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Conclusions on the third chapter:

1. The carried out research has given the chance to define methodology of an estimation of management of communication interaction

To present its block diagramme stsenarnogo developments to effective administrative decisions.

It has given the chance to present the general scheme of a controlling mechanism communications on the basis of the illogical modelling which is giving the chance not only to analyze system of communication interaction, but also to receive following the results of effective administrative decisions. The methodological approach to an estimation of communication interaction in managerial process by staff, is alternative of well-known methodology of the analysis of managerial processes by staff which gives the chance to react to modified conditions of an external and internal environment in time.

2. Stsenarnyj the algorithm of management of the communications, based on author's model of an estimation of communication interaction in managerial process by staff represents sequence of actions, since definition of entering indicators before acceptance of the administrative decision and to designing of methods on improvement of communication interaction. On the basis dvuhetapnoj the given algorithm has allowed to suggest to make of illogical model administrative decisions in establishments SPO of the Oryol area which have given the chance to define the further vectors of development. Management of communication interaction includes rendering tseleorientirovannyh administrative decisions of the definite purposes aimed at achievement in the field of management of staff in the organisation, as in the internal environment, and external.

3. The main task which faces to the organisation is as much as possible productive application of potential of the staff. Actually for this reason reorientation of development of communications towards motivation which allows to consider internal motives of staff, and also informal organizational interaction now is carried out. The problem consists that in

Present time the majority of managers do not give certain significance to current changes, that considerably reduces

Productivity of management of staff. It is interconnected with insufficiency of methodology of construction of the structured communication interaction which will consider realities of modern working process and a request vysokoturbulentnogo economic development. In realities when complication of administrative processes at the expense of innovative technologies proceeds to appear the requirement for deepening professional kompetentsy managers. The tool which gives the chance not only to unite diverse methods, but also opens the newest possibilities of communication development, is kouching. Which in turn allows to generate new style of communication interaction.

4. Decrease in expenditures of labour and power consumption at communication interaction of staff of the organisation probably to reach at decrease in internal interaction and greatest possible use of correspondence communications. Advantage of electronic communications that it is possible to receive written acknowledgement of the arrangement. Derivation reduces time for performance of direct responsibilities of employees to not urgent internal and remote communications and demands certain switching of attention, and accordingly reduces labour productivity of any employee. The general productivity of communication interaction in management of staff can be defined with allowance for fulfilment of following conditions: in the organisation are able to put the purposes and to reach them, making of correct administrative decisions; in the organisation there is a working system of business processes; employees of the organisation execute tasks in view when due hereunder.

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A source: Suchkova Elena Evgenevna. PERFECTION of COMMUNICATION INTERACTION In MANAGEMENT of STAFF. The dissertation on competition of a scientific degree of a Cand.Econ.Sci. Kursk - 2018. 2018

More on topic Conclusions on the third chapter::

  1. Conclusions under chapter 2
  2. Conclusions under Chapter 1.
  3. Conclusions under chapter 1
  4. Conclusions under chapter 2
  5. Conclusions under the chapter II
  6. CONCLUSIONS ON THE SECOND CHAPTER
  7. Conclusions on chapter 1
  8. CONCLUSIONS ON CHAPTER 1
  9. Conclusions under chapter 1
  10. Conclusions under chapter 2
  11. Conclusions on the third chapter
  12. Conclusions under chapter 3
  13. CONCLUSIONS ON CHAPTER 1