1.5. Evolution of human resource management concepts Fig. 1.5.1. Line organizational development(according to L. Greiner) and the evolution of human resource management concepts There are several approaches to identifying the stages of organizational development. Figure 1.5.1

2.4. Development of the ideology and strategy of human resource management (strategic HR-engineering) Fig. 2.4.1. Variant of Strategic Design Scenario Logic Analysis (Figure 2.4.1) is the classic first step in strategic thinking. Unfortunately, in HRM this step

2.5. Analysis of the state of human resource management Fig. 2.5.1. Calls of the external environment Calls of the external environment presented in fig. 2.5.1 in the form of world market trends, do not claim to be a complete description, they only reflect those patterns that are most

2.13. Options for organizing the process of developing a human resource management strategy 2.13.1. Top-down isolated development of personnel strategy In practice, the following options for organizing the process of developing personnel strategy have developed: 1) top-down

2.14. Workshop. Developing a Human Resource Management Strategy When developing a strategy, one should proceed from the fact that the strategy is always specific, as it is the result of a unique combination of unique objective and subjective conditions. This

6. Information Technology support of human resource management Administrative management of human resources - the implementation of the following types of work: management of personnel processes for selection, development, evaluation and incentives, management

"Human resource management is a strategic and holistic approach to managing an organization's most valuable assets, namely the people who, individually and collectively, contribute to the achievement of organizational goals".

In its full form, the concept of human resource management appeared in the mid-80s against the backdrop of the rapid activity of authors characteristic of this decade in the field of popularization of managerial ideas and a new round in the development of the economy, focusing on the ever-accelerating scientific and technological progress.

“The desire to implement human resource management comes from the need for an organization to adequately respond to an external threat from intensifying competition. This concept becomes attractive to managers forced to increase the competitive advantage of their companies, when they finally understand that in order to achieve the goal they need to invest in not only new technology but also in human resources. No matter how modern the equipment and technologies are, they will remain a pile of iron, and the effect of managerial decisions will remain only on paper if the personnel of enterprises do not have the appropriate level of development of educational and qualification characteristics, labor and production discipline. Instead of relations "bosses - subordinates", relations of a single team are gradually being formed, based not on order and control, but on trust and support.

The concept of human resource development focuses on self-development, which is ideally carried out at three levels:

1. Individual level - employees at all levels develop to become partners within the organization who behave as if this organization is their own.

2. Group level - instead of a "team of stars" in all areas of the organization, "star teams" are developing, based on the principles of humanism.

3. Organizational level - the organization develops to become an organization that is constantly learning and able to develop its own vision of a new state and environment.

The distribution of roles for human resource development should follow the principle of subordination, as shown in Figure 1.

Picture 1? Distribution of roles for resource development

The main idea of ​​human resource management is to achieve the commitment of the “hearts and minds” of employees to the goals of the company by involving them in the process, creating favorable conditions for communication and information exchange and other methods of building companies with a high degree of commitment and trust of employees. Considerable attention is paid to key role organizational culture. "The focus of this approach is "reciprocity" - the belief that the interests of management and employees can and should coincide, where all employees share organizational goals and work as a team."

Many companies still provide development opportunities only to executives in the form of "management development". However, this approach does not allow to realize the vast talents that all other employees possess.

Priority areas for the development of human resources:

1. Optimization of the functioning of the personnel and organizational structure of the organization;

2. Personnel planning - as a resource - job modeling, recruitment, adaptation, regulation of the number and evaluation of personnel, career management, formation and training of a reserve at all levels, providing the organization with personnel at the level of tasks to be solved;

3. Raise professional level employees;

4. Improving the system of labor motivation;

5. Information and analytical support for human resource management - providing line managers with reliable and complete information on aspects of personnel activities.

This is not the only set of directions for the development of human relations. Other authors, for example, H.T. Graham, N.P. Nikolenko, V.V. Travin, M.I. Magura, P.V. Zhuravlev, also offer directions of development that are different from those listed above. Let's summarize the main points and describe them.

Human resource planning can be defined as an attempt to predict the quantitative and qualitative needs of an organization for workers in the future and assess the extent to which this need can be met. This process involves comparing the current human resources of the organization with the possible need in the future and, therefore, with the organization of appropriate programs for hiring, training, redeploying and possibly firing workers. Effective human resource planning should result in having the right people doing the right job at the right time. right places exactly at the right time. Human resource planning of an organization requires constant adjustment, as the goals of the organization are unstable and the environment of its activities is uncertain. Planning can be both long-term and short-term

In the process of developing the concept of human resource management, three main stages can be distinguished:

1. Initial ideas developed by American authors in the 80s.

3. Introduction of the concept of human resource management into the system of traditional personnel management.

The first two models are called the "conformity model" and the "Harvard model". In the “matching model”, the main position was that the management of the organizational structure and the management of human resources should be consistent organizational strategy. The “Harvard model” is based on the belief that “human resource management should be carried out at all levels of management, while a special approach to the people management system should be formed, designed for the long term, as well as the need to perceive people as potential assets, not variable costs. » .

In the future, these ideas were developed by a number of British scientists. So David Guest, taking the "Harvard model" as a basis, supplemented it with the following elements: strategic integration (a combination of human resource management tasks with the company's strategy); a high degree of commitment of employees to the process of achieving the goals of the organization; a high degree of resource quality; functional flexibility and the presence of an adaptive organizational structure capable of managing innovation. He believed that "the main goal of human resource management is to increase competitiveness through the provision of high-quality goods and services, as well as effective innovation in the market" .

Karen Legge focuses on strengthening organizational culture and treating human resources as a direct source of competitive advantage.

Chris Hendry and Andrew Pettigrew have defined the foundational factor of human resource management as "a qualitative description of the structures and processes of formulating strategies in complex organizations with a proper understanding of analytical concepts".

Many managers are skeptical about this concept. And yet, despite this attitude, the merit of this concept is that it emphasizes the need to treat people as key resources.

The introduction of the concept of human resource management in practice began with a change in the signboard, where personnel managers began to be called human resource managers.

The main goal of human resource management is to develop the organizational ability to achieve success by maximizing the potential of people.

Thus, the goals of human resource management can be formulated as follows:

Assisting the organization in acquiring and retaining the necessary skilled, committed and motivated workforce;

Maximizing and developing people's intrinsic capabilities - their contribution, potential and status in the labor market - by creating opportunities for learning and continuous development;

Development of high-performance work systems that include well-structured recruitment and selection processes, performance-based compensation and incentive systems, and training and management development activities related to the needs of the organization;

Formation good practice focused on the recognition by managers of the value of employees as one of the main stakeholders in the organization and stimulating the development of an atmosphere of cooperation and mutual trust;

Creating a climate conducive to the formation of effective and harmonious partnerships between managers and their subordinates;

Cultivating an environment conducive to teamwork and ensuring process flexibility;

Helping the company develop a balanced and adaptive approach to meet the needs of stakeholders (owners, government agencies and trustees, management, employees, consumers, suppliers and society as a whole);

Creating conditions for assessing and rewarding people based on the results of their actions and achievements;

Managing the diversity inherent in the workforce, taking into account individual and group differences in labor relations, behavioral styles and aspirations;

Creating conditions for policy implementation equal opportunities applicable to all employees of the organization;

Implementation of an ethical approach to management based on concern for people, fairness and transparency of activities;

Maintaining and improving the moral and physical well-being of employees.

An important point in the formation of human resource management goals is their consistency with the corporate strategy, i.e. they should be aimed at implementing the company-wide strategy and maximize its effectiveness. Therefore, it is necessary to take into account various kinds of factors, such as: features of corporate culture, strengths and weak sides companies, stage life cycle firms, features of the mentality of people, etc.

The main task of human resource management is to develop the potential of employees in accordance with the goals of the enterprise and society and its effective use. At the same time, the interests of each employee should be maximally observed by establishing a relationship of constructive cooperation between team members and management.

In modern production, special importance is attached to a strategic approach to human resource management, which creates the possibility of obtaining a synergistic effect. Under the influence of the third industrial revolution, a new society is emerging, based on intelligence, information and interest. In this society, not labor in its immediate form, but reason, science as a direct productive force becomes the main source of social wealth. It is the human factor that determines the competitiveness of any enterprise, the effectiveness of its activities.

It is no coincidence that personnel strategy is recognized today as a key aspect of an enterprise development strategy. Decision-making on the development of the labor potential of enterprises should be preceded by an analysis of the most significant characteristics of the labor potential of various categories of workers from the point of view of specific production and the degree to which these characteristics correspond to the requirements.

The concept of strategic human resource management was first proposed by Fombrun and his co-authors, who argued that the effective functioning of a company relies on three key points:

1. Mission and strategy.

2. Organizational structure.

3. Human resource management.

According to these authors, strategy is, on the one hand, the process during which the mission of the company is formulated and its goals are determined, and on the other hand, the process by which the company uses its resources to achieve its goals. The conclusion drawn by Fombrun et al. was that the management of human resource systems and organizational structures should be linked to business strategy. In other words, they emphasized the importance of strategic fit.

According to Hendry and Pettigrew, four factors determine the importance of strategic human resource management:

1. Use of planning.

2. A holistic approach to the development of personnel management systems and their management based on labor relations policy and personnel strategy, based, as a rule, on the mission of the company.

3. Alignment of the activities and directions of the human resource management policy with the adopted business strategy.

4. Attitude to the company's personnel as a "strategic resource" to achieve a "competitive advantage".

Thus, strategic human resource management is a sustainable scheme for the planned use of human resources and actions aimed at ensuring that the company achieves its goals. Strategic Human Resource Management is also seen as an approach to making decisions about the intentions and plans of the company in the field of labor relations, as well as in the formation of policies and practices in the field of recruitment, training, development, performance management, staff performance evaluation and interpersonal relations.

Strategic human resource management points to general direction the movement of the company towards the achievement of its goals through the management of people. It deals with a wide range of organizational issues related to changing culture and structure, improving efficiency and productivity, selecting resources to meet the company's future needs, developing distinctive capabilities and managing change. In a broader sense, strategic human resource management addresses all key personnel issues that affect or depend on the company's strategic plans.

“The main philosophy of strategic management can be called the need to adapt to continuously changing environmental conditions, which objectively forces us to pay considerable attention to the resource potential necessary to ensure successful activity. And since it is people who are directly involved in all transformations (development, invention, implementation, implementation, etc.), it is this factor (called "human resource" or "human capital") that is fundamental for increasing the competitiveness of the organization as a whole ".

It should also be noted here that only the strategy, the choice of which was made on the basis of reliable, systematized and scientifically substantiated information, can be considered justified. Accordingly, the more information the firm has, the more efficient the process will be. strategic planning. The volume of information that can be effectively processed and successfully implemented by one person is very limited, which in a certain way indicates the need to involve the maximum possible number of qualified employees in this process.

In order for an organization to develop effective strategic goals in the field of personnel, it needs to answer three questions:

Where is the organization and its staff now?

In what direction, in the opinion of top management, should personnel be involved in accordance with the company's strategy;

How should personnel develop in order to fulfill the tasks of the company in the future.

The importance of forming the strategic goals of human resource management is due to the same factors as in strategic planning, i.e. determination of priority areas of development depending on their actual state and available potential. At the same time, it must be emphasized that the goals of strategic human resource management should be formed in the context of the development of corporate goals.

One can single out the fundamental (general) goal of strategic human resource management, which is the creation of a company's strategic ability through satisfaction in qualified, committed and highly motivated employees capable of providing a sustainable competitive advantage. A more specific goal is to shape the direction of a company in a changing environment in order to meet its own business needs, as well as the individual and collective needs of its members, by developing and implementing a holistic and effective human resource policy.

Among the strategic goals of human resource management are the following:

1. Formation of commitment, when employees are emotionally attached to the organization, represent themselves and the organization as a whole, identify themselves with it, which ensures their involvement in the affairs and problems of the company.

2. Increasing the level of qualifications, which, in accordance with career planning, can serve to form highly motivated activities among employees.

3. Creation of an option program, i.e. equity participation of employees in the capital of the company. Options allow you to simultaneously solve the problems of participation of employees in both property and profit. The main purpose of stock options is to link pay to performance so that employees make money when their companies prosper and suffer losses when companies go astray.

The rationale for strategic human resource management is the fact that it is beneficial for a company to have a consistent and understandable basis for developing approaches to managing people in the long term.

“Competitive advantage is at the core of competitive strategy. It encompasses all those capabilities, resources, relationships and decisions that enable a company to capitalize on market opportunities and avoid threats in the way of achieving a desired market position.

The practice of successful modern companies shows that for the survival and successful functioning of the "organization" system, the focus should be on system-forming factors.

Consider the experience of successful businessmen. Thanks to what their companies managed to survive and rise in the years of acute crises? Thanks to the team and people who are able to work miracles at critical moments. Here is what Chrysler Corporation CEO Lee Iacocca wrote in his book A Managerial Career: “Never before have I really known how people would behave in times of need. And now I learned that most of them will rush to your aid. ... I also learned that people are capable of crisis situation keep the presence of mind and act completely calmly. … I found that people are willing to make great sacrifices if everyone else shares their fate. When cruel trials fall equally on everyone, you can move mountains. Thus, in recent years, the following trend has begun to be observed in relation to the personnel of companies: from hired labor, it begins to move into a new value category - "human capital".

The distinctive feature of capital is its self-increasing value. Another characteristic of capital (mostly embodied) is moral and physical wear and tear. These features are also inherent in man as one of the forms of intellectual capital. But it is important to remember the main thing - it is the person who provides the increase in the value of the total capital (in any of its forms). Even if at first glance the picture seems different, following this chain to the end, you can verify the truth of these words. A person has completely unique features that are often forgotten, which means that they underestimate the possibilities of use. It is his inherent creativity and potential. If a person is “in his place”, he is a self-growing value and no inflation or crisis will “eat up” this value. On the contrary, in moments of crisis, the potential of a “creative person” increases. Whether he is a manager or an ordinary specialist, something else is important here - he does his job.

In human nature there is a need for self-realization, for the integral development of the personality, which is reflected in all spheres of his life. Therefore, the value of a person (unlike many forms of capital) is capable of growing incommensurably more than the company's funds invested in its development provide. It is known that in order for financial capital to work for you and make a profit, you must first work for it. At the highest level of the company, strategies are thought out, options and risks are calculated. And then management and shareholders analyze the return on capital, evaluate its return, commensurate with the costs, look for new areas of its application and are ready to take temporary losses for the sake of future benefits.

However, we have to state the fact that one of the most important factors in the development of the company - personnel - is not yet always and not in all companies subject to such an assessment. It is difficult to manage what is difficult to evaluate, see in the income statement. However, one of the secrets of successful companies is the constant attention and management of the hard-to-measure human factor. To change the situation, you need, at a minimum, to begin to deal with it seriously and regularly. The first qualitatively new milestone will be reached when the company makes a bet on the staff as a basic factor in business development; when he realizes how deep things the concept of human resource management includes. The main idea of ​​what has been said so far is that in successful companies, personnel management is the personal concern of the head of the company. And since the mission of the manager is to develop the business, as a result, the personnel management system turns out to be tuned to the main thing - to the goals of the business. In this case, in fact, the strategic goal of the entire organization is achieved - the development of the company's business by maximizing effective use human capital. Only such an integrating goal allows you to combine into a harmonious, complete system all the variety of functions of personnel management.

Human resource management (HRM) is the human aspect of enterprise management and the relationship of employees with their companies. The purpose of HRM is to ensure the use of company employees, i.e. its human resources in such a way that the employer can get the maximum possible benefit from their skills and abilities, and the employees - the maximum possible material and psychological satisfaction from their work. Human resource management is based on the achievements of labor psychology and uses technologies and procedures collectively called "personnel management", i.e. concerning the staffing of the enterprise, the identification and satisfaction of the needs of workers, and the rules of thumb and procedures that govern the relationship between an organization and its worker.

In the 20th century there was a change three basic concepts of personnel management , due to changes in the economic, social, technical development of society.

1. At the beginning of the century, the concept was developed personnel management , in which, instead of a person as a person, his labor function is considered: the category “personnel” characterizes not the quality of a single individual, but the totality of workers united to achieve organizational goals. Personnel services performed mainly accounting and control and administrative and administrative functions.

2. After the Second World War, scientific and technological progress, which caused the complexity of the production process, necessitated the introduction of new mechanisms for motivating the work of workers, improving their qualifications, regulating labor relations on the basis of partnership and cooperation, actively involving personnel in management, and participation in profits. From the 50-60s. the concept of personnel management is being replaced by the concept personnel management . In the new concept, where the employee is no longer considered only as a person, but also as a subject of labor relations, the role and place of personnel services in the organizational structure is changing. The personnel management system covers a wide range of management issues: planning for personnel needs, selection and professional adaptation of new employees, development of compensation programs, corporate training employees, etc. But so far, personnel is considered as a cost that needs to be optimized.

3. Since the 80s. with the development of socio-economic aspects in management, the strengthening of intellectualization and computerization of business, the acceleration of innovative processes, the concept of human resource management , which considers the knowledge, abilities, skills of people as a key resource and intangible assets of an organization that ensure their efficiency and competitiveness. Human resource management is a strategic and holistic approach to managing an organization's most valuable assets, namely the people who contribute to the achievement of the firm's goals.

Intensification of management and improvement of the quality of personnel work is possible only as a result of the application of fundamentally new approaches to work with personnel. Modern theory and practice of personnel management is dominated by two main approaches to the content and organization of labor: American and Japanese. At American(market) approach, personnel management tools are mainly focused on the external labor market, the state of the economy, the demand for a particular product, etc. Basic principles: compliance of the employee with the requirements of the workplace, functions, official duties, working conditions, requirements for labor behavior (orientation to current tasks). The Japanese approach is based primarily on taking into account the human factor, its main principles are: focus on the quality of education and the personal potential of the employee (long-term orientation).

Human resource management covers all managerial decisions that affect the relationship between an organization and its employees, and means that the practice of personnel management is increasingly closely related to business strategy. Basic principles of HRM:

2.4) People are a decisive factor in the efficiency and competitiveness of an organization, the main source of added value;

2.5) Focus on a strategic approach to human resource management;

2.6) Recognition of the economic feasibility of investing in the formation and development of human resources;

2.7) Social partnership and democratization of management;

2.8) Enrichment of labor and improvement of the quality of working life;

2.9) Continuous training and development of human resources;

2.10) Professionalization of human resource management.

HRM Methods - ways of influencing teams and individual employees in order to coordinate their activities in the process of functioning of the organization. Science and practice have developed three groups of personnel management methods:

Administrative methods are focused on such motives of behavior as perceived need labor discipline, a sense of duty, a person's desire to work in a particular organization, a culture of work activity. These methods of influence are distinguished by the direct nature of the influences: any regulatory and administrative act is subject to mandatory execution:

Formation of the structure of governing bodies

· Approval of administrative norms and regulations

· Legal regulation

・Issue orders, instructions and directives

· Instruction

· Selection, selection and placement of personnel

Development of regulations, job descriptions, organization standards

Development of other regulatory documentation

Establishment of administrative sanctions and incentives

Economic methods are a system of techniques and ways of influencing performers with the help of a specific comparison of costs and results. With their help, material incentives for teams and individual employees are carried out:

· Planning

· Financial incentives

Lending

Participation in profits and capital

· Taxation

Establishment of economic norms and standards

· Insurance

Establishment of material sanctions and incentives

Socio-psychological methods are based on the use of the social control mechanism. Since people are the participants in the management process, social relations and the corresponding management methods that reflect them are important and are closely related to other management methods. The specificity of these methods lies in a significant proportion of the use of informal factors, the interests of the individual, group, team in the process of personnel management:

Creation of a creative atmosphere in the team

Participation of employees in management

Satisfaction of cultural and spiritual needs

Formation of teams, groups

Creation of a normal psychological climate

Establishing social norms of behavior

Development of initiative and responsibility among employees

Establishing moral sanctions and rewards

Economic and socio-psychological methods are indirect in nature of managerial influence. It is impossible to count on the automatic action of these methods and it is difficult to determine the strength of their influence on the final effect.

Functions of the HR department at the enterprise: forecasting the need for personnel; planning the quantity and quality structure of personnel in the divisions of the enterprise; search for qualified personnel; holding competitions for vacancies; certification of applicants for work; organization of the process of adaptation of new employees; organization of personnel training; development of recommendations for advanced training; organization of personnel retraining; organization of training of leading personnel and a number of others.

MAYBE THERE WAS THE FOLLOWING IN WIIIDDDU:

School of Human Relations

The emergence of the doctrine of "human relations" is usually associated with the names of American scientists - M. Follet, E. Mayo and F. Roethlisberger, who are known for their research in the field of sociology of industrial relations.

The "School of Human Relations" was the realization of a new attempt by management to consider each industrial organization as a certain "social system". This is an extraordinary achievement of managerial thought. Representatives of the school of "human relations" recommended that serious attention be paid to changing the informal structure while restructuring the formal structure of the organization. A formal manager should strive to become an informal leader, having won "the favor of the people."

School of Behavioral Sciences (behavioral school)

The parallel development of psychology and sociology, and later socionics, and improvements in the research methods of these sciences significantly improved the study of human behavior in the workplace, which in the 50s led to a departure from the school of human relations and the creation of a new direction, which got the name of the school of behavioral sciences (behavioral sciences). schools).

The representatives of this school are K. Arjiris, R. Lainkert, D. McGregor, F. Herzberg, Chester Bernard. Representatives of the behavioral school tried to assist the worker in realizing his own possibilities for self-discovery in the labor process. Proceeding from this, the concepts of the school of behavioral sciences were built regarding the management of organizations to increase the efficiency of the use of human resources. In the 60s, the behavioral approach became extremely popular and covered almost the entire field of management in economic developed countries. Like previous schools, supporters of the school of behavioral sciences believed that they had found the most effective way to solve the problems of successful management "from the effectiveness of the employee to the effectiveness of the organization."

33. The concept of "technostructure" and "meritocracy": J. Galbraith and D. Bell.

Galbraith John Kenneth (1908-2006) - American thinker, economist, sociologist, writer, public figure. Major works: "The New Industrial Society" (1967), "Economic Theories and Society's Goals" (1973), "Affluent Society" (1958), "Anatomy of Power" (1984) and others.

Galbraith analyzes various aspects of the activities of large corporations in the spirit of the concept of "management revolution". According to G., with the development of technology there is a change social status owners of factors of production (land, capital, labor, entrepreneurial talent): power passes to the factor of production that is least available. For a long time land was such a factor, and then capital.

The present time is characterized, according to Galbraith, by another change of power, passing, however, not to labor (since its supply always exceeds demand), but to the bearers of specialized knowledge necessary to manage modern production - the so-called "technostructure" . This is a vast hierarchical organization that brings together people with technical knowledge, from ordinary engineers to professional managers and directors, depending on the management function and levels of decision-making. As the "industrial" society develops, T. increasingly becomes involved in the process of making polit. solutions. This social group differs in its goals and motivation from the traditional figure of the capitalist-entrepreneur.

The technostructure does not seek to maximize profits, because profits belong not to the managers, but to the shareholders. The only concern of the technostructure in this regard is to provide a level of income to the owners of the shares, in which the latter would not feel like interfering in the affairs of the corporation. The dominance of the technostructure in the world of large corporations leads to its dominant position in politics: the modern state becomes the spokesman and conductor of the interests of the technostructure.

Galbraith criticized the view that forces in the economic market are in a state of free competition. He believed that the consumer society develops an economic imbalance by directing too many resources to the production of consumer goods and not enough to public needs and infrastructure. Galbraith also criticized the view put forward by the defenders of monetarism that government spending is not able to reduce unemployment. In his book "Affluent Society"(1958) he documents the tendency of free-market capitalism to create private splendor and public misery. He strongly believed in the role of government in economic planning. He argued that the motivation of large corporations depends on the influence of "technostructure" or departmental control, and such corporations are driven by the desire for security and expansion, and not the pursuit of maximum profit. On the other hand, corporations are held back by the "balancing force" of other firms, labor unions, consumer groups and governments.

In the book "Economic theory and goals of society" notes that corporations controlled by the technostructure constitute the planning subsystem of the economy, and small firms the market subsystem.

The theory of post-industrial society D. Bell

In 1965, the American sociologist and political scientist Daniel Bell put forward the concept of "post-industrial society".

BELL Daniel (b. 1919, New York) - American. sociologist, futurist and leading exponent of social forecasting. In the works "Meeting the Year 2000" (1968) and "The Coming Post-Industrial Society" (1973), he expressed the opinion that the rapid development of technology and science would make social revolutions redundant, and an industrial society based on the use of machines for the production of goods would enter a new stage. social life- post-industrial society, which will be based on the development of science and scientific knowledge.

Major works: "New American Law" (1955), "The Experience of Social Forecasting" (1973), "Cultural Contradictions of Capitalism" (1976).

D. Bell's concept distinguishes three main historical states (or three stages of development) of human society: pre-industrial, industrial and post-industrial. The pre-industrial stage in the socio-historical process is characterized by a very low level industry development.

The post-industrial stage of development of society is characterized by a reduction in the length of the working day, a decrease in the birth rate and the actual cessation of population growth, a significant increase in the quality of life, an intensive development of the “knowledge industry” and the widespread introduction of high-tech industries. Her main feature in the political sphere, according to Bell, are the separation of government from ownership, pluralistic democracy and "meritocracy" (from Latin "meritus" - "worthy" and Greek "kratos" - "power" - the power of the best specialists in their fields). The idea of ​​a growing opposition to the "technostructure" from university professors and scientists working for hire, but claiming a certain power in society, was put forward. This concept of a rising to power and already ruling "meritocracy" has become integral part theory of "post-industrial society".

The first technological revolution, writes D. Bell, was associated with the discovery of the power of steam, the second - with the introduction of electricity and chemistry into production. Both of these technological revolutions have led to a manifold increase in the productivity of social labor, the multiplication of wealth and the well-being of people.

D. Bell identified 11 features of post-industrial society: the central role of theoretical knowledge; creation of new intellectual technology; growth of the class of knowledge carriers; transition from the production of goods to the production of services; changes in the nature of labor (if earlier labor acted as the interaction of a person with nature, then in a post-industrial society it becomes an interaction between people); the role of women (for the first time women receive a reliable basis for economic independence); science reaches its mature state; situses as political units (there used to be classes and strata, i.e., horizontal units of society, but for post-industrial sectors, situses, or vertically located social units, may turn out to be more important nodes of political connections); meritocracy; the end of limited goods; economic theory of information.

History of the term "meritocracy". The term was first used (pejoratively) by the English sociologist Michael Young in the dystopian The Rise of Meritocracy, 1870-2033 (1958), which describes a futuristic society where social position is determined by intelligence quotient (IQ). Later, the term "meritocracy" acquired a more positive meaning. In his book The Coming Post-Industrial Society (1973), Bell believed that meritocracy would eliminate bureaucracy and also change the social structure of society as a whole. Similar views were also held by representatives of neo-conservatism in Western sociology (Zbigniew Brzezinski).

According to some critics of meritocracy, this concept is intended to justify the privileges of the intellectual elite.

34. The main institutions of modern management.

Key provisions of the modern system of views on management:

1. Rejection of the managerial rationalism of classical management schools, according to which the success of an organization depends on the management of internal factors. The problem of flexibility and adaptability to a constantly changing external environment is put forward in the first place.

2. The use of systems theory in management, i.e. consideration of the organization in its unity constituent parts inextricably linked to the outside world.

3. Using a situational approach to management, according to which the entire organization within the enterprise is nothing more than a response to various external factors.

4. Recognition of the social responsibility of management to society as a whole and to individuals who work in the organization.

Institutions - lean production; Management of risks; quality control; strategic management; innovation management.

CONCEPT OF “LEAN PRODUCTION”

The idea originated in Japan. Automob. Toyota company. The concept completely changes the very purpose of the labor process and consists in replacing manufacturing a large number of the same type of products for the production of exactly the product that each individual consumer needs, and precisely in the quantity he needs.

· There is a reduction in labor costs and production space compared to mass production.

· Requires less investment to achieve the best effect.

· Lean manufacturing has a clear resource-saving focus.

· From all these advantages, there is a clear plus for the country in which the company operates.

The new direction requires new industrial relations. In the concept, there is a rejection of the command-administrative structure, based on the interaction "boss-subordinate", and the transition to a system of cooperation - "we do one thing." Accordingly, the organizational structure acquires flexibility, becomes horizontal. Shop floor workers are experts in their field, and given the right tasks, they can find ways to reduce waste.

Required motivation workers to cooperate. The most effective motivation is achievable by synthesizing participation in profits and real giving of the answer, i.e. trust.

Sophisticated approaches to production processes require continuous learning employees through the use of "three pillars": theory, industry experience and experience accumulated personally in the production process.

Principles lean manufacturing:

· efficient use of all types of resources and elimination of waste and losses;

· teamwork and cooperation;

· continuous exchange of u-th, which implies the high importance of means of com-tion within the company;

Continuous improvement of production.

MANAGEMENT OF RISKS

Risk - the likelihood of a threat and loss by the organization of part of its resources, loss of income or the appearance of additional. costs as a result of the occurrence of events that affect the deviation of the parameters of the functioning operating system. The risk is associated with types of losses: labor, financial, time, social, property, etc.

Risk management is based on the understanding that risk cannot be avoided, it is necessary to anticipate it, trying to reduce its value to a minimum level. Risk-men-t necessarily implies the stages of determining the types of risks possible in the company; distribution of risks between participants - appointment of executors.

Risk management is the art and formal methods of identifying, analyzing, evaluating, preventing occurrence, taking measures to reduce the degree of risk throughout the life cycle of the project and distributing the possible damage from risk among project participants.

QUALITY CONTROL

Increased competition from foreign manufacturers in the inf-th era led to a sharp increase in quality standards. Various systems of quality management have emerged. Quality management concepts:

1. TQM (Total Quality Management)- Total quality management. The model is based on the vision of quality as the main priority for all employees. At the same time, employees who are in direct contact with the client become the most active participants in the process. TQM emails:

Involvement of employees - all employees should take part in the process of improving the quality, which means that they need to be trained, motivated, and given the right to make decisions;

· focusing attention on buyers - identification of desires and needs of buyers;

· control comparisons - to compare the results achieved for the definition. period with the achievements of competitors. This data can be used to improve the way the company operates. Goods, services, business principles are compared;

continuous improvements. TQM does not aim to get quick results, but pursues long-term goals of continuous improvement of all processes in the company;

· reduction of cycle time, simplification of working cycles.

2. QOS - Quality Operating System. At the heart of the concept is the constant awareness by employees of the importance of customer satisfaction. The content of m-yes can be described through several stages:

· Determination of consumer expectations.

· Identification of the key processes on which these expectations depend.

Selection of indicators based on vital important points for consumers.

· Tracking changes in indicators.

· Forecasting and prevention of deterioration of indicators.

QOS actively uses “benchmarking”, i.e. intelligence of competitors' strategies with subsequent analysis of advantages and application of the results in practice. In “benchmarking”, the “best” strategy is chosen and used to improve the performance of the company.

In the process of improving quality, the interests of not only consumers, but also employees, shareholders and the state are increasingly taken into account. Thus, the improvement of the work of the organization is carried out in several directions.

STRATEGIC MANAGEMENT

In the practice of large firms, special importance is attached to strategic goals that determine their development in the future. The development and implementation of strategic goals is called strategic management. Strategy - a detailed comprehensive comprehensive plan designed to ensure the implementation of the mission of the organization and the achievement of its goals.

The strategy is formed and developed by the top management, and its implementation involves the participation of all levels of management. The strategic plan must be supported by extensive research and evidence.

The strategy is developed in the process of strategic planning - a set of actions and decisions taken by the leadership, which lead to the implementation of the strategic. goals. 4 types of management activities within the framework of the strategic planning process:

· Allocation of resources such as funds, labor, technical expertise.

· Adaptation to ext. environment - strategic actions. har-ra, improving the relationship of the company with the environment.

· Int. coordination, which includes the coordination of strategic activities to display the strengths and weaknesses of the firm in order to achieve effective integration of internal operations.

· Organizational strategic foresight.

Strategic men-t as a process includes the following el-you: analysis of the environment, the definition of the mission and goals of the company, the choice of strategy, the implementation of the strategy, the evaluation and control of the implementation of the strategy, which provides a stable arr. connection between how the goals are achieved and the goals themselves.

INNOVATIVE MANAGEMENT

Interconnected Complex actions aimed at achieving or maintaining the required level of viability and competitiveness of the enterprise with pom. fur-zmov management of innovative processes. Innovative Proc. - percent. creation, development, distribution and use of innovation.

On an enlarged basis, mb innovations are divided into product, organizational and administrative, and technological innovations. Organizational and administrative in most cases are inevitable when introducing both product and technological innovations. Tasks of innovation management:

planning of innovative activities of the organization;

formulation of the mission (orientation of the organization's activities towards innovation)

Definition of strategic areas of innovative activity and setting goals in each of them

selection of the optimal innovative development strategy for each direction

· organization of innovative activities;

· motivation of participants of innovative activity;

· systematic evaluation of results of innovative activities;

Rational use of all new

JUST IN CASE (NOT MANAGEMENT INSTITUTIONS, BUT APPROACHES):

In modern management, there are systemic , situational and process approaches.

Systems approach management began to be applied in the late 50s of the XX century. The main representatives are American researchers C. Bernard, P. Drucker, N. Wiener, C. Shannon. A systematic approach is not a set of some principles or rules for managers, but a way of thinking in relation to management, to the company. It requires a comprehensive solution to any problems of the organization.

In accordance with this approach, the organization is considered as a system - a kind of integrity, consisting of interdependent parts, each of which contributes to the characteristics of the whole. The organization is a complex (under the influence of internal factors), open (under the influence of external factors), sociotechnical (people - technology) system. All subsystems (elements) are interconnected both vertically and horizontally.

Large components of complex systems are often systems themselves. These parts are called subsystems. In an organization, subsystems are the various departments, levels of management, social and technical components of the organization.

Understanding that organizations are complex, open systems made up of several interconnected subsystems helps explain why each school of management has only proved to be practical to a limited extent. They tended to focus on one subsystem of the organization: the behavioral school dealt with the social subsystem, the scientific management schools with the technical ones. None of the schools seriously thought about the impact of the environment on the organization.

Model of the organization as an open system. The organization receives information, capital, human resources, materials from the external environment. These components are called entrances. In the course of its activities, the organization processes these inputs, transforming them into products or services. These products and services are exits organizations that it brings into the environment. If the management system is efficient, then the transformation process generates an additional cost of inputs. As a result, many additional outputs appear, such as profit, increase in market share, increase in sales, growth of the organization.

The most popular theory systems approach is the theory "7-S"("Happy Atom"). It was developed in the 1980s by the consulting firm McKinsey. Its authors are American economists Thomas Peter and Robert Waterman, who wrote the book "In Search of effective management and Richard Pascal and Anthony Athos, who created The Art of Japanese Management: A Guide for American Managers. Elements Key words: strategy, organizational structure, system and routine, style (management), composition of staff, sum of skills (key persons) and shared values.

situational approach developed in the late 1960s. and stems from a systematic approach.

In this case, the situation is considered, that is, a specific set of circumstances that significantly affect the organization at one time or another.

The situational approach assumes that the results of the same management actions in different situations can vary significantly. Therefore, carrying out the necessary management actions, managers must proceed from the situation in which they operate.

The case approach methodology can be explained as a four step process:

1. The manager must be familiar with professional management tools that have proven effective. This implies an understanding of the management process, individual and group behavior, systems analysis, planning and control methods, and quantitative decision-making methods.

2. Each of the management concepts and techniques has its own strengths and weaknesses, or comparative characteristics when they are applied to a particular situation. The manager must be able to anticipate the likely consequences, both positive and negative, from the application of a given technique or concept.

3. The leader must be able to correctly interpret the situation. It is necessary to correctly determine which factors are most important in a given situation and what is the likely effect of a change in one or more variables.

4. The leader must be able to link specific techniques that would cause the least negative effect and conceal the least shortcomings with specific situations, thereby ensuring the achievement of the organization's goals in the most effective way under the existing circumstances.

situational variables. The success or failure of the situational approach depends to a large extent on the 3rd step, defining the situational variables and their impact. If this is not done correctly, it will not be possible to fully evaluate comparative characteristics or adapt the method to the situation. If the situation can be analyzed, then there is no need to resort to guesswork or trial and error to determine the most appropriate solution to organizational problems.

It is not possible, however, to identify all the variables that affect an organization. Literally every facet of human character and personality, every previous management decision and everything that happens in the external environment of the organization, in some way affects the decisions of the organization. For practical purposes, however, only those factors that are most significant to the organization and those most likely to influence its success can be considered.

Process approach was first proposed by adherents of the school of administrative management (Fayol), who tried to define the functions of management. However, they considered these functions as independent of each other. In contrast, the process approach considers management functions as interrelated.

Management is seen as a process, since the work to achieve goals with the help of others is a series of continuous interrelated actions. These activities, each of which is also a process, are called managerial functions. The sum of all functions is the control process.

A. Fayol identified five management functions. According to him, "to manage means to predict and plan, organize, dispose, coordinate and control."

AT general view the management process can be represented as consisting of the functions of planning, organization, motivation and control. These functions are united by the connecting processes of communication and decision making. Management (leadership) is seen as independent activity. It involves the ability to influence individuals and groups so that they work towards achieving the goals that are necessary for the success of the organization.

Planning. The planning function involves deciding what the goals of the organization should be and what the members of the organization should do to achieve those goals. At its core, the planning function answers three basic questions: Where are we now? Where do we want to move? How are we going to do it?

Organization. The manager selects people for a specific job, delegating to individuals tasks and authority or rights to use the resources of the organization. These delegates take responsibility for the successful completion of their duties.

Motivation. The leader must always remember that even the best plans and the most perfect organizational structure are useless if someone is not doing the actual work of the organization. And the task of the motivation function is to ensure that the members of the organization perform work in accordance with the duties delegated to them and in accordance with the plan. It used to be thought that motivation was a simple matter, reduced to offering appropriate cash rewards in exchange for your efforts. This was the basis of the approach to the motivation of the school of scientific management. Research in the behavioral sciences has shown the failure of a purely economic approach. Managers have learned that motivation, i.e. the creation of an internal motivation for action is the result of a complex set of needs that are constantly changing. We now understand that in order to motivate their employees effectively, a manager must identify what those needs really are and provide a way for employees to meet those needs through good performance.

The control is the process of ensuring that an organization actually achieves its goals. There are three aspects of managerial control: setting standards, this is the measurement of what was actually achieved over a certain period and the comparison of what was achieved with the expected results, the correction of serious deviations from the original plan. One possible action is to review the goals to make them more realistic and relevant to the situation.

Linking processes. The four functions of management - planning, organization, motivation and control - have two General characteristics: All of them

The concepts of human resource management are based on a theoretical, practical, methodological basis that helps to form modern management mechanisms. This directly affects the capitalization of the company and the growth of intangible assets.

From the article you will learn:

What are the basic concepts of human resource management

The concept of human resource management is given insufficient attention. Managers are engaged in the development of production management systems, financial structure, marketing research. It should be borne in mind that the basis of the successful functioning of the enterprise is human resources.

The right concept of human resource management will ensure growth total amount organization's assets: capitalization, intellectual potential, personnel policy. It will provide leadership in the competition, will become a guarantee of success in the relevant segment in a changing market economy.

The basic concepts of personnel management refer to the main part in the field of all constituent areas of management. The staff is regarded as important resource, creating new products, accumulating and using financial resources, exercising quality control. Only people are able to constantly improve and develop. The possibilities and initiative of a person are endless. While all other resources considered are always limited.

The concept of HRM is seen as:

• systems for implementing the developed methods and solutions related to the regulation of labor relations, employment at the level of a particular organization;
• areas of management activity, in which the personnel is considered as the most important resource that ensures the successful functioning, development of the organization, an efficiency factor that helps the growth of assets and the achievement of strategic goals.

Human resources management focuses more on the strategic aspects of personnel decisions. While personnel management is more focused on operational day-to-day work with personnel.

From the table you can see what is the difference between two related concepts:

Functions and environment of the concept of strategic human resource management

The system is constantly influenced by environmental factors, availability of resources, complexity and dynamism of ongoing processes:

resource endowment. Under the wording are considered financial, labor, material. Their ratio should be optimal. Lack leads to conflict situations. Excessive savings on such resources entails staff dissatisfaction, an increase in the number of marriages, overstrain, and stress. This negatively affects the entire process of the organization;

dynamic environment. Frequent changes in the area technological process involves a revision of all systems: selection, adaptation, stimulation, training of personnel. High mobility of all sources and rapid adaptation to changing conditions are the basis for an efficient production process, ensuring competitiveness;

degree of difficulty. The level of competition in the relevant industry suggests a systematic review of management policy.

Features of such work leave an imprint on personnel policy. Managers are forced to reckon with the situation, follow changing trends and not miss valuable personnel. A constant revision of the systems of remuneration, incentives, and motivation is required.

The participation of people in social production has been and can be considered from various points of view. Consider some modern concepts of personnel management.

L.I. Evenenko believes that there has been a change in four concepts of the role of personnel in production:

1. The concept of labor resources use. Time: the end of the 19th century - the middle of the 20th century. The bottom line: instead of a person in production, only his function was considered - labor, measured by the cost of working time and wages. In the West, this concept was reflected in Marxist and Taylorist theories, in the USSR - in the exploitation of labor by the state.

2. The concept of personnel management (personnel management). Time: since the 30s of the 20th century. It is based on the theory of bureaucratic organizations, when a person was considered through the formal role he occupied - a position and was depersonalized, and management was carried out through administrative mechanisms (principles, methods, powers, functions).

3. The concept of human resource management (human resource management). Time: since the 70s. The bottom line: a person began to be considered not as an element of the structure (position), but as a kind of non-renewable resource - an element of social organization in the unity of three main components (labor function, social relations, employee condition). In Russian practice, this concept flourished in the mid-80s during the years of “perestroika” and was called “activation of the human factor”.

4. The concept of human being management. In accordance with this concept, a person is no longer only a special object of management, but also a subject of management, which can no longer be considered as a “resource”. Based on the desires and abilities of a person, the strategy and structure of the organization should be built. The founders of the concept are the Japanese K. Matsushita and A. Morita.

The English professor S. Leese, from the standpoint of the theory of human relations, identified seven strategic directions in working with personnel.

1. Decrease specific gravity wages in the cost of production and wages of employees.

Due to the high wages of workers in the US and Europe, the products of many Western firms have become uncompetitive. As a way out, it is proposed to divide the staff into two groups: highly qualified permanent workers with social guarantees and high wages "core"; low-skilled seasonal workers without social guarantees and low wages (“periphery”).

2. Workers are a resource that needs to be maximized.

It is believed that the only source of long-term advantage in the market is knowing the abilities of your employees and maximizing their ingenuity, motivation and human relations, and not "copying" the experience of the best companies. (example "IBM", "Hewlett-Packard").

3. The inextricable link between the strategy of the enterprise and the strategy of personnel management.

Depending on the type of company, it can apply a centralized strategy from a single center (Chandler's cascade model) and a decentralized strategy, when independent divisions of a large company conduct flexible marketing in the market (Porter and Fombrook models).

4. Development of organizational culture: common goals, collective values, charismatic leaders, tough market positions, control of employees through social media

In this case, the task is to achieve "extraordinary results through the activities of ordinary people." It is believed that a high internal organizational culture for some companies is the key to success.

5. "Japanization" of personnel management methods, widely spread after the success of the largest Japanese companies.

It is achieved by minimizing the number of management levels, high organizational culture, flexible forms of labor organization, high quality products, dedication of workers to the company, etc.

6. Personnel management is a strategic function.

This direction involves the development of a personnel strategy, selection of personnel based on the philosophy of the company, remuneration taking into account the quality of individual activity, minimizing labor disputes and creating harmony in the workplace, encouraging collective efforts aimed at the survival of the company

7. The use of managerial choice models in working with personnel, taking into account four main aspects: the influence of the employee and ways of influencing him; the procedure for the movement of an employee in the company; reward systems; workplace organization.

The model successfully solves the problem of policy choice to maximize the individual's contribution to the firm's success.

The proposed directions in working with personnel concentrate the experience of successful companies and modern management concepts in the West.

Our conditions are somewhat different. G.M. Ozerov, a well-known specialist in the field of personnel management, believes that personnel management in Russia should be based on the following principles:

1. A person is the basis of corporate culture.

Successful businesses place great emphasis on staff; when people are put at the forefront of change, they become the driving force behind change.

2. Management for all.

Management should be carried out at three levels: top management, middle management (“team”) and bottom link (“employees”).

3. Efficiency as a criterion for the success of the organization.

It consists in achieving goals with the optimal use of resources and maximizing profits.

4. Relationships as a criterion for the success of the organization.

Emerging problems from the "world of psychology" (psychological relations, communications, values, motives) should be prioritized in comparison with problems from the "world of facts" (technics, technology, organization)

5. Quality as an efficiency criterion.

It is necessary to work with five interrelated subsystems of quality: personal, team quality, product quality, service quality, organization quality.

6. Teams as a criterion for the success of the organization.

Everyone working in an organization is an employee. All of them are members of a social group (team). All teams and individuals that make up a team contribute to both the success and failure of the organization.

7. Learning is the key to growth and change and an integral part of the vital process of moving an organization forward.

Analyzing the above concepts, it is possible to generalize approaches to personnel management. In many publications, two poles of the role of a person in social production are noted:

Man as a resource of the production system (labor, human, human) is an important element of the production and management process;

a person as a person with needs, motives, values ​​is the main subject of management.

Another part of the researchers considers personnel from the standpoint of the theory of subsystems, in which employees act as the most important subsystem. Two groups of systems can be most clearly distinguished:

economic, in which the problems of production, exchange, distribution and consumption of material goods dominate, and on this basis, the staff is considered as a labor resource or organization of people (team);

social, in which questions of people's relations, social groups, spiritual values ​​and aspects of the comprehensive development of the individual predominate, and the staff is considered as the main system consisting of unique personalities.