UDC 330.16
DOI: 10.36871/2618-9976.2023.12.0010
Authors
Ivan N. Drogobytskiy,
Doctor of Economics, Professor, Professor of the Department of "System Analysis in Economics",
Financial University under the Government of the Russian Federation, Moscow, Russia
Abstract
In the present article we define structure and contents of regulation as a key function of management. We can mark that in comparison with other managerial functions (marketing, forecasting, aimmaking, plans, organization, motivation, accounting, analyses and coordination) – control is the only one provided with creating, fixing and realizing managerial decision. The aim of this decision is to have direct influence on the managed system which forms its subsystem, particular elements and connections between them. All the other managerial functions have additional roles. They’re provided with information about current and future demands of a market, choosing and measuring aim orienteers, using and developing progressive systems of labor taxes, sanctions and motivations, providing detailed account and total control of productive and managerial processes, deep analyzing current situation and its comparing with the accepted plans. Regulation here is a natural reaction on disbalance between the planned and factual trajectories of a managed system’s development. It is aimed to correct the last one in order to harmonize these two trajectories in the nearest perspective. Here it is necessary to take in account character of a problem which may be standard (regular) or nonstandard (original). Depending on this factor there may be different approaches to creating, fixing and realizing managerial decision aimed to destroy, dissolve or low the influence of a problem. As well as defining a group of the specialists provided with this decision.
Keywords
Management, Regulation, Managerial team, Managerial decision, Managerial influencing
