Home Fruit trees The theory of human resources briefly. b) organization is a community. A) length of service in the organization

Fruit trees

The theory of human resources briefly. b) organization is a community. A) length of service in the organization

Process, system, situational approaches

The third stage in the development of the theory of personnel management began in the 50s. 20th century and continues to this day. During this period, such approaches to personnel management as process (since the late 50s), systemic (since the mid-70s) and situational (80s) have become widespread.

With the process approach, management is considered not as a series of disparate actions, but as a single process of influencing the organization and its personnel.

The system approach considers all issues and phenomena in the form of certain integral systems with new qualities and functions that are not inherent in its constituent elements.

On the basis of a systematic approach, control tasks were developed in several directions. This is how the theory of contingencies arose. Its essence lies in the fact that each situation in which the leader finds himself can be similar to other situations. However, it will have unique properties. The task of the manager in this situation is to analyze all the factors separately and identify the strongest dependencies (correlations).

Scientific research has led to the development situational approach. The conclusions of the situational approach are that the forms, methods, systems, management style should vary significantly depending on the current situation, i.e. the situation must take center stage. In other words, the essence of the recommendations on the theory of the situational approach is the requirement to solve the current, specific organizational and managerial problem, depending on the goals of the organization and the prevailing specific conditions in which the goal must be achieved, that is, the suitability of various management methods is determined by the situation. Using a situational approach, managers can understand what methods and means of personnel management will best contribute to the achievement of the organization's goals in specific conditions.

Theory of human resources

The development of systemic and situational approaches led to the emergence of a fundamentally new concept of personnel management - the theory of human resources. This concept is incorporated into the strategic management system, which assumes that the function of personnel management has become the competence of the highest officials of the organization. The nature of personnel policy has also changed: it has become more active and purposeful. one)

The specificity of human resources, unlike all other types of resources (material, financial, informational, etc.), is as follows: people are endowed with intellect, therefore, their reaction to external influence (management) is emotionally meaningful, and not mechanical; the process of interaction between subjects and objects of management is bilateral; 2)

due to the possession of intelligence, people are capable of continuous improvement and development, which is the most important and long-term source of increasing the efficiency of any society or individual organization; 3)

people choose a certain type of activity, consciously setting certain goals for themselves. Therefore, the subject of management must provide all opportunities for the realization of these goals, create conditions for the implementation of motivational attitudes to work.

Human resources are the competitive wealth of any organization. In the 70s. 20th century HR and personnel management departments in many foreign companies have been transformed into human resource departments, where, along with traditional functions (hiring, recruitment, training, business assessment, etc.), they began to perform the functions of strategic human resource management, the formation of personnel policy, the development of programs personnel development, planning the need for human resources, etc.1

Human resource management implies a strong and adaptive corporate culture, stimulating an atmosphere of mutual responsibility of employees, orientation to organizational innovations and open discussion of problems.

When implementing human resource management technology, an organization proceeds from the fact that if it invests enough funds in personnel (improves personnel selection technology, systematically organizes its training and implements career growth programs, pays well and takes care of it), then it has the right to demand from its employees loyalty and responsible attitude to work. Such personnel policy is the basis for the implementation of a successful, competitive strategy, is based on the mutual consideration of the interests of managers and staff and their mutual responsibility, open

provides an opportunity to involve employees in making managerial decisions, holding mutual consultations, providing access to information about the affairs of the organization, etc.

At the same time, human resource management technology cannot claim to be a kind of panacea for solving all the problems that a manager faces in working with personnel.

Critical analysis of the application of human resource management technology shows that, despite the promising claims of its adherents, there is a known gap between attitudes and their practical implementation. For example, elements of human resource management such as teamwork and individual remuneration depending on its effectiveness seem to be incompatible in practice.

Although many organizations use human resource technology, they have not significantly increased the cost of training and retraining staff.

The stake on the conscious and responsible performance of production functions and tasks by workers masks the sophisticated methods of super-exploitation and serves in the long run as an effective tool for neutralizing the influence of trade unions. There are no objective data that testify to the positive impact of human resource management technology on the moral and psychological climate in organizations.

Moreover, as always, with any major social and organizational innovations, it is rarely possible to avoid negative consequences.

Domestic experience in personnel management began to take shape in the second half of the 19th and early 20th centuries. According to one of the prominent domestic researchers of labor - A.K. Gastev, as early as 1904, “somewhere in the Urals, in Lysva and at other factories, attempts were made to apply the principles of NOT”1. The Notov movement originated in Russia at about the same time as in the USA and Europe, and is associated with such prominent Russian scientists as N.A. Vitke, A.K. Gastev, P.I. Kerzhentsev, S.G. Strumilin and many others.

It is well known that V.I. Lenin. In April 1918 he set himself the task of carrying out much of what is scientific and progressive in Taylor's system.

Analyzing the stated theories of personnel management, it is possible to generalize the prevailing points of view. Many publications reflect two poles of views on the role of man in the general | public production:

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, relationships is the main subject of management.

In our opinion, they represent views from different parties for the same phenomenon. Personnel management is a specific area of management activity, the main object of which is professional opportunities person.

The concepts of personnel management should not only be based on certain philosophical, sociological, pedagogical, psychological views on a person in an organization, but also indicate the appropriate social mechanism which would turn the declared into reality and provide a person with the conditions for the free use and disposal of his abilities. It should be emphasized that in connection with the internationalization of personnel management, many new questions arise before management theory and practice, the most important of which are common features and differences in domestic and international personnel management practices; patterns, forms and methods of managing it, which are universal and operate in specific conditions, various features of the national style of personnel management

In the last decade, significant changes have taken place in the theory and practice of personnel management abroad, ks

ry domestic managers should carefully study and implement in the system government controlled taking into account the peculiarities of the transition period and national specifics.

The development of personnel management concepts is on the rise. There are many books published on the subject of personnel management. These are mostly good publications based on serious reflections and scientific experiments. In the process of its development, the theory of personnel management becomes more meaningful and more complex.

Control questions 1.

Give a classification of theories of personnel management. 2.

What is the essence of the technocratic approach to personnel management? 3.

Name the leading representatives of the classical theories of personnel management. four.

Who developed the principles of personnel management and what is their essence? 5.

What are the five main functions of personnel management developed by A. Fayol. 6.

Expand the essence of the concept of "school of human relations". 7.

Name the components of A. Maslow's hierarchical needs theory. eight.

What is the essence of “unforeseen situations”, who is the developer of the situational approach to management? 9.

Name the leading representatives of domestic management science, developing the theory of personnel management.

Appendix BASIC THEORIES OF HR MANAGEMENT

Name Main Period of development theories the content of theories of development and application representatives Classical Representatives of the "classical theory: schools" considered the management of scientific le as a universal pro- F.Taylor, management; administrative school

Technocracy consisting of interrelated functions and based on management principles. They developed the theory of organization management, highlighting management as a special From 1883 to 1930 A. Fayol, G. Emerson, L. Urwick, M. Weber, G. Ford and others, a sub-independent type of activity Humanistic approach or - Focused on Humanization Theory" human relations"production processes. To improve production efficiency, not only material ones are important, but also From 1930 to 1950, E. Mayo, A. Maslow, D. Herzberg, Humanistic-psychological incentives (favorable moral \. ^ /

Process, system, situational approaches

The third stage in the development of the theory of personnel management began in the 50s. twentieth century and continues to this day. During this period, such approaches to personnel management as process (since the late 50s), systemic (since the mid-70s) and situational (80s) have become widespread.

With the process approach, management is considered not as a series of disparate actions, but as a single process of influencing the organization and its personnel.

The system approach considers all issues and phenomena in the form of certain integral systems with new qualities and functions that are not inherent in its constituent elements.

Scientific research has led to the development of a situational approach. The conclusions of the situational approach are that the forms, methods, systems, management style should vary significantly depending on the current situation, i.e. the situation must take center stage. In other words, the essence of the recommendations on the theory of the situational approach is the requirement to solve the current, specific organizational and managerial problem, depending on the goals of the organization and the prevailing specific conditions in which the goal must be achieved, that is, the suitability of various management methods is determined by the situation. Using a situational approach, managers can understand which methods and means of personnel management will best contribute to the achievement of the organization's goals in specific conditions.

Theory of human resources.

The specifics of human resources, unlike all other types of resources (material, financial, informational, etc.), are as follows:

people are endowed with intelligence, therefore, their reaction to external influence (control) is emotionally meaningful, and not mechanical; the process of interaction between subjects and objects of management is bilateral;
due to the possession of intelligence, people are capable of continuous improvement and development, which is the most important and long-term source of increasing the efficiency of any society or individual organization;
people choose a certain type of activity, consciously setting themselves certain goals. Therefore, the subject of management must provide all opportunities for the realization of these goals, create conditions for the implementation of motivational attitudes to work.

Human resources are the competitive wealth of any organization. In the 70s. 20th century HR and personnel management departments in many foreign companies have been transformed into human resource departments, where, along with traditional functions (hiring, recruitment, training, business assessment, etc.), they began to perform the functions of strategic human resource management, the formation of personnel policy, the development of programs staff development, planning the need for human resources, etc.

When implementing human resource management technology, an organization proceeds from the fact that if it invests enough funds in personnel (improves personnel selection technology, systematically organizes its training and implements career growth programs, pays well and takes care of it), then it has the right to demand from its employees loyalty and responsible attitude to work. Such a personnel policy is the basis for the implementation of a successful, competitive strategy, is based on the mutual consideration of the interests of managers and staff and their mutual responsibility, opens up the possibility of involving employees in managerial decision-making, holding mutual consultations, providing access to information about the affairs of the organization, etc.

At the same time, human resource management technology cannot claim to be a kind of panacea for solving all the problems that a manager faces in working with personnel.

A critical analysis of the application of human resource management technology shows that, despite the promising claims of its adherents, there is a known gap between the installations and their practical implementation. For example, elements of human resource management such as teamwork and individual remuneration depending on its effectiveness seem to be incompatible in practice.

Although many organizations use human resource technology, they have not significantly increased the cost of training and retraining staff.

Domestic experience in personnel management began to take shape in the second half of the 19th and early 20th centuries. According to one of the prominent Russian labor researchers, A.K. Gastev, already in 1904 "somewhere in the Urals, in Lysva and at other factories, attempts were made to apply the principles of NOT" . The Notov movement originated in Russia at about the same time as in the USA and Europe, and is associated with such prominent Russian scientists as N.A. Vitke, A.K. Gastev, P.I. Kerzhentsev, S.G. Strumilin and many others.

It is well known that among the first leaders of post-revolutionary Russia who appreciated the importance of Taylorism was V.I. Lenin. In April 1918 he set himself the task of bringing to fruition much of what was scientific and progressive in Taylor's system.

a person 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, relationships is the main subject of management.

In our opinion, they represent views from different angles on the same phenomenon. Personnel management is a specific area of management activity, the main object of which is the professional capabilities of a person.

The concepts of personnel management should not only be based on certain philosophical, sociological, pedagogical, psychological views on a person in an organization, but also indicate an appropriate social mechanism that would turn the declared into reality and provide a person with conditions for the free use and disposal of his abilities. It should be emphasized that in connection with the internationalization of personnel management, many new questions arise before management theory and practice, the most important of which are common features and differences in domestic and international personnel management practices; laws, forms and methods of managing it, which are universal and operate in the specific conditions of various countries; features of the national style of personnel management, etc.

print version

The history of the development of the theory of personnel management is inextricably linked with the theory of management. In this regard, we can single out the main stages that are characteristic both for the development of the science of personnel management and for general management:

1) 1885-1920 - the origin of management (F. Taylor);

2) 1920-1940 - highlighting management as a science
(A. Fayol), guiding principle: clear regulation, distribution of work and strict discipline;

3) 1940-1960 - the theory of "human relations"
(A. Maslow), management with a humanistic-psychological bias (guiding principle: strengthening the initiative, activity of people);

4) 1960-1970 - computerization of the control system;

5) 1970-1980 - situational management (guiding principle: flexibility of methods, forms of management);

6) 1980-1990 - enterprise management is considered in close connection with the market and marketing. Marketing is the science and art of exchange management, market management.

7) 1990s – 2007 - Search effective methods motivation and personnel management in the context of the globalization of the economy. At the same time - the formation of applied management concepts focused on solving specific problems in a particular organization.

Scientific Management(1885 - 1920). F. Taylor, Henry Gant, Gilberts (Frank and Lillian). Frederick Winslow Taylor studied in detail the socio-economic organization of the enterprise and came to the conclusion that technical and organizational innovations should not be an end in itself. Taylor developed and implemented a complex system of organizational measures - timekeeping, instruction cards, methods of retraining workers, planning office, collection of social information, a new structure of functional administration - which, not individually, but together, are able to guarantee the worker that his increase in labor productivity will not be destroyed. arbitrarily by the administration through price cuts. The principles of the school of scientific management are the principle of the vertical division of labor (the planning function is assigned to the manager, the execution function is assigned to the employee); as well as the principle of labor measurement (with the help of observations, logic and analysis, the administration can improve many operations manual labor to make them more efficient). The concept of scientific management was a transitional stage towards the recognition of management as an independent field of scientific research.

School of Scientific Management was in sharp contrast to earlier approaches, in which the management had a passive attitude to the production process, leaving the workers to choose their own methods of work, plan their activities, choose tools, and take full responsibility for the implementation of the overall plan. The system of scientific labor organization made it possible for managers to plan in detail and effectively the work of each worker in order to achieve the goals of the organization, in connection with this, the terms of reference of the administration emerged, providing for a scientific approach to the actions and movements of workers, their scrupulous selection, training, and the correct distribution of labor and responsibility.

The organizational and technological approach within the framework of the school of scientific management was developed in the works of G.L. Gantt, Gilberts, G. Emerson, G. Ford.

According to Gant, “the main differences between the best systems today and those of the past are in the way tasks are planned and allocated, and the rewards for doing them are distributed.”

On the present stage development of management practice, the principles formulated by the school of scientific management will certainly remain relevant, since they still contribute to increasing the productivity and efficiency of organizations. The school of scientific management substantiated the need for labor management in order to increase its productivity, formulated the principles and methods of the scientific organization of labor, and set the task of effectively motivating labor. The School of Scientific Management raised a whole range of issues related to the effective use of labor potential through the improvement of the organization and planning system labor activity.

However, this school had a number of shortcomings. So, it was impossible to solve all the problems through financial incentive and rigidly planned frames of actions of workers by managers. The proposed system did not interest workers in mastering, changing and improving the process of their labor, and it did not provide for such an opportunity. In addition, it focused on trained and disciplined workers, as well as on managers, who were obliged to know everything that concerned workers in relation to the interests and goals of the organization.

Classical or administrative school in management (1920 - 1950). (A. Fayol, L. Urvik, D. Mooney). The "theory of administration" created by A. Fayol served as a clear separation of management and execution. In particular, the administrative school dealt directly with the issues of improving management. Scientific management made a clear distinction between management and execution. The administrative school was directly involved in management and its improvement. L. Urwick and D. Mooney considered the activities of organizations from the point of view of a broad perspective and tried to determine the general characteristics and patterns of organizations as a whole. Henri Fayol, whose name is associated with the emergence of the classical school, considered management as a universal multifunctional deterministic process: foresight, organization, order, coordination, control. Foresight (planning) and organization are considered in this process as fundamental functions.

A. Fayol developed and deepened a number of important concepts of scientific management.

The first of these is the question of the functions of leadership. Fayol divided the entire range of work on the management of an industrial company into 6 main groups and determined the optimal time required to perform the relevant functions: administrative activities; commercial activity; technical and production activities; financial activities; security-related activities; control function.

The second very important position in the theory of management, which he put forward and substantiated. A. Fayol, position on the optimal ratio of organizational (administrative), technical and social abilities and knowledge of persons working in a large enterprise. He expressed it as a percentage.

As a result, the first concern of the classical school was to develop a rational system for managing the organization. The school linked the traditional functions (finance, production and marketing) with those mentioned above and looked for ways to expediently divide the organization into divisions or work groups. The second concern of the school is to build the structure of the organization and management of employees: a person should receive orders from only one boss and obey only him alone. The need for a bureaucratic model as an important element of managing complex organizational structures was also substantiated.

It should be noted that even from today's perspective, modern rational entrepreneurial capitalism needs formal rules of governance. Being by all characteristics a bureaucratic model of management organization, classical school took the path of tightening the management framework in relation to the staff. Recognizing the importance of the human factor, the classical school did not care about combining the interests of workers with the goals of the organization.

School of Human Relations 1930 - 1950 (G. Munsterberg, M. Follett, R. Likert, E. Mayo, A. Maslow). The so-called neoclassical school, which arose as a result of the fact that the classical school did not pay enough attention to the human factor as the main element of the organization. Thus, the emergence of the school was due to the urgent need at that time to search for new effective forms of management with a clearly defined socio-psychological bias.

At the turn of the 1920s and 1930s, prerequisites began to form in the United States, which later led to a qualitatively different situation in management. In the context of the transition from extensive to intensive management methods, there is a need to search for new forms of management that are more sensitive to the "human factor". The task was to eliminate the depersonalized relations in production, characteristic of theories of scientific management and bureaucratic models, and replace them with a broader concept - the concept of partnership, cooperation between workers and entrepreneurs. Most capaciously and clearly these approaches were implemented in the "theory of human relations".

A reaction to the shortcomings of the classical (scientific) approach in management was the emergence of a school of human relations. The time of its origin and flourishing is the 30-50s. 20th century

The founder and the greatest authority in the development of the school of human relations in management is the American psychologist E. Mayo (1880-1949). The essence of the concept of E. Mayo is that the work itself, the production process, is of less importance for the worker than his social and psychological position in production. From here, E. Mayo concludes that all problems of production and management should be considered from the standpoint of human relations.

E. Mayo conducted a large series of experiments from 1927 to 1932 to study the causes of low productivity and staff turnover at a number of enterprises of the Western Electric Company in the city of Hawthorne.

Initially, he studied working conditions (for example, better workplace lighting), but even an increase in wages did not lead to an increase in labor productivity.

According to E. Mayo, the main task of management is to put at its service the social and psychological motives of activity, the ability of employees to "group feeling, cohesion and action." Thanks to the recommendations of E. Mayo, managers began to pay attention to the behavior of people in the labor process, they learned that job satisfaction is not only about getting high wages. The motive for effective work is the atmosphere in the team, good internal relationships.

According to Mayo:

1) Rigid hierarchy of subordination and bureaucratic organization are incompatible with the nature of man and his freedom.

2) Industry leaders should be guided in more on people than on products. This contributes to the "social stability" of society and the satisfaction of the individual with his work. The social practice of the doctrine of "human relations" was based on the principle proclaimed by Mayo of replacing individual remuneration with group, economic - socio-psychological (favorable moral climate, job satisfaction, democratic leadership style). This is where the development of new means of increasing labor productivity begins: "humanization of labor", "group decisions", "education of employees", etc.

The thesis was also put forward about the important and sometimes decisive role in the production of the informal structure. One of the founders of the school of human relations, F. Roethlisbergen, defined an informal structure as a set of norms, informal rules, values, beliefs, as well as a network of various internal connections within and between groups, centers of influence and communications. And all this together exists under a formal structure, but is not subject to its control and regulation.

Two other scientists, W. French and C. Bell, compared the organization with an iceberg, the underwater part of which carries elements of an informal structure, and top part is a formal system. Thus, they once again emphasized the priority " social person» in the production process and the priority of socio-psychological methods in management.

The American sociologist R. Likert developed the structure of an ideal, in his opinion, organization of management in an enterprise. Among its main characteristics, he considered the following:

Leadership style in which the leader demonstrates his trust and confidence in subordinates;

Motivation based on the desire of the leader to encourage the subordinate, involve him in active work using group forms of activity;

Communication, where information flows are directed in all directions and information is distributed among all participants;

Decision-making, characterized by the fact that they are approved at all levels with the participation of all members of the organization;

The goals of the organization, established through group discussion, which should remove the hidden opposition to these goals;

Control, the functions of which are not concentrated in one center, but are distributed among many participants.

School of Behavioral Sciences(the theory of human resources). The school got its name from the well-known psychological terms behavior - behaviorism, behaviorism (behavior, the science of behavior).

The initial premise of behaviorism is the need to study not consciousness, but human behavior. In turn, according to this theory, behavior is a response to a stimulus. The repetition of positive stimuli reinforces a positive reaction, i.e., develops a stable behavior.

In management, this approach was transferred to the following moments of the activity of a working person. The relationship between managers and workers is such a relationship when a worker, receiving a good reward (material or moral plan) as an incentive, responds to it with a positive reaction - effective work.

The beginning of a new trend in the science of management laid
C. Barnard, who published in 1938 the work "The Functions of the Administrator". Among the later followers of this school one can name such scientists as R. Likert,
F. Herzberg, A. Maslow, D. McGregor. The goal set by the researchers of this school is to achieve an increase in the efficiency of the organization by increasing its human resources. Hence comes another name for the theory of this school - the theory of human resources.

Considering the individual as a "strategic factor of cooperation", C. Barnard believed that the organization is maintained only through the efforts of individuals, and these efforts arise only as a result of special positive incentives for individuals, i.e. we are talking about a purely behavioral approach to explaining viability any, including production, organization ("cooperation").

Ch. Barnard assigns the central role in cooperative systems to management. The functions of the manager, in his opinion, should include the development of the most effective ways to maintain the viability of the organization: the development of the art of making decisions that stimulate personnel to work, thinking through the communication system within the organization. In his opinion, all actions of management should be aimed at creating the so-called organizational morality as a factor that opposes the centrifugal forces of individual interests and motives working in cooperation (in an enterprise, firm, corporation) of people. The goal of organizational morality is the combination or coincidence of the cooperative and individual components of the organization.

Researchers in the theory of human resources (schools of behavioral sciences) were pioneers in the scientific substantiation of the role of human motives and needs in his work activity. They considered motives as the main indicator of people's attitude to work. The structure of motives acts as an internal characteristic of labor. Positive motivation is the main factor in the success of the work. Management must take this psychological factor into service, develop motivational management (as opposed to command management) in order to ensure the voluntary, active involvement of workers in the tasks of the organization. "" In scientific management, the study of motivation is a special direction.

A. Maslow (1908-1970) is known as the creator of the hierarchical theory of needs. Although it was later subjected to wide criticism, but thanks to its universal explanatory possibilities, it served as the initial basis for modern models of labor motivation, and found application in a number of organizational innovations.

A. Maslow divided the needs of the individual into basic (the need for food, security, positive self-esteem) and derivative or meta-needs (for justice, well-being, order, unity of social life). Basic needs are constant, while derivatives change. Metaneeds are value equal to each other and therefore do not have a hierarchy. On the contrary, basic needs are arranged in ascending order from "lower" material to "higher" spiritual:

1) physiological and sexual needs - in the reproduction of people, in food, breathing, physical movements, clothing, housing, rest;

2) existential needs - in the security of one's existence, confidence in the future, stability of living conditions, the need for the regularity of the society surrounding a person, the desire to avoid unfair treatment, and in the labor sphere - in job security, accident insurance;

3) social needs- in attachment, belonging to a team, communication, caring for others and attention to oneself, participation in joint work activities;

4) prestige needs - in respect from "significant others", career growth, status, prestige, recognition and appreciation;

5) spiritual needs - in self-expression through creativity.

Employee motivation has three levels: needs, goals, rewards. Each of these levels carries its own functional load. Two more factors should be taken into account, talking about the positive impact of motivation on activity: the factors of human efforts and abilities. A person's work will only be successful if positive motivation is accompanied by sufficient effort and certain abilities. If motivation and abilities are high, the highest result of activity is achieved. When motivation or ability is zero, their interaction produces a zero result.

Since the 1950s, in the works of Douglas McGregor, a concept has been put forward, which can be reduced to the following: "the effectiveness of the system of motivation for human activity depends on how much the conditions of production correspond to human nature." In the theory and practice of management, Douglas McGregor is known for the dichotomy of theories "X" and "Y".

Theory "X" reflects the traditional approach to management as an administrative-command process. This approach is based on the following understanding of psychological and social factors:

1) an ordinary person is characterized by an internal rejection of labor and he seeks to avoid it in any way;

2) an ordinary person prefers to be controlled, seeks to avoid responsibility;

3) an ordinary person does not have great ambitions, he is characterized by a need for protection.

Naturally, with such a perception of a working person, the manager must, on the one hand, resort to coercion and control, and on the other hand, carry out certain measures to maintain good condition working.

The counterbalance to such a managerial theory should be, according to McGregor, the theory "Y". It is based on the perception of the employee as a person with intellectual abilities. The initial provisions of the theory "Y" are as follows:

1) the expenditure of the physical and intellectual forces of a person in labor is completely natural. Forced labor and the threat of punishment are not the only means to an end;

2) a person exercises self-management and self-control in the process of activity;

3) an ordinary person, under appropriate conditions, is not only able to learn to take responsibility, but also looks for opportunities to show his abilities.

Accordingly, management in the theory of "Y" plays a qualitatively different role: its task is to integrate (combine), create a set of conditions conducive to the development of actual human abilities. Under such conditions, there is a guarantee of the effectiveness of his work.

A prominent representative of the school of behavioral sciences, Frederick Herzberg, came up with the concept of "enrichment of labor." The main idea of the concept: it is possible and necessary to use the individual's need for creative expression as the main incentive to work. The path to this is the transfer to the worker, to one degree or another, in one form or another, of part of the control and management functions.

Thus, the behavioral science school focused on interpersonal relationships. The main goal of this school was to increase the efficiency of the organization through the correct behavior of its human resources. Main postulate: correct application Behavioral science will always improve the efficiency of both the individual employee and the organization as a whole. The behavioral approach covered the entire field of management in the 60s.

It seems possible to note the fact that the school of human relations and behavioral sciences for the first time made an attempt to develop approaches to rationally combine the labor and production potential of an enterprise, while giving priority to personnel.

Empirical (pragmatic) school of management.

The theory of this school was based on the study and subsequent dissemination of specific experience in managing firms and military organizations, which was the most useful way to improve management. Hence the name of the school - empirical (empiric - experience). Representatives - E. Peterson, G. Simon, R. Davis, A. Chandle, E. Dale.

The concept of "management" in the studies of representatives of the empirical school is considered in two meanings: in a broad and narrow sense. AT broad sense From a social point of view, management is a technique or method developed as a result of the human tendency to form a group. Whatever the group, it must have its own management system. According to the founders of this school, E. Peterson and E. Plowman, management can be defined as the psychological process of directing subordinates, through which the main human aspirations are satisfied. Managers exercise leadership by assuming authority, assigning responsibilities, and holding accountability for all the actions of the people in the organization.

Management can also have a narrower meaning. These are the principles of the theory and practice of enterprise (firm) management.

In both cases, management and the managerial corps were considered by representatives of the empirical school as an important factor in increasing the efficiency of the organization (production).

Theory of technocratic management(1950-1960s). In the 50-60s. in American management, as well as country management Western Europe began to develop direction, called technocratic management. Most renowned schools of this direction are the theory of elites, the theory of technocracy and the theory of industrial society.

Elite theory. Its supporters divided society into an almighty elite and a crowd subordinate to it, in management - into "qualified" leaders and "unskilled masses."

The theory of "technocracy". Its founder is the American sociologist T. Veblen. The researchers of this school dealt with the issues of forecasting the development social production. The essence of their concept is that the coming era will be the era of the state of the engineering and technical intelligentsia. Accordingly, the management of the future is the management of technocracy - representatives of science and technology.

Theory of industrial society. The most prominent representative of this theory was the American economist
J. Galbraith. In 1967 he published a book called The New Industrial Society.

The main features of the theory of industrial society:

1) J. Galbraith considers modern capitalist production and the relations that have developed in it as a highly developed industrial society. In previous eras of the power of capital, there was social conflict between the rich and the poor. AT modern society there is no such conflict because a working person earns enough money to satisfy his material needs. People, according to the representatives of this theory, share an unequal level of education. The factor of education is basic in the economic and political life of an industrial society. Thus, in the economic aspect, education belongs the main role in a person's ability to have a well-paid or prestigious job. Unemployment is also largely related to the educational level of people - it usually affects the less educated segments of the population.

2) When developing the problem of effective management in an industrial society, J. Galbraith prefers a group solution. He believes that the structure of such management includes not only the heads and chief administrators of the company, but also the middle (white-collar) and lower (blue-collar) layers of management. He proposes to call the entire managerial organization a technostructure.

The work of the supporters of the school of industrial society is a study of the effectiveness of the management activities of the technostructure. As the main condition for such efficiency, the theory of industrial society puts forward the education of its members. Modern experience confirms the correctness of this proposition.

Management in the 60-80s The period under review is characterized by the simultaneous development of several approaches to management, within which their own schools and theories have arisen. Since the second half of the XX century. in management, such approaches to management as process (since the late 50s), systemic (since the mid-70s) and situational (80s) have developed and become widespread. The above approaches are not opposite. They are independent to a certain extent or are connected with each other as complementary or developing separate ideas of some direction.

The application of a systematic approach to management allowed managers to see the entire organization in unity and the relationship of its constituent parts. Proponents of the new approach have made a significant contribution to the science of management. They not only developed special, new management principles, but also laid the foundation for a new way of thinking in relation to organization and management.

Starting positions system management theory the following:

1) a system is a certain integrity, consisting of interconnected parts. Each element of the system contributes to its development;

2) organization (enterprise, firm, corporation) is a system. As in a biological organism, in an organization all its parts are interconnected;

3) subsystems are an important concept in management. In an organization (firm, corporation), subsystems are, for example, departments. More broadly, subsystems can be industrial and social components;

4) the organization is an open system, i.e. it interacts with the external environment. The external environment largely determines the survival of the organization.

simple system focused on achieving one goal. A complex system strives to achieve several interrelated goals. System management will be effective if, in the process of transformations within the organization, the ratio of the quantity and quality of resources consumed at the output-input will increase. Otherwise, the management of the organization is not effective.

At present, a systematic approach can be considered a universal management methodology, the essence of which is the formation of a way of thinking that considers in unity all the phenomena of external and internal environment. This method has become widespread in modern management theory and practice. The essence of a systematic approach to management is the mental coverage of all phenomena as a whole, their objective assessment, ensuring the development of the entire system, taking into account internal variables (goal, organization structure, personnel, equipment, technology), anticipation of positive and negative consequences of managerial decisions. It is a systematic approach, in our opinion, that allows us to find approaches to understanding the concept of "economic potential", to find a mechanism for effective management and development of the enterprise's potential.

At process approach management is not seen as a series of disparate actions, but as a single process of influencing the organization. The manager must consistently perform such functions as planning, organizing, motivating and controlling, which are themselves processes. Permanent management processes can also include personnel management, maintaining leadership in the team, assessing the external and internal environment of the organization, etc.

The situational or case approach to management, just like the system approach, is more of a way of thinking than a set of specific actions. The method was developed at Harvard Business School (USA) and offers future managers to quickly solve problems in a particular situation. The situational approach as a kind of scientific method is aimed at developing a person's situational thinking (close to practice) and the direct application of the theoretical knowledge gained to the analysis of real processes.

The situational approach requires the adoption of an optimal decision, depending on the ratio of the available factors. If the process and system approaches are more appropriate to apply in a calm environment and in the process of a manager’s planned activities, then the situational approach is more often used in non-standard and unforeseen situations. It is at such moments when it is necessary to correctly assess the situation in 1-2 minutes and make the right decision, that is, to realize the potential of the manager and show special qualities: firmness, flexibility of thinking, erudition, the gift of foresight.

Thus, the situational approach allows you to use the manager's potential in non-standard situations.

Quantitative approach(1950 - to the present), based on economic and mathematical methods, allowed the achievements of mathematics, statistics, a number of engineering sciences to make a significant contribution to management theory. We can say that this was the first attempt to use the scientific and technical potential in relation to management. A feature of this approach to management is the study of symbols, models and quantitative values in order to optimize production processes. The disadvantage of this approach, in our opinion, can be considered that it involves the use of the achievements of the technical potential in isolation from the personnel. That is, about which V.I. Bovykin "quantitative methods turn out to be ineffective and useless if the employees of the organization are not interested in their implementation ...".

Somewhat apart in the number of scientific directions and concepts considered by the author is command and control, which is the most a prime example uncontrollability and unpredictability of informal behavior social environment through organizational and technical relations between workers and administration. The application of this system has found wide distribution in the conditions of a state-monopoly planned economy.

Since the 1980s, unfavorable economic conditions have forced many companies to reduce the scale of their operations and lay off workers. The ability of an organization to effectively manage mass layoffs has become one of the critical competencies. The human resources departments were actively involved in the employment and retraining of the released workers and maintaining the morale of those who remained in the organization. Human resource planning has become more pragmatic, methods such as "3/4" have become widespread, when an organization hires only 75% of the workers it needs in order to protect itself from a reduction in demand. The scale of part-time employment has expanded significantly, and the principle of "one organization for the whole working life" has been sharply attacked. The sphere of "outsourcing" has grown sharply, that is, the transfer of functions that were previously implemented within the company to external contractors.

The 1990s also saw significant changes in the priorities of human resource management, associated with the acceleration of technological progress, the globalization of the economy and increased competition in all sectors of life. Simultaneously with the development of these tendencies, there was a further weakening of the influence of trade unions, primarily in North America and Japan, the degree state regulation economy and relations between workers and employers, there have been reforms to liberalize social insurance and security systems. The traditional model of labor relations has undergone a significant adjustment - today neither employers nor employees consider their union as "marriage from crown to grave", i.e. from graduation to retirement. At the same time, leaders of organizations see their employees, their ability to learn new knowledge and skills, as the main source of sustainable competitive advantage. In turn, employees who no longer expect lifetime job security require organizations to maintain their competitiveness in the labor market through professional development. In such conditions, the following tasks became a priority for HR specialists:

Ensure that the skills of employees meet the stringent requirements of today's economy, where basic skills become obsolete every three to five years;

Tightly control the ever-rising labor costs in developed countries while maintaining the competitiveness of individual compensation packages;

Find ways to support and enhance the sense of belonging of the organization for employees who no longer need to come to the office, since they can work from home, communicating with outside world using electronic means of communication;

Determine how multinational corporations can combine the advantages of locating production in countries with cheap labor with their moral obligation to provide employment for the population of their own countries;

Observe not only the letter labor law, but also a wider range of moral and ethical norms that were previously considered independent of labor relations, ranging from the fight against discrimination to a healthy lifestyle.

A distinctive feature of the late 1990s and the beginning of the new century was the large and ever-increasing proportion of temporary workers in most Western companies. This is partly due to the strict labor legislation of most developed countries, which requires compliance with strict and expensive procedures when hiring and firing permanent employees, and partly stems from the requirements of financial management, seeking to minimize all categories of company obligations in order to reduce risks (all the same rule 3 /four). Given that the cost of labor is one of the main items of expenditure (and is increasingly gravitating towards the category of fixed costs due to the inflexibility of labor legislation and "moral" obligations to the dismissed), corporations are increasingly striving to move the payroll into the category of variable costs indexed to the market conjuncture.

Theories of personnel management (classical theories, human relations theories, human resource theories, modern theories)

The formation of the science of personnel management began along with the formation of management theory as a science, which happened more than a hundred years ago, at the very beginning of the period industrial revolution, then the management of the organization and the management of its personnel did not differ. Moreover, the key problems of management science related to personnel management. In other words, the theory and practice of personnel management were the basis of management as a science.

Currently scientific direction"Personnel management" is formed at the intersection of sciences: theory and organization of management, psychology, sociology, conflictology, ethics, labor economics, labor law, political science and a number of others. Due to the fact that the theories of personnel (human resources) management developed along with various management schools, the latter left their mark on the name of the former. For more than a century (the period of the industrial revolution), the role of a person in an organization has changed significantly, therefore, theories of personnel management have also developed and refined.

Currently, there are three groups of theories: classical theories, theories of human relations and theories of human resources. Prominent representatives of classical theories are F. Taylor, A. Fayol, G. Emerson, L. Urwick, M. Weber, G. Ford, A. K. Gastev, P. M. Kerzhentsev and others. Representatives of the theory of human relations include: E. Mayo, C. Argeris, R. Leek.

Classical theories imply a techno-economic (technocratic) approach to enterprise personnel management, which is based on the scientific organization of labor introduced into management at the beginning of the 20th century. The main tasks of the management of companies were reduced to: strict control and supervision of employees; decomposing tasks into simple and understandable elements; rigid separation of managerial and executive functions, the use of an authoritarian leadership style; providing material incentives for employees; taking into account certain interests of employees and observing their rights.

In the first third of the XX century. the concepts of human resource management, in particular, the theory of the school of human relations, are developing that meet the requirements of the production and economic processes of companies. In these studies of the school of human relations, it was assumed that people strive to be useful and necessary to the organization, employees want to be recognized, appreciated, involved in the processes of its development. The main tasks of the management were: creating such conditions under which each employee would be aware of his usefulness, providing a certain freedom and independence in work, the interaction of the manager with subordinates and the participation of the latter in solving simple problems of the company, the formation of a sense of significance of the staff.

In the second half of the 20th century, modern theories appeared, each of which in its own way tried to explain this complex view management activities. The whole set of new concepts of personnel management can be combined into another approach theoretical research in this area - humanistic. This approach contains such theories as human resource management, human capital theory, etc.

The concept of human resources implies that personnel is as important a production resource as financial, material, technological and other resources involved in the production process, and, therefore, an enterprise (organization) in the process of its development can either accumulate or reduce this type resource. According to the theory, human capital is the stock of knowledge, skills, and motivations available to each employee. Investments of human potential can be: education, professional experience, health protection, geographical mobility, information.

Human resource theories are state of the art. It can be seen from the data presented that as theories develop, they become more and more humane. Let's take a closer look in Table 1.1.

Table 1.1. Management theories of the role of a person in an organization

Name of theories	Postulates of theories	Tasks of the head of organizations	Expected results
Classical theories	Work for the majority of individuals does not bring satisfaction. What they do is less important to them than what they earn in doing so. There are few individuals who are willing or able to do work that requires creativity, independence, initiative, or self-control.	The main task of the leader is strict control and supervision of subordinates. He must decompose tasks into easily digestible, simple and repetitive operations, develop simple labor procedures and put them into practice.	Individuals can transfer their work, provided that an appropriate wage is fixed and if the manager is fair. If tasks are in sufficient simplified, and individuals will be under strict control, then they will be able to PERFORM the fixed norms of production
Theories of human relations	Individuals strive to be useful and significant, they feel the desire to be integrated into a common cause and recognized as individuals. These needs are more important in motivation and motivation to work than the level of wages.	The main task of the leader is to make every worker feel useful and necessary. He must inform his subordinates, as well as take into account their proposals aimed at improving the plans of the organization. The leader must provide his subordinates with a certain independence, which implies personal self-control over the execution of routine operations.	The fact of exchanging information with subordinates and their participation in routine decisions allows the leader to satisfy their basic needs for interaction and a sense of self-worth. The ability to satisfy these needs raises the spirit of subordinates and reduces the desire to oppose official authorities, i.e., subordinates will be more willing to communicate with leaders
Theories of human resources	Work for the majority of individuals gives satisfaction. Individuals strive to contribute to the realization of the goals they understand, in the development of which they themselves participate. Most individuals are responsible, capable of independence, creativity, personal self-control even more than the place occupied by the individual in the hierarchy requires.	The main task of the manager is a more rational use of human resources. He must create an environment in the team in which each person can show his abilities to the maximum. The leader promotes the participation of everyone in solving important problems, constantly expanding the independence and self-control of his subordinates.	The expansion of influence on the course of production, the independence and self-control of subordinates will entail a direct increase in production efficiency. As a result, the resulting job satisfaction may increase, as subordinates make the most of their own capabilities.

The entire history of personnel management as a branch of science was the basis for the formation of the science of management and is considered by us as a way to establish the independent status of this scientific direction.

The theory of "scientific management" is based on minimizing capital investments in employees, i.e. bringing to naught the dependence of technological processes on the subjective human factor, on the attitude to work and the quality of work of workers.
This theory laid the foundation for the so-called technocratic human resource management, the features of which were the focus on the individual worker, the selection and training of workers, the introduction of the division of labor, including in management activities, the formation of specialized personnel units (groups of workers).
Human resource management is characterized by the following features:
1) individual responsibility of each employee of the organization for the performance of official duties and production tasks;
2) rigid division of labor and spheres of activity. At the same time, managerial employees are fully responsible for planning, organizing labor and production, and the effectiveness of control;
3) priority of individual forms of organization and stimulation of labor;
4) designing rational methods and methods of work according to the criterion of minimizing the time for their implementation;
5) labor rationing;
6) the predominance of economic incentives (wages and wage increases for overfulfillment of production standards) over all its other types;
7) predominantly authoritarian style of human resource management.
Scientific management also advocated separating the managerial functions of analysis, deliberation, and planning from the actual execution of tasks. It was recognized for the first time that management jobs were a specialty, and that the organization as a whole would benefit if each group of workers focused on what they did best, provided that the organization of production adapted to the normal conditions for the workers.
rationalization theory provided, firstly, the unilateral influence of the control system on the worker, i.e. unquestioning obedience to the manager, and, secondly, the assignment to the worker of the task, in which the labor process was described in detail. This approach speaks of ignoring the worker as a person, as well as the lack of consideration of the motives of the behavior of groups and the psychology of the worker. Man was considered an appendage of the machine.
Within the framework of this theory, F. Taylor developed two concepts.
The first is the concept of the "achieving worker". Its essence was that a person must be entrusted with a task that would require maximum effort, but not harm health.
The second is the concept of the “achieving leader”. It consists in replacing one foreman, who is responsible for everyone in the workshop, with a “functional administration”, consisting of highly specialized specialists - instructors, who provided the worker with everything necessary in advance.
Theory of labor attitudes. The author of this theory is A.K. Gastev. He believed that all work in the field of scientific organization of labor and management should begin with an individual, whoever he may be - a leader or an ordinary performer.
A.K. Gastev and his collaborators developed the concept of labor movements and the concept of "narrow base".
The concept of labor installations contained the foundations of cybernetics, engineering psychology and ergonomics. The constituent elements of this concept were: the theory of labor movements in the production process; organization of a workplace “in any unsettled corner of Russia”; a method of rational production training, which made it possible to reduce the training period for highly qualified workers from 3–4 years to 3–4 months.
The essence of the “narrow base” concept was that “the worker who operates the machine is the director of the enterprise, which is known by the name of the machine”, and the patterns of management of the latter can be extended not only to the enterprise, but also to the state as a whole. These patterns, as noted by A.K. Gastev, act in the following order: calculation - installation - processing - control - accounting - systematics - calculation. He extended this "formula" to the management of both things and people, because he believed that, like the operations performed with the help of equipment, the work of any worker can be decomposed into these kinds of elements that can be easily regulated.
This specialist instructor should be not only a technical specialist, but also a “social manager”. Taylor noted that "before the administration requires from subordinates" good "work - she herself must work twice as well."
Human resource management theory. The development of industry in the first quarter of the XX century. predetermined the further development of control theory. During this period, A. Fayol singled out the sphere of activity of the administration in the form of six areas:
1) technical (technological) activity;
2) commercial activities (purchase of raw materials, sale and exchange of goods);
3) financial activity (search for investments and their effective use);
4) protective activity (protection of the property and personality of the employee);
5) accounting (accounting) activities (balance sheets, inventory, costs, statistics);
6) administration (impact only on employees in the course of their work).
A. Fayol developed the foundations functional management("controls"). According to his concept, “management means to foresee, organize, dispose, coordinate, control”. He considered management (administration) as a set of rules and techniques aimed at implementing the most effective entrepreneurial activity with optimal use of the company's resources and capabilities.
The main contribution of A. Fayol to the theory of management was his consideration of management as a universal process consisting of several interrelated functions. His ideas about the relationship between the managerial functions of foresight, organization of management (“the art of managing people”), coordination (“coordination of actions, confluence of efforts”) and control (“checking the implementation of programs, implementation of orders”) confirm their effectiveness at the present time. In his writings, he laid the foundations for the methodology of human resource management, one of the first to classify the personnel of an industrial enterprise with the help of special “settings” developed by him in order to highlight priorities for each classification group of workers. According to the ideas of A. Fayol, as you move up the hierarchy, "the relative importance of the administrative" installation "increases, while the relative importance of the technical" installation "decreases."
The theory of bureaucratic management. This theory belongs to the classical one, its author is Max Weber. This personnel management was intended to be applied in rigid hierarchies. public institutions(in the image of military organizations). The leading rule in classical management was the desire to rationalize production and management processes. Such rationalization meant: strengthening the functional division of labor; improvement of organizational structures of management; clear regulation of the activities of managers and employees subordinate to them; certainty in rights and obligations; priority of professionalism and practical experience in career growth. It follows from this that functional connections and relationships within the framework of personnel management procedures are distinguished by pronounced linearity and a strict job hierarchy.
It is important to note that the organizational solutions of classical human resource management were aimed not so much at increasing the pace of labor activity as at reducing unproductive activities, elimination of irrational methods and methods of work. The tightening of labor processes without proper decisions regarding the regimes of work and rest of workers, with increased administrative “pressure” in the form of strict control and suppression of violations of production regulations, contributed to an increase in staff turnover, a decrease in labor intensification and efficiency.
Theory of human relations. The authors of this theory are E. Mayo, M.P. Follett, C.I. Bernard, B.S. Rowntree and others. They substantiated psychological methods for increasing labor productivity, improving the social atmosphere at enterprises, and smoothing out conflicts between ordinary workers and the administration. They took into account that the worker is an individual and not "part of a production line."
The authors of this theory believed that if management takes great care of its employees, then the level of employee satisfaction should increase, and this, in turn, will lead to an increase in productivity. They recommended the use of human relations management techniques, including effective management action, consultation with workers, and providing them with greater opportunities for communication in the enterprise.
An example of such research is the theoretical and practical developments of Ch.I. Bernard. From the standpoint of a systematic approach, he assessed the prospects for the spread of small groups in production. Thus, under certain conditions, small groups strengthen the social structure of the organization and increase productivity based on the potential for cohesion. He distinguished formal and informal organizations in social structure production. At the same time, he emphasized that the presence of informal organizations, interactions, connections in the team is necessary condition for the normal operation of formal structures, effective cooperation and interaction between managerial and production personnel. Back in the 30s. 20th century E. Mayo proved that people tend to limit their productivity and even lose wages in order to earn the approval of work colleagues.
The salient features of human relations theory are:
. increasing attention to the social, group needs of the employee;
. combination of formal and informal power structures;
. narrow specialization based on the equipment of workplaces;
. wide participation of ordinary workers in management;
. introduction of new forms of labor organization that increase motivation and job satisfaction;
. increasing the role of the small group and solidarity.
Human Relations Management Theory is defined as “getting work done with the help of other people”.
Behavior Theory in Human Resource Management. The development of the sciences of psychology and sociology has made the study of worker behavior in the workplace more strictly scientific. K. Arjiri, R. Likert, D. McGregor, F. Herzberg and others made a great contribution to the development of the behavioral direction. The goal of the scientists was to identify the dependence of the effectiveness of an organization on improving the efficiency of its human resources. The postulate of the theory was as follows: the correct application of the science of behavior will increase the efficiency of both the individual worker and the organization as a whole. It follows that the object of the study was the methodology of increasing the efficiency of an individual worker through social interaction, motivation, power and authority, organizational structure, communications in organizations, leadership and solving other problems.
Theory of Quantitative Approach in human resource management is characterized by the replacement of verbal reasoning and descriptive analysis with models, symbols and quantitative methods (meanings). The basis for the application of quantitative management methods was the development and introduction of computer technology. Computers have allowed both researchers and managers to construct mathematical models of varying complexity that are sufficiently close to reality in the control system.
Theory of the process approach in management. Human resource management is seen as a process, since the work to achieve goals with the help of other people is a series of continuous interrelated actions. These activities, in turn, are processes that are essential to the success of the organization and are called managerial functions. The sum of all functions is the control process.
AT general view the management process consists of the functions of planning, organizing, stimulating, motivating and controlling. These functions are united by the connecting processes of communication and management decision making. Leadership in this theory is seen as an independent activity. It implies the possibility of such an influence on individual workers, groups and collectives, so that they work towards achieving the goals of the organization.
Theory of a systematic approach to management. Application of systems theory in human resource management since the 1950s was a major contribution to the science of management. One of the founders of systems theory is G. Bertalanffy.
A systems approach is a way of thinking in relation to organization and management.
The system, according to the definition of G. Bertalanffy, is a certain integrity, consisting of interconnected parts, each of which contributes to the whole.
All organizations are systems. Parts of systems are called subsystems. In an organization, subsystems are various departments, levels of management, social and technical components.
The essence of the system approach theory is as follows.
1. The organization receives information, capital, material, human resources from the external environment. These elements (components) are called inputs.
2. In the course of its activities, the organization processes these inputs, converting them into services, goods, products. These actions are called transformation.
3. During the transformation process, the added value of inputs (goods) is generated. As a result, profits appear, production and sales volumes increase, and the organization grows. These processes are called outputs.
Thus, systems theory includes in its ontological concept the most important properties, which, at the highest levels of complexity and rigid structural dissection, retain such a “tenacious” connection of their subsystems and elements, which is stronger than their connections with the external environment, which provides the system with the possibility of self-preservation, self-improvement, self-development with unchanged qualitative certainty.
Theory of situational approach in management. A feature of this approach in human resource management is the situation, i.e. a specific set of circumstances that affect an entity in a particular period.
The situational approach involves highlighting situational differences between organizations and within organizations themselves. Using this approach, leaders and managers determine which techniques will best contribute to the achievement of the organization's goals in specific situation.
In connection with this approach, management as a science can be considered from different points of view:
1) as a management organization of a firm (enterprise, institution) that carries out any type of entrepreneurial activity aimed at making a profit;
2) as a management body that consciously plans, coordinates and directs its actions to achieve goals;
3) as the levels of the administrative apparatus, i.e. hierarchy of the control system;
4) as a process of making managerial decisions. Any management decision is the result of feedback from the elements of the external environment.
Theory of innovative approach in management was most widespread in the 90s. 20th century This theory is characterized by an orientation towards the constant updating of innovative models of goods and products. This group of goods is characterized by high properties not yet known to consumers.
For new products, a number of innovative features are distinguished: first, the creation of a new product that requires the use of new technologies; secondly, the use of new, higher quality raw materials; thirdly, the formation of new, more rational organizational management structures; fourthly, the development of new markets for the means of production, labor and capital. This approach required the development and implementation of new methods of managing people, ensuring that the interests of entrepreneurs and employees are taken into account. Innovative approaches to human resource management began to contribute to the realization of the creative potential of employees in the interests of the organization.
Theory of Management by Objectives- industry management: financial, human resource, project, marketing management, focused on innovation and international processes, including the "synthesis" of people's activities and high (nano) technologies, participation of employees in management and profits, strengthening the international character of management.
The main idea of the theory of management by goals (2000s) is the structuring and deployment of goals, followed by the design of an organization system, stimulating and motivating their achievement.
The theory of management by goals involves the transformation (transformation) of the global goal of the organization for a specific performance level in accordance with the management functions performed: planning, organization, analysis, accounting, etc. At the same time, the maximum effect can be obtained only if clear, clear and achievable in accordance with the level of competence of each employee goals.
Information approach theory in management actively began to take shape since the 1990s. Informatization of society, firms, organizations is based on the use of information technologies, which are a necessary condition for scientific, technical, technological, political, social, cultural and economic development society.
Causes rapid development informatization processes were: firstly, the complication of socio-economic and technical and technological processes as a result of an increase in the range, scale and pace of social production, deepening the processes of specialization and division of labor; secondly, the need to promptly and adequately respond to emerging changes in world development, characterized by such features as complexity, mobility, uncertainty, interconnectedness and interdependence.
The creation of a single information space requires the development of information technologies, which will manifest themselves in the synergistic effect of the intellectual base, and the provision of its technical base.
In human resource management, those organizations, firms and states that more quickly and efficiently provide orientation and training of their employees to master the latest information technologies within their professional functions receive priority both in the domestic and global markets.
The theory of "organizational development" in human resource management formed on the basis system analysis, situational and behavioral approaches to the organization of production. In this theory, the employee is considered not as a person, but as component(element) of the system.
"Organizational development" is a system of continuous activities to improve management and increase the efficiency of the organization as a whole. Such activities of managers and management bodies should be comprehensive and long-term. At the same time, the main principle of "organizational development" is the integration of the personal needs of employees with the goals and objectives of the organization, firm, corporation.