the subject of management most often are business managers and numerous management bodies. Objects of management are enterprises, work collectives, workers, factors of production in the form of tools and objects of labor, natural resources, scientific, technical and information potential. Control influences are represented by laws, decrees, plans, programs, regulations, standards, recommendations, instructions, materials and financial incentives and levers, moral influence. Feedback is the results of direct observations and control by the subject of management: documentation, reporting, etc.

The central unit of production management is the enterprise. Each enterprise produces products, goods, services, and carries out its main activities. This is his main goal and task, the meaning of existence. It follows that the basis of enterprise management is the management of the production process, regardless of whether the organization produces goods or services, knowledge or information.

In order to produce any economic product, it is necessary to use factors of production, economic resources: labor, equipment, raw materials, materials, information, money. Consequently, enterprise management includes the management of employees, means of production, production resources, finances, and technologies.

All of the above forms the basis of production management and is its subject. Based on this, production management can be defined as a system of forms and methods of managing the economy of an enterprise, aimed at achieving optimal results in its production, commercial and financial activities.

The financial manager of an organization directs and plans his activities to realize the entire resource potential of the organization and achieve maximum production efficiency. Management is a variety of forms, techniques and personnel and production.

Several years ago, when the science of management first appeared, it had one indivisible object. Over time, several more objects emerged from this object, which, in turn, gave birth to several more directions. Moreover, there are even types of management that are characteristic of a particular country and reflect its specifics (for example, there is a Russian model of management).

There are different types of management, and their number continues to grow. In real production, new models are being tried, specialists are using new terms and definitions. Types of management are separate areas of management activity that are designed to solve various problems.

They distinguish organizational, strategic, tactical and operational management. Organizational management stands at the origins of creating a structure, a management mechanism, and developing a set of management functions, rules and standards. Strategic management implements long-term goals after their preliminary installation. The potential for reorienting consumer needs towards the effective organization of production is the basis of strategic management. There are various Tactical Management in some ways similar to strategic, it is developed in the development of strategy. The level of organization of such management methods is middle management, and the time period for forecasting is much shorter. Operational management solves problems arising in the production process. It is based on the distribution of work and resources, tracking the progress of tasks at the current time.

Depending on the functional affiliation, the following types of management are distinguished:

1. Marketing management. Studies financial markets, creates new sales channels, and forms pricing policies.
2. Production management allows you to control the production processes of the organization, carry out the main activities of the enterprise through the coordination of actions and processes.
3. Sales management - This is the process of organizing the sale of products, participation in the preparation of business agreements for the supply of products.
4. Personnel management - This is high-quality planning for the use of labor resources, their selection, placement, and training. This also includes the development of a motivation and organization system.
5. Financial management- this is the development of goals and objectives for managing the finances of the organization, planning the financial activities of the organization, developing methods for the efficient use of the organization’s resources. Financial management includes risk management and tax management.
6. Innovation management- organizes work with innovations, coordinates the use of scientific discoveries. This management implies a creative mood in the team, a special mood of the working staff, ready for constant experimentation and development of new technologies.
7. Investment management- this is the work of investment management, rational investment of capital to generate profit in the future.
8. Accounting management- this is management based on the careful collection of information, its processing and analysis, with further comparison of the indicators of other organizations with a similar type of activity.
9. Adaptive management aims to adapt to changing environmental conditions. For example, brokerage houses are a prime example

10. Anti-crisis management- this is the management of processes accompanying the bankruptcy procedure of an organization. For example, management during bankruptcy proceedings or when concluding a peace agreement.

There are also attack management, viral, communication, mechanistic, problem-oriented, transformative, predictive, project, pulsating, liberated, rational, signal, situational, effective and self-management.

Types and levels of management are a topic relevant for any company. There is no enterprise where attempts have not been made to build an effective personnel management system and, as a result, an algorithm for achieving the assigned tasks. Competent management of various groups of specialists in conditions of constant development is a complex but necessary process.

What is management

This term is relevant when we are talking about managing the activities of various groups of employees both within a specific department and the entire enterprise as a whole.

Accordingly, the people responsible for organizing quality management are called managers. Their key task is the competent formation of the labor process, its planning, control and motivation of personnel. The result of such efforts should be timely achievement of the company's goals.

Therefore, modern management is a constant desire to develop and improve the quality of work. It is worth noting that professional management can bring about tangible social change. An example is the growing popularity of quality education, driven by the desire to get a good job.

Who is a manager

Without effective leadership, the development of modern companies is not possible.

If we use the actual meaning of the terms, then a manager can be called a manager or leader who has sufficient authority to solve various problems related to specific types of activities of the enterprise.

• managers of the enterprise, as well as its divisions (these can be departments, divisions, etc.);
• organizers of various types of work operating within the framework of program-target groups or divisions;

• administrators, regardless of management level, whose responsibilities include organizing the work process taking into account modern requirements;
• leaders of any groups of specialists.

Regardless of the profile, the key task of a manager is always to manage employees for the high-quality implementation of assigned tasks.

Key Features

Based on the information presented above, we can conclude that the essence of management comes down to planning, motivation, organization of the process and its control. In fact, these are the goals of management.

Thus, the main functions of a manager have the following structure:

• planning;
• organization;
• motivation;
• control.

Regarding planning, it should be noted that within the framework of this function, the most relevant goals for the company are determined and a strategy for achieving them is drawn up, up to the formation of an algorithm for the work of employees at all levels.

Enterprise management at this stage includes working with several key issues:

1. Where is the company currently located?
2. Where should we go?
3. What exactly will this movement look like (plan, resources, etc.)?

It is through planning that the company's management determines the key areas in which the main efforts must be made.

Organization of an enterprise is, in essence, the process of creating and developing an existing as well as a new structure. In this case, the work of managers is focused on taking into account all facets of the company’s internal processes in order to ensure their competent interaction. If there is a high-quality formation of all processes and a global algorithm for the progress of the enterprise, all employees and managers will contribute to the effective achievement of their goals.

The management system also allows you to accurately determine who should perform what functions in the enterprise.

It is difficult to imagine modern management without competent motivation. The bottom line is that the algorithm of action and development will be successful only if all groups of employees are able to perform the functions assigned to them on an ongoing basis with high quality. To achieve this, managers develop a personnel motivation system that allows them to maintain a high level of interest in accurately achieving goals.

The goals of management also include control. The fact is that, due to certain circumstances, processes within the company may deviate somewhat from the original algorithm and the fulfillment of the assigned tasks will be in question. To avoid such processes, managers pay a lot of attention to monitoring the work of their subordinates.

Senior management

There are always few managers representing this category at the enterprise. The responsibilities entrusted to them are significant. But they can be reduced to the following concept: competent development and subsequent effective implementation of company development strategies. As part of this process, senior managers make important decisions that require appropriate competence. This group of leaders may be represented, for example, by the rector of an educational institution, the president of a company, or a minister.

When considering the levels of management, it is worth understanding that the highest segment is responsible for shaping the course of movement of the entire enterprise. That is, these specialists actually choose the direction of development and determine how to effectively move within the designated course. A mistake at this level can lead to significant financial and structural losses.

For this reason, a high level of management implies active mental activity and a deep analysis of the work of the company as a whole and each of its departments in particular.

Middle management

This group of managers controls lower-level managers and collects information about the quality and timing of the tasks they set. Managers transmit this information in processed form to senior managers.

Middle levels of management in a company sometimes require hiring so many specialists that they are divided into separate groups. Moreover, the latter may belong to different hierarchical levels. For example, some enterprises form both upper and lower levels of middle management.

Such managers typically manage large departments or divisions of the company.

Lowest level

Managers in this category are also called operational managers. This group of employees is always large. The lower level of management is focused on monitoring the use of resources (personnel, equipment, raw materials) and fulfilling production tasks. At enterprises, such work is carried out by foremen, the head of the laboratory, the head of the workshop and other managers. At the same time, within the framework of the tasks of the lower level, a transition from one type of activity to another is possible, which adds many additional facets to the work.

Research shows that due to the variety of tasks and high work intensity, lower levels of management are subject to significant workload. Those who hold such a position must constantly move from effectively performing one task to solving another.

In some cases, one stage of work may take little more than a minute. With such frequent changes in intraday activity, the consciousness is in constant tension, which is fraught with prolonged stressful conditions.

Such managers do not communicate very often with their superiors, but they communicate a lot with their subordinates.

Features of general management

This form of management finds its active implementation within the framework of modern capitalist society.

General management is needed when there is a need for management methods and approaches that are suitable for any area in various socio-economic systems, regardless of the level of management.

This category includes various management techniques and functions (accounting, organization, planning, analysis, etc.), as well as group dynamics and mechanisms used for the development and subsequent decision-making.

Levels of general management

There are several levels of this form of control that are used depending on the situation. They look like this:

• Operational. The key task in this case is the competent regulation of processes related to the production of a product in conditions of resource scarcity.
• Strategic. Within this direction, promising markets and relevant products for them are identified, the desired management style is selected, and a tool is selected to regulate the process.

• Normative. Here, the enterprise management is focused on developing rules, norms and game principles that allow the company to gain a foothold in a specific market and strengthen its position over time.

Functional management structure

This system is necessary for organizing effective management in certain areas of the company's activities. That is, unlike the general one, it is not universal and covers various functions separately. This approach includes current schemes for achieving the company’s goals, depending on the area of ​​application of management tools, the type of entrepreneurship and the social environment.

The functional management system includes the following management areas:

• financial;
• industrial;
• investment;
• information management algorithm;
• HR management.

All these areas are more than relevant, since the process of division of labor has led to the emergence of numerous facets of the activity of the enterprise as such. In addition, the specifics of each area of ​​entrepreneurship creates its own unique working conditions.

Innovation management

This management organization scheme deserves special attention. The bottom line is that markets are constantly changing, dividing into separate segments and giving birth to new directions, there is a need to develop technologies and products that meet today's ever-increasing requirements. This is exactly what this type of management is aimed at.

Such a system is needed for the effective management of processes related to the creation, dissemination and subsequent application of technologies, as well as products that can meet the needs of a progressive society and will have scientific and technical novelty.

Innovation management also aims to create an environment that allows for targeted search, preparation, and implementation of innovations necessary to maintain competitiveness.

Bottom line

Levels of management and their characteristics, as well as various types of management, are an integral part of the modern economy, without which companies simply will not be able to meet the constantly changing demands of the market.

Types of management are special areas of management activity related to solving certain management problems.

The complexity and diversity of management activities allows, according to experts, to identify up to 80 types of management. Let's consider the characteristic features of the most important and significant types of management.

Depending on the object, the following main types of management are distinguished.

Organizational management manages the processes of creating an organization, developing the structure and management system of the organization, and the management mechanism; systems for carrying out management functions, developing norms, regulations, rules, standards, regulations, instructions and other things. As a result, the normal functioning of the organization and the successful achievement of the organization’s goals are ensured. Achieving organizational goals is based on strategic management, tactical or current management and operational management.

Strategic management is management activity for setting and implementing long-term goals, maintaining effective relationships between the company and its environment in a strategic aspect.

Strategic management defines human potential as the basis of the organization, orients the organization of production to the needs and desires of consumers, adapts the organization to the external environment, the result of which is the achievement of the long-term goals of the organization. Strategic management is the focus of the organization's top management. The results of strategic management are not fully discovered for several years. Within the framework of strategic management, long-term goals of the organization are set, ways to achieve them are determined,

Tactical (current) management is developed in the development of strategy. While strategic management is mainly developed at the top levels of management, tactical (current) management is developed at the middle management level. The prospects for tactical (current) management are designed for a shorter period of time than strategic management. It usually covers a yearly period. The results of tactical (current) management appear quickly and are easily correlated with specific actions.

Tactical (current) management is associated with activities taking place at a given time; relates to daily work. It ensures the short-term flow of processes in the organization, such as marketing, research and development, production, financial, personnel, social; implementation of short-term plans. Short-term plans are drawn up in organizations for a period of up to one year. Then they are specified for six months, a quarter, a month, a decade, depending on production needs.

Operational management is an activity focused on solving current issues that require immediate solutions; includes the organization and management of processes for implementing operational plans and dispatching. Actions are carried out by distributing work, resources, making necessary adjustments to production and financial processes, and the progress of current tasks. Operational management comes down to making decisions that can quickly and in a timely manner correct or direct the course of labor, production and financial processes in specific situations that are currently developing. Tactical (current) and operational management are associated with setting specific medium-term and short-term tasks, coordinating their solution with the provision of the necessary human, financial, material, information resources, monitoring the achieved results, their assessment, analysis and implementation of the necessary corrective actions.

Depending on the functional affiliation - a specific area of ​​activity of the organization or its units - management is divided into the following types.

Marketing management deals with the management processes of studying markets, current and future conditions, creating distribution channels, forming pricing policies, and advertising activities. With its help, the latter is studied, the current and future market conditions are assessed, target markets are selected, sales channels are formed, pricing and advertising policies are developed, etc.

Production management includes management of the main, auxiliary and supporting processes that result in the production of goods supplied by the organization to the market. The objects of production management are setting goals, choosing a strategy, planning, optimizing the volume and structure of product output, organizing the labor and technological process, regulating them, eliminating failures and malfunctions, control, managing people, incentives, personnel placement, etc.

Management in the field of logistics and product sales consists of managing the processes of drawing up business contracts for the supply of materials, semi-finished products, components, their delivery, the processes of incoming control, packaging, storage and delivery of finished products to consumers.

Personnel management is aimed at planning labor resources; personnel selection; personnel assessment and selection of the best from the reserve created during recruitment; determination of wages and benefits; vocational guidance and adaptation, training and advanced training, assessment of work activity.

Financial management is aimed at managing the movement of financial resources and managing financial relations that arise between business entities in the process of movement of financial resources. Financial management is the process of developing a goal for managing the finances of an organization and influencing finances using methods (planning, lending, payment systems, insurance) and financial resources (profit, depreciation, prices, rent) to achieve the goal.

Innovation management manages innovations. Its object is the implementation, coordination and control of scientific research, applied developments, the creation of prototypes of goods and services, their introduction into production; formation and evaluation of plans and programs of innovation activities, organization of their resource support; stimulating creativity.

Innovation management is aimed at managing the materialization (materialization) of people’s creative activity to create products that are superior to existing ones in technical, organizational, and economic characteristics or have no analogues.

Investment management is management specializing in investment management. Since an investment is an investment of capital with the aim of generating future profits and (or) positive cash flow in favor of business owners, the investment manager must have the qualities of a strategic manager. He must correctly determine priorities, organize “long” flows of material and financial resources, and inspire staff to achieve long-term goals. Investment project managers must have a special vision of the future lifestyle of the organization, create momentum for the movement of constant action, and be a professional participant in the construction process.

Accounting management is associated with managing the processes of collecting, processing and analyzing data on the organization’s work, comparing with the basic and planned indicators of other organizations in order to timely identify unresolved issues and establish reserves for more fully using the organization’s potential.

The list of diversity of types of management does not end there. Let's consider the most important and significant types of management.

Adaptive management is a type of management in which the main goal is adaptation to changes in the external environment. In this case, a “tracking system” is created, the main indicators of external changes are monitored, and a unit responsible for the organization’s flexibility is carried out.

Thus, almost all investment institutions, especially brokerage houses that play in the securities market, are adaptive systems. The main thing for them is to notice in time certain trends emerging in the stock market, jumps in the prices of certain shares, in order to quickly and flexibly respond by concluding adequate transactions. Adaptive management is also applicable to those small enterprises whose success depends more than two-thirds on the state of the environment.

In recent years, people have begun to actively talk about knowledge management, which manages the processes of identifying, selecting, storing, distributing, giving them additional value, improving their quality through filtering, synthesis, putting them into new forms, etc., allowing them to be used more effectively in practice. . In addition, knowledge management is associated with the creation of a learning environment, including an interactive one, where people constantly exchange information and have every opportunity to effectively comprehend and assimilate it.

The central task in knowledge management is to facilitate the identification, exchange and use of existing information resources, best practices, and creative opportunities. This is important also because in the future all large organizations should be divided into small self-governing structures, which, due to their relatively small information and intellectual potential, will have to extract and assimilate other people's knowledge.

All of the listed types of management in practice are closely intertwined and interdependent, which significantly complicates management activities, but using the capabilities of the diversity of management systems leads to an increase in their potential and efficiency.

In general, we can state the fact that the variety of types of management is associated, first of all, with the variety of areas of use and features of the implementation of the management process and that the differentiation of management is objective in nature.