Personnel management theories (classical theories, theories of human relations, theories of human resources, 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 were 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, conflict management, ethics, labor economics, labor law, political science and a number of others. Due to the fact that the theory of personnel management ( by human resourses) developed together with various schools of government, the latter left an imprint on the name of the first. 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 been developed and refined.
Currently, three groups of theories are distinguished: classical theories, theories of human relations and theories of human resources. Prominent representatives of classical theories - F. Taylor, A. Fayol, G. Emerson, L. Urvik, M. Weber, G. Ford, A. K. Gastev, P. M. Kerzhentsev and others. Representatives of the theory of human relations include: E. Mayo, K. Argeris, R. Leek.
Classical theories imply a techno-economic (technocratic) approach to personnel management of enterprises, which is based on the scientific organization of labor, introduced into management at the beginning of the 20th century. The main tasks of the company management were reduced to: strict control and supervision of employees; decomposition of tasks into simple and understandable elements; strict separation of managerial and executive functions, the use of an authoritarian leadership style; providing material incentives for employees; consideration of some of the interests of employees and the observance of 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 being developed 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 needed by the organization, employees want to be recognized, appreciated, and involved in the processes of its development. The main tasks of the management were: creating conditions under which each employee would be aware of his usefulness, granting a certain freedom and independence in work, interaction between the manager and subordinates and the latter's participation in solving simple problems of the company, forming a sense of the importance of personnel.
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 of theoretical research in this area - humanistic. This approach contains theories such as human resource management, human capital theory, etc.
The concept of human resources implies that personnel is the same important 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, motivations available to each employee. Investments of human potential can be: education, professional experience, health protection, geographical mobility, information.
Human resource theories are modern. From the data presented it is clear that as theories develop, they become more and more humane. Consider in more detail in table 1.1.
Table 1.1. Management theory of the human role in an organization
|
Name of theories |
Postulates of theories |
Tasks of the head of organizations |
Expected results |
|
|
Classical theories |
Labor for most individuals does not bring satisfaction. What they do is less important to them than what they earn at the same time. There are few individuals who want or can do work that requires creativity, independence, initiative or self-control. |
The main task of the head 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 labor, provided that an appropriate wage is established and if the manager is fair. If the tasks are in enough simplified, and individuals will be under strict control, then they are able to PERFORM the fixed production standards |
|
|
Human relations theories |
Individuals strive to be useful and significant, they want 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 wages |
The main task of the leader is to make every worker feel useful and needed. He must inform his subordinates, as well as take into account their proposals aimed at improving the plans of the organization. The leader should 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 manager to meet their basic needs for interaction and a sense of their own worth. The ability to meet these needs raises the spirit of subordinates and reduces the desire to oppose the official authorities, that is, subordinates will be more willing to communicate with leaders |
|
|
Human Resource Theories |
Labor is satisfying for most individuals. Individuals strive to contribute to the realization of goals that 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 a manager is a more rational use of human resources. He must, in a team, create an environment in which each person can show their 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 |
Expansion of influence on the course of production, independence and self-control of subordinates will entail a direct increase in production efficiency. As a result, the satisfaction with work can increase, since 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 personnel management process includes the following main areas of activity
1) Personnel planning, carried out taking into account the needs of the organization and external conditions
2) Search and selection of personnel
3) adaptation of new employees
9. =/=/=/=/=/=/=/=
1) Analysis of work and labor rationing.
2) Labor incentive system.
3) Development training, which is designed to increase the potential of employees, their contribution to the achievement of the organization's goal.
10. =/=/=/=/=/=/=/=
1) Evaluation of performance, comparison of work results with existing standards or goals set for specific job positions.
2) Intra-organizational movements of employees, promotions and demotions, transfers reflecting the value of employees to the organization.
3) Formation and maintenance of organizational culture, traditions, orders, norms, rules, standards, and values that ensure the effective functioning of the organization.
11. Management as a specific type of social activity is based on financial target and material resources and includes three areas:
1) Planning (Determining the goals and objectives of the enterprise, ways of implementation)
2) Organization that streamlines and regulates the activities of people.
3) Personnel management.
12. The system of flexible entrepreneurial management in society, aimed at effective regulation of social. positions of all participants public life, to ensure a civilized existence is called SOCIAL WORK MANAGEMENT.
13. Social workers, employees of social services and institutions. protection, the whole system of protection that develops between people in the provision of social services. assistance to the population - OBJECT OF MANAGEMENT
14. Leadership staff of services and institutions of social. protection, the control bodies formed by them, endowed with management functions - THE SUBJECT OF CONTROL
15. Types of activities of management bodies and officials with the help of which they influence the controlled object - CONTROL FUNCTION
16. The first mention of the social. work as such refers to 1750 BC (Babylon)
18. As a basis for the classification I took the time factor and functions in its classification are presented as successive stages: foresight, organization, management, coordination, control - FIOL.
19. Representatives of the classical theories of personnel management are:
3) WEBER (WEBER)
20. Representatives of theories of human relations are:
2) ARJERIS
21.=/=/=/=/=/=/=
1) HERZBERG
23. =/=/=/=/=/=/=
1) HERZBERG
3) MACGREGOR
24. Developing true scientific foundations of production, scientific selection of workers, scientific friendly cooperation between management and workers, education and training - these are the four great basic principles of management developed by Taylor.
25. Allocated 14 management principles: division of labor, power, discipline, unity of management, unity of leadership, subordination of private interests to the general, remuneration, centralization, hierarchy, order, fairness, constancy of staff, initiative, unity of personnel - FIOL.
26. The theory of activity motivation based on the classification of human needs was developed by OIL.
27. Personnel management functions:
1) Planning
2) Determination of methods of regulation (attraction of personnel)
28.=/=/=/=/=/=/=
1) Recruiting, selecting, evaluating and hiring employees.
2) Adaptation, training and professional development of employees.
29. There are 3 groups of personnel management methods:
1) Administrative
2) Economic
3) Socio-psychological
30. Methods of management based on relationships in the one-man management of discipline and responsibility relate to ADMINISTRATIVE.
31. Management methods based on the action of economic mechanisms of motivation, stimulation of active production activities are ECONOMIC.
32. Management methods based on the use of social. mechanism of government (system of collective relationships, social. needs) are SOCIAL - PSYCHOLOGICAL.
33. Functions of three-tier personnel management:
1) Advance control
3) Final control
34. Goal setting, forecasting, planning- PRELIMINARY CONTROL.
35. Organization, coordination of leadership, motivation - OPERATIONAL CONTROL.
36. Control, accounting, analysis- FINAL MANAGEMENT.
37. Organizational interactions aimed at organizing the production and management process include:
1) Organizational regulation,
2) Organizational regulation,
3) Organizational - methodical instruction.
38. Soc. work as a form of professional social social and political activities include:
1) Assistance in creating normative conditions for every person in society
2) Identifying social problems
3) Prevention, elimination and mitigation of personal and social conflicts.
39. =/=/=/=/=/=/=
1) Development of communication skills, independence and tolerance.
2) Search and development of sources of help
3) Identification and consideration of the abilities of a person with disabilities.
40. Scientists theorists and practitioners in the field of personnel management:
1) 4 principles of personnel management - TAYLOR
2) 14 principles of personnel management - FIOL
3) the principle of competence, interest - FORD.
41. All the various interpretations of the definition of the concept of personnel management can be combined into several groups:
1) Motivational definition
2) Descriptive
3) Teleological
4) Descriptive - teleological
42. The definition of "Personnel management" is a continuous process aimed at targeted change, motivating people to get the most out of them, and, consequently, the highest end results - MATIVATIONAL DEFINITIONS
44. The definition of "Personnel management" is an independent type of activity of managers, the main goal of which is to increase the productive creative output and activity of personnel, focus on reducing the proportion and number of production and managerial workers, develop and implement a policy for the selection and placement of personnel, develop admission rules and layoffs of personnel, training and advanced training of personnel - DESCRIPTIVE
46. The definition of "Personnel management" is a set of management measures to ensure that the quantitative and qualitative characteristics of personnel, the focus of their labor behavior, the goals and objectives of the enterprise - TELEOLOGICAL DEFINITIONS
1) Kibanov
2) Zakharov
48. The definition of "Economics of personnel" is a field of activity characteristic of all organizations, its main task is to provide the organization with personnel and the purposeful use of personnel - DESCRIPTIVE - TELEOLOGICAL
50. The authors of the statement Human resource management is an activity performed in enterprises that contributes to the most effective use of people to achieve organizational and personal goals are:
2) Lobanov
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In the process approach, management is considered not as isolated actions, but as a single process of influencing the organization and its personnel.
The systematic approach considers all issues and phenomena in the form
certain integral systems with new qualities and functions that are not inherent in its constituent elements.
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 should take center stage.
Development of system and situational approaches conditioned
the emergence of a fundamentally new concept of personnel management -
theory of human resources.
The specificity of human resources, in contrast to all other types of resources (material, financial, informational, etc.), is as follows:
1.people are endowed with intelligence, therefore, their reaction to external influence(control) emotionally meaningful, not mechanical;
the process of interaction between subjects and objects of management is two-way;
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 putting in front of
certain goals.
Human resources are the specific wealth of any organization. In the 70s. XX century departments of personnel and personnel management in many foreign companies have been transformed into departments of human resources, where, along with traditional functions (hiring, recruiting, training, business
assessment, etc.) began to perform the functions of strategic human resource management, the formation of personnel policy, the development of personnel development programs, planning the need for human resources, etc.
Human resource management presupposes a strong and adaptive corporate culture encouraging an atmosphere of mutual responsibility among employees, orientation towards organizational innovations and open discussion of problems.
By implementing human resource management technology, an organization
proceeds from the fact that if it invests enough funds in human resources, then
it has the right to demand loyalty and a responsible attitude to work from its employees. Such a personnel policy is the basis for the implementation of a successful, competitive strategy, is based on mutual consideration of the interests of managers and staff and their mutual responsibility, opens up the opportunity for employees to accept management decisions, conducting mutual consultations, providing access to information about the affairs of the organization, etc.
At the same time, the technology of human resource management cannot pretend to be a kind of panacea for solving all the problems that a manager faces in working with personnel.
Analyzing the stated theories of personnel management, one can generalize the existing points of view.
Many publications reflect two poles of views on the role of a person in social production:
1. Man as a resource of the production system (labor, human, human) is an important element of the production and management process.
2. Man as a person with needs, motives, values,
relations - the main subject of management.
Personnel management is a specific area of management activity, the main object of which is professional capabilities person.
Personnel management concepts should not only be based on certain philosophical, socialist, pedagogical, psychological views of a person in an organization, but also indicate the appropriate social mechanism that would transform
declared into reality and provided a person with conditions for free use and disposal of his abilities.
The concept of human resources is, above all, practical concept, which appeared in response to changes in conditions economic activity corporations in the production, technical, socio-economic spheres. The manifestation of these changes was the increased role of the labor force in production. The decisive factor of competitiveness in many industries is the availability of qualified labor force(from top managers to operators), the level of her motivation, organizational forms and other circumstances that determine the effectiveness of the use of personnel. American experts refer most often to this factor and in
explaining the reasons for the success of Japanese monopolies. "The main advantage of Japan," writes researcher B. Bruce-Briggs, "is that it has a good, cheap labor force." As a result, the traditional approach to
work with personnel, based on "minimizing costs" for it, during
many corporations have found insolvency.
Human resources (HR) are a collection of different
qualities of people that determine their present or future
ability to work for the production of material and spiritual benefits, and
are a general indicator of development social production... At the same time, human resources of an organization, region, industry, country and levels of their management are distinguished.
Personnel as an object of development - the personnel (or part of it) of an institution, enterprise, organization, representing a group of
professional or other characteristics. Personnel development management is provided directly by the management staff, who
often referred to as HR managers. Management has different definitions(way of communicating with people; power and art of management; administrative skills; governing body). However, despite the difference in wording, they are based on the achievement of goals from the use of
methods proposed by management.
Human resource management at the strategic level of the management hierarchy - management labor resources, employment, personnel, and at the enterprise level in order to develop it - a set of individual, subjective, personal qualities of personnel, which determine the ability to work for the production of material and spiritual benefits.
A person is the main value of society and the most important resource of an organization. The human factor (PF) "lies" in the highly professional staff potential of the organization's personnel and management activities
managers organizing its use. The nature of the origin of the Black Sea Fleet is determined by the presence in a person of psychophysiological reserves inherent in him in the process historical development.
A person motivated for highly productive activity, placed in conditions that stimulate his intellectual or physical work, is able to increase its potential many times over.
The human factor appears in labor activity when taking into account the recommendations of social psychology, i.e. in the process of forming groups, collectives, teams. At the heart of the manifestation of the Black Sea Fleet is a systemic
(synergistic) effect arising from taking into account the peculiarities of joint labor activity (functional, role structure, group dynamics, etc.). Of particular note is the manifestation of the Black Sea Fleet in
the phenomenon of self-organization in socio-economic systems, where centralism and democracy in management are combined. In this case, the Black Sea Fleet has a specific effect: not so much through quantitative indicators, but through relationships, that is, through the formation of a new quality. The implementation of these relations is based on a new management paradigm with a synergistic worldview.
Human Resource Management System
Human resource management is a complex system that includes interconnected structures and subsystems for the creation, use and development of labor resources.
The objectives of the human resource formation management subsystem are as follows:
1.providing the enterprise with appropriate personnel;
2. creation of conditions for maximum realization of the employees' abilities.
The tasks of the subsystem for managing the formation of human resources are:
1. forecasting and planning the need for workers;
2. analysis of supply and demand in the labor market;
3. attraction, selection and selection of personnel;
4. raising the efficiency of the work performed;
5. improving the quality of the activities of employees and the organization as a whole;
6. constant growth in the standard of living of employees.
The essence of the control subsystem is to develop a target
development programs. Such a program covers all personnel and is an integral part of the organization's development program.
The main guarantee of achieving the goals facing the organization is the effective use of the resources at its disposal, including human resources. This can be achieved by bringing employees' production goals closer to
corporate goals.
The manager must be guided by a number of conditions for successful human resource management. These include:
1. the validity, clarity and reality of the goals set;
2. an integrated approach to the analysis of human resource management;
3. the interconnectedness of the various stages of the organization's work;
4. endowment with types of resources;
5. correspondence of the level of qualifications and professionalism of employees to the work performed;
6. control by the head over the implementation of the strategic plan;
7.implementation and use modern technologies;
8. correct delegation of authority;
9. creation of more flexible working conditions.
The following factors are highlighted to assess the professionalism of human resource management:
1. professional training of employees;
2.competence and motivation professional activity;
3. organizational environment for the implementation of professionalism.
Currently, the question of improving the system
training leaders, creating conditions for the manifestation
professionalism
Human Resource Management (HRM, or HRM - from the English.
human resources management. - Approx. per.) represents the human aspect of enterprise management and the relationship of workers 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 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. relating to staffing the enterprise, identifying and meeting the needs of workers and practical rules and the procedures that govern the relationship between the organization and its employee. Next, we will look at the differences between human resource management and human resource management.
Human Resource Management Objectives
Human resource management is the design of formal
organizational systems that ensure effective use human knowledge, skills and talents to achieve organizational goals. Human resources are the totality of knowledge, experience, skills, abilities, contacts and wisdom of people working in an organization.
The ultimate goal of PD control coincides with the ultimate goal organizations in
the whole. This is to ensure stable functioning and sustainable
development of the organization in the long term. The immediate goal of the Czech Republic management is to provide the enterprise the necessary staff, creation of a cohesive, efficiently working team capable of achieving the planned goals.
Let us note the stages of HR management:
1. HR planning - developing a plan to meet the future
needs for human resources.
2. Recruitment - creating a pool of potential candidates for all positions.
3. Selection - evaluation of candidates for jobs and selection of the best from the pool created during the recruitment.
4. Determination of wages and additional benefits in order to
attraction, recruitment, motivation and retention necessary workers.
5. Vocational guidance and social adaptation- the introduction of hired workers into the organization, the development of their understanding of what the organization expects from them and what kind of work it receives recognition.
6. Training - developing and implementing programs of training the work skills necessary for effective work performance.
7. Evaluation of work activity - development of methods for evaluating activities and bringing them to the employee.
8. Promotion, demotion, transfer, dismissal - development of methods for moving employees to positions with more or less responsibility, the development of their professional experience through rotation.
9. Leadership training, career management - development of programs aimed at developing the abilities and increasing the efficiency of managers.
Royal Institute of Management, Economics and Sociology
Department of Management
TEST
in the discipline "Personnel Management"
on the topic:
Evolution of the concepts of "human resource management"
I've done the work:
student of group GZ-05
Potapova Galina Ivanovna
Checked the work:
Teacher
Luchitskaya L.B.
| Completion date |
| Protection date |
| Grade |
Introduction …………………………………………………………………… .... 2-3
1. Classical control theories ……………………………………… ......... 4
1.1 School of Science Management ………………………………………… ... 4-7
1.2 Administrative school ………………………………………… ..7-10
2. Theories of human relations ……………………………………… ..10-16
3. Theories of human resources ………………………………………… ..16-19
Conclusion ……………………………………………………………… ........ 20
References ………………………………………………………… ... 21
Appendix ………………………………………………………………… ... 22
Introduction
The modern stage of development of all countries of the world, including Russia, is characterized as a transitional one from the industrial era to the post-industrial one, when instead of the limited concept of economic growth, new approaches in the economy are proposed - organizational, social, psychological, etc., in which a person is considered in the totality of his qualitative characteristics ...
The main part of a person's life takes place in organized labor activity. In this situation, the management of the organization's personnel becomes especially significant, since it has a direct impact on the processes of formation and development of the personal potential of employees, provides it professional implementation, adaptation to external and internal conditions of the production environment.
The human resources of the organization set in motion, organize the interaction of all other resources, this is their key and strategic role. In the production system, all resources are interconnected, and only as a result of their interaction is economic efficiency achieved.
Until recently, the very concept of "personnel management" was absent in our management practice. True, the management system of each enterprise had a functional personnel management subsystem and social development collective, but most the scope of work on personnel management was carried out by line managers of departments.
The main structural unit personnel management is still the personnel department, which is entrusted with the functions of hiring and dismissing employees, as well as organizing their training, advanced training and retraining. To carry out the latter functions, training departments or technical training departments are often created.
Personnel management services, while they have a low organizational status, are professionally weak. As a result, they do not perform a number of tasks related to personnel management and ensuring the normative conditions for its work.
If earlier, under the conditions of the command-administrative system, these tasks were considered as secondary, then during the transition to the market they came to the fore, and every organization is interested in their solution.
The relevance of the work is due to the fact that the current situation in our country, the change in the economic and political systems at the same time carries both great opportunities and serious threats to each person, the stability of its existence, introduce a significant degree of uncertainty into the life of almost every person.
Personnel management in such a situation acquires special significance: it allows you to generalize and implement a whole range of issues of human adaptation to external conditions, taking into account the personal factor in building an organization's personnel management system.
Object of work: human resources;
Subject of work: a study of the main theories of "human resource management"
purpose of work: analysis of the evolution of the concepts of "human resource management"
Tasks: Analyze the main schools and theories of personnel management.
1. Classical control theories
1.1 School of Science Management
Until the beginning of the twentieth century, there was no unified management theory. Administrative work was more of an art based on intuition. Fast development new technologies, an increase in the scale of production raised the question of the need for the formation of scientific management methods, and these methods should have been aimed at solving specific problems, at developing practical recommendations... Therefore, the foundations of management were laid by people who know the technology of industrial enterprises and the specifics of the relationship between workers and managers.
The scientific foundations of production management were laid by the American engineer Frederick Taylor. Taylor carefully studied the simplest labor processes - the work of excavators, loading metal into carriages, laying bricks - and came to the conclusion that scientific management is a kind of labor-saving tool. He argued that instead of traditional practical methods work requires a scientific study of each individual element of the production process and Special attention it is necessary to pay to the qualifications of workers on the basis of scientifically developed criteria, their training.
Taylor called the system he created differently: "piece-rate system", "task-based worker management system." The main theoretical provisions of Taylor's concept are set forth in his works: Piecework System (1895), Factory Management (1903), Principles of Scientific Management (1911).
Taylor's main focus was on increasing labor productivity, since believed that an increase in labor productivity would bring prosperity to both owners and workers, and ineffective management systems were to blame for the fall in labor productivity. According to Taylor's concept, labor is divided into two components - executive (workers) and managerial (administration).
Taylor formulated two main tasks of management: ensuring the greatest prosperity of the entrepreneur and increasing the welfare of each employee. Taylor believed that with the help of an appropriate wage system, you can achieve maximum productivity. Another principle of the Taylor system was to proclaim the unity of the economic interests of workers and managers.
Taylor looked at the worker as a means of increasing labor productivity with the help of technical means (machinery, equipment). This is possible if technical means will fully meet the functional capabilities of the employee. Such correspondence can be achieved in two ways: either by adapting the technical means to the capabilities of the worker, or by matching the worker to the created machine. Taylor considered the second way to be the most correct.
Thus, the principles of Taylor's scientific management began to be applied in many areas of human activity. His developments contributed to the training of workers and their qualifications. Scientific and practical work Taylor were the basis for the organization of mass flow production, the creation of a conveyor.
Along with Taylor, a number of researchers from the first quarter of the twentieth century made a significant contribution to the development of ideas of scientific management. Well-known development of Frank Gilbert on the rationalization of labor for the purpose of implementation in practice best ways doing work. In particular, his developments to optimize the work of surgeons made it possible to significantly reduce the time of medical operations.
Among the well-known developments of the school of scientific management is the Gantt chart, developed by Henry Gantt. The introduction of the bonus system proposed by Gantt made it possible to increase labor productivity at a number of enterprises. Gantt considered the human factor as an incentive to improve production efficiency, but the worker, according to Gantt, should receive satisfaction from the work performed. Gantt believed that the time of forcing workers to work was a thing of the past, the main focus should now be on teaching workers new skills. Gantt dreamed of democracy in production, believed that of all management problems, the most important problem is the problem of the human factor.
G. Emerson made a great contribution to the development of the Taylor system. Emerson paid the main attention to theoretical questions of research of problems of labor organization. To do this, he divided the process of organizing labor into its component parts and carefully studied each of them. The analysis helped to formulate twelve principles of labor productivity in any field of activity.
Emerson paid special attention to the study of the staff principle in management. He developed Taylor's idea that the linear principle of building an organization should be complemented by the staff principle, since staff personnel have, in contrast to the line, more knowledge for making managerial decisions. Emerson formulated the provision that each hierarchical level of management is created to improve the service of a lower level, and not to ease the position of higher levels of management.
Henry Ford (1863-1947) continued the development of Taylor's ideas in the field of industrial organization. The basis of the automotive production Ford has put in the following principles: you should not be afraid of possible failures, because failures give you a reason to start again and smarter; you should not be afraid of competition and should not seek to harm the business and life of your competitor; profit should not be prioritized over work for the benefit of consumers; to produce does not mean to buy cheap and sell dear.
Ford replaced manual labor machines, i.e. took a further step in the development of the Taylor system. He formulated the basic principles of organizing production, including the division of labor, the use of special equipment, the placement of equipment in the course of the technological process, the regulated rhythm of production.
These principles allowed Ford to create in-line production that increases labor productivity without the intervention of a foreman. on a production line, the worker must adjust to the speed of the conveyor. The first assembly line was launched in 1913 and allowed Ford to dramatically raise labor productivity, reduce production costs and lay the foundation for a giant empire that still exists today.
The introduction of the ideas of scientific management into practice has made it possible to significantly increase labor productivity. At the same time, this led to an intensification of workers' labor, which increased tensions between workers and managers. In accordance with the ideas of scientific management, the remuneration of workers should correspond to the result obtained. However, due to the fact that the initial task in management was the task, its standardization and rationalization of operations for its implementation, and not the person performing the work, scientific management turned out to be not as effective as its developers expected. At the same time, such fundamental ideas of scientific management as standardization of work methods, selection, training of employees in work methods and the implementation of material incentives based on the results of work, have become firmly established in modern management.
1.2 Administrative school
At the beginning of the twentieth century, Europe put forward its prominent specialist, theorist and practice of management, Henri Fayol. Fayol in his research proceeded not from the American, but from the European, in particular, the French experience of organizing and managing production.
Fayolle's main focus was on the management process itself, which he saw as an administrative function designed to help administrative staff achieve the goals of the organization.
The main work of Fayol is his work "General and Industrial Management" (1916). Fayol's concept is based on the proposition that at any enterprise there are two organisms: material and social. The first includes labor itself, the means of labor and the objects of labor in their totality, and the second - the relations of people in the labor process. Fayol deliberately limited his research to the second "organism".
To manage, Fayol argued, means to lead an enterprise towards a goal, extracting opportunities from all available resources. Administration, according to Fayol, is a part of management, which includes six main groups of operations: technical, commercial, financial, security, accounting, and administrative. Fayol referred to the leadership of these six groups of operations as general management.
Fayolle focused on administrative operations, the content of which is the ability to manage personnel, while he recommended the use of sanctions as the main method of managerial influence.
According to Fayol, the success of management largely depends on the experience of the leader, his abilities and talent; the management process should be based on certain principles and rules.
In 1923 Fayolle defined the concept of "management": to manage - means to foresee, organize, dispose of, coordinate and control. Foresee - take into account the future and develop a program of action. Organize - build the material and social organism of the enterprise. Discipline - Forcing staff to work properly. Coordinate - connect, unite, harmonize all actions and efforts. Control - make sure that everything is done in accordance with the established rules and orders.
Fayol paid special attention to the development of basic, individual, psychological qualities which the administrator must have. A list of such qualities was compiled: health; mind and intelligence; a good education; the ability to manage people; knowledge of all the most important functions and activities of the enterprise; genuine competence in the activities of a particular enterprise.
Fayol and Taylor's views have fundamental difference... For Taylor, the worker is one of the elements of production along with the objects of labor and instruments of production, and Fayol considers the worker as a socio-psychological individual.
Fayol's followers are Lindal Urvik, L. Gyulik, M. Weber, J. Mooney. Urvik developed the principles of building a formal organization, he also owns the formulation of the principle of "control range", according to which the leader can effectively manage a team of no more than 5-6 people. L. Gyulik specified the elements of administrative activities, paid special attention to work with personnel.
Max Weber paid particular attention to the study of the problems of leadership and the structure of power in the organization. He identified three types of organization, depending on the nature of power: charismatic, traditional, ideal (bureaucratic). Max Weber formulated the principles of building an ideal organization. Unlike Taylor, who strove to make the worker work like a machine, Weber tried to find ways to make the whole organization work like a machine.
Significant contribution to development classical school controls were made by J. Mooney and A. Reni. In 1939, they published Principles of Organization, in which they gave general concept organization as a form of bringing people together to achieve common goal... The authors argued that without defining a goal, no organization can function effectively.
Based on the developments of Fayol and his followers, a classical model of organization was formed, based on four main principles: a clear functional division of labor; transmission of commands from top to bottom along the "scalar" chain (no one works for more than one boss); compliance with the control range (manage a limited number of subordinates). In many ways, these principles of building an organization are relevant and applicable to modern conditions.
2. Theories of human relations
Despite the fact that the classical school of management "made" a progressive step in comparison with the scientific one, both of them did not fully understand the role and significance of the human factor.
The first attempts to apply psychological analysis to practical production problems were made at the beginning of the twentieth century by Harvard University professor G. Munsterberg. He began to develop methods for determining the requirements for people (vocational counseling and career guidance). Munsterberg first proposed two methods for identifying certain qualities in job candidates: observation and test, and already in the 30s of the twentieth century, almost all large enterprises developed countries used to varying degrees psychological methods selection of candidates for work.
In the 20s - 30s of the twentieth century, a school of human relations was born, in the center of which was a person. One of the main features of this school is the introduction of behaviorism into it, i.e. theory human behavior.
Behaviorism excluded the role of human consciousness and will and focused on behavior, while benefit plays the role of the main regulator of human behavior. Gradually formed A New Look on human resources - the manager deals with the person as a whole, and not only with his experience, qualifications, education, mental and physical abilities. That is why a manager must treat a person as a person.
Scientists who have dealt with the problems of this behavioral school have come to understand that very often human behavior is determined not by knowledge and experience, but by feelings.
The most prominent representatives of the school of psychology and human relations are: Mary Parker Follett, Elton Mayo, Fritz Rotlisberger, Abraham H. Maslow, Frederick Gentzberg.
In 1924-1932. a group of sociologists, researchers at Harvard University, led by E. Mayo, conducted a social experiment at the Western Electronics company. This experiment is called the Hotthorn Experiment. During the experiment, it turned out that labor productivity, interest in the results of activities, labor discipline in teams largely depend on the methods of leadership (the relationship between the manager and subordinates) and the relationship between employees.
The Hotthorn experiment, with all its methodological shortcomings, admitted in the formulation of conclusions and revealed later, served as the basis for the formation of a powerful scientific school, building its theory on the concept of human relations. This concept became, in turn, the cornerstone for one of the most influential and rapidly progressing directions in the study of organizations, known as the "psychological direction."
The concept of human relations was initially directed against the basic tenets of Taylorism and the school of scientific management. In contrast to the approach to the employee from the standpoint of biology (when such resources of the employee are mainly exploited as physical strength, skills, intelligence), a member of the organization began to be viewed as a sociopsychological being. Such theorists of the school of human relations as E. Mayo, W. Moore, F. Roethlisberger, based on experimental data, argued that an increase in labor productivity in an organization depends not only on the abilities, knowledge and skills on which Taylorism was oriented, but also on factors such as employee satisfaction with their work, the influence of group opinion, informal relations between the manager and subordinates, a favorable atmosphere in the team, etc. Permanent work aimed at developing the positive impact of these factors could, according to the authors of the concept, significantly increase labor productivity, integrate employees in achieving the most important goals of the organization, increase the authority of the leader, etc.
As the Russian sociologist A.I. Kravchenko, the emergence of the concept of human relations in the sociology of organizations is due to technical progress in modern enterprise... The increasing complexity of professions, a sharp increase in requirements for the quality of complex and super-complex products highlighted the task of educating an employee who is highly conscientious about work, interested in the end result of his work, observing and consciously supporting the norms and rules of the organization. In the concept of human relations, a person is considered not just as a functionary performing some work, but also as an individual with certain social interests.
The management policy, according to the concept of the school of human relations, provided for a set of measures to meet many of the most important needs and needs of the organization's members: improving working conditions, conditions for relaxation (rest and recuperation), spending free time, and also significantly contributed to the democratization of relations between leaders and subordinates, forced managers to take into account personal qualities workers.
One of the most important achievements of the creators of the concept of human relations can be called the fact that they assigned an informal organization (or informal organizational structure) an important and sometimes decisive role in organizational activity. F. Roethlisberger believes, in particular, that an informal organization is “actions, values, norms, beliefs and informal rules, as well as a complex network of social connections, types of membership and centers of influence and communication that have developed within and between groups constituting the organization during formal structures, but concretized by them ”. But at the same time, an exaggerated importance was attached to informal relations in the organization and the role of the psychological factor to the detriment of everyone else. Representatives of the school of human relations denied the need for strict control, which limited the possibilities of leaders, rendered bad influence on the management process in the organization.
The ideas of the school of human relations were developed by representatives of the psychological school in the theory of organization. So, American researchers organizational behavior W. French and C. Bell, compared the organization with an iceberg, in the underwater part of which there are elements of the informal structure of the organization, and in the upper (visible) part - the formal one. This approach has greatly expanded the capabilities of human resource management in the organization, has made it possible to develop a balanced approach to the relationship between formal and informal organizational structures and ways of interaction between them.
No less important are the works of the followers of the school of human relations in the field of the theory of motivation. A. Maslow, F. Herzberg, V. Vroom developed original directions in the theory of motivation, which have important practical application.
Another important direction in the mainstream of the school of human relations was the work of the American researcher in the field of management theory R. Likert. He developed the structure of an ideal, in his understanding, organization, where the leading place is taken by solving the problems of relations between managers and subordinates and the behavior of employees in the organization. The Likert structure is characterized by:
· A leadership style in which the leader demonstrates trust and confidence in his subordinates, constantly considers and constructively uses their ideas;
· Motivation based on encouraging subordinates and involving them in work using group forms of activity;
· Communications, with the help of which flows of information are directed in all directions, and information is shared between all participants;
· Decision-making, and at all levels and with the participation of all members of the organization, but, nevertheless, decisions are well coordinated with each other; the goals of the organization, established through group discussion, which should remove hidden opposition to the overall organizational goals; control, the functions of which are not concentrated in one center, but are distributed among many participants.
Ideas similar to those of Likert regarding the role of human behavior in an organization were also expressed by researchers in the field of interpersonal relations K. Arjiris and W. Bennis.
In general, the work of representatives of the school of human relations and researchers who hold similar theoretical positions have become the basis of a democratic style of organization management, characterized by a constant orientation of managers to the behavior of subordinates, the necessary level of self-control, high employee motivation and employee involvement in the organization management process.
The school of human relations and the psychological direction played big role in the development of the theory of organizations. Representatives of these areas:
· Introduced the account of the human factor, the behavior of members of the organization, which made it possible to use psychological and socio-psychological methods in management to increase the efficiency of the organization;
· Highlighted the informal structure of the organization, which made it possible to significantly expand the scope of the activities of managers, to use the system of horizontal communications in the organization;
· Significantly enriched the theory of motivation, using new effective approaches to motivate members of the organization to achieve organizational goals.
At the same time, these theories could not take into account the series serious problems, and currently their application in pure form limited. So, representatives of the school of human relations:
· Exaggerated the influence of the psychological factor;
Did not take into account the peculiarities of corporate culture, spreading their methods both, for example, to teams of loaders, and to groups for the development of high computer technology;
· Did not leave the manager with the opportunity to make tough organizational decisions, if the situation requires it;
· Did not take into account the relationship of the psychological factor with the system of other factors (social, cultural, technological, structural, non-systemic, etc.);
· Considered the organization only as a closed system without taking into account the influence of the market and institutional environment, the problems of distribution and redistribution of power and other resources in the organization.
Solving problems related to the application psychological theories, contributed to the introduction of systems theory, or systems approach, in the practice of studying organizations.
3. Theories of human resources
The third stage in the development of the theory of personnel management began in the 50s. XX century and continues to this day. During this period, such approaches to personnel management as process(from the end of the 50s), systemic(from the mid-70s) and situational(80s).
At process approach, management is seen not as a sariya of disparate actions, but as a single process of influencing the organization and its personnel.
The systems 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.
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 should take center stage.
The development of systemic and situational approaches led to the emergence of a fundamentally new concept of personnel management - the theory of human resources.
The specificity of human resources, in contrast to all other types of resources (material, financial, informational, etc.), is as follows:
1. 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 two-way;
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.
Human resources are the specific wealth of any organization. In the 70s. XX century HR and HR departments in many foreign companies were transformed into human resources departments, where, along with traditional functions (hiring, recruiting, training, business assessment, etc.), they began to perform functions of strategic human resources management, shaping personnel policy, developing programs personnel development, planning the need for human resources, etc.
Human resource management presupposes a strong and adaptive corporate culture that fosters an atmosphere of mutual responsibility among employees, an orientation towards organizational innovation and open discussion of problems.
Implementing the technology of human resource management, an organization proceeds from the fact that if it invests enough funds in personnel, then it has the right to demand loyalty and a responsible attitude to work from its employees. Such a personnel policy is the basis for the implementation of a successful, competitive strategy, is based on mutual consideration of the interests of managers and personnel and their mutual responsibility, opens up the opportunity for employees to make managerial decisions, conduct mutual consultations, provide access to information about the affairs of the organization, etc.
At the same time, the technology of human resource management cannot pretend 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 attitudes and their practical implementation. For example, incompatible in practice, such elements of human resource management as teamwork and individual remuneration, depending on its effectiveness, are presented.
The reliance on the conscious and responsible performance of production functions and tasks by workers disguises sophisticated methods of overexploitation and serves in the long term as an effective tool for neutralizing the influence of trade unions. There is no objective data indicating the positive impact of human resource management technology on the moral and psychological climate in organizations. Moreover, as always, with any major socio-organizational innovations, it is rarely possible to avoid negative consequences.
The domestic experience of personnel management began to take shape in the second half of the 19th - early 20th centuries. according to one of the prominent Russian labor researchers - A.K. Gastev, already in 1904 “somewhere in the Urals, in Lysiev 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 United States 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 the task: to implement much of what is scientific and progressive in the Taylor system.
The main structural unit for personnel management in Russia is still the personnel department, which is entrusted with the functions of hiring and firing employees, as well as organizing their training, advanced training and retraining.
However, HR departments are neither methodical, nor informational, nor a coordinating center of personnel work. They are structurally separated from the departments of labor organization and wages, departments of labor protection and safety, legal departments and other departments that perform the functions of personnel management. To solve social problems, social research and service services are created in organizations.
Personnel management services, so far, have a low organizational status and are professionally weak. As a result, they do not perform a number of tasks related to personnel management and ensuring the normative conditions for its work.
Conclusion
Analyzing the stated theories of personnel management, one can generalize the existing points of view. Many publications reflect two poles of views on the role of a person in social production:
1. Man as a resource of the production system (labor, human, human) is an important element of the production and management process.
2. Man as a person with needs, motives, values, relationships is the main subject of management.
Personnel management is a specific area of managerial 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, socialist, pedagogical, psychological views of a person in an organization, but also indicate the appropriate social mechanism that would turn the declared into reality and provide a person with conditions for free use and disposal of his abilities.
The development of personnel management concepts is progressing. Currently, many books are published on personnel management. These are mostly solid publications based on serious thought and scientific experiments... In the process of its development, the theory of personnel management becomes more and more meaningful and complex.
Bibliography
1. Bazarova T.Yu., Eremiva B.L. Personnel Management. - M .: 2008 .-- 200s.
2. Vikhanskiy O.S., Naumov A.I. Management: Textbook. - 3rd ed. - M .: Gardariki, 2007 .-- 528p.
3. Graham H.T., Bennett R. Human Resource Management. - M .: UNITI-DANA, 2006 .-- 180s.
4. Egorshin A.P. Personnel Management. - N. Novgorod: NIMB, 2007 .-- 210s.
5.L.B. Luchitskaya, N.G. Cancer: Human Resource Management: A Study Guide. - Korolev MO: KIUES, 2007. - 149 p.
6. Mordovin S.K. Human resource management. - M: INFRA, 2007 .-- 320s.
7. Personnel management: Textbook / General ed. A.I. Turchinov. - M .: Publishing house of RAGS, 2003 .-- 488 p.
8. Management is science and art: Fayolle, Emerson, Taylor. Ford. - M. Republic 2007 .-- 224 p.
9. Human Resource Management: Encyclopedia - SPb., 2006.
Application
Basic theories of personnel management
Name of theories |
The main content of the theories |
Development and application period | Leading representatives |
Classical theories: School of Scientific Management; administrative school |
Representatives of the "classical school" viewed management as a universal process consisting of interrelated functions and based on management principles. they developed a theory of organization management, highlighting management as a special kind of activity. |
From 1883 to 1930 |
F. Taylor, And Fayol, Mr. Emerson, G. Ford and others. |
The theory of "human relations" |
To increase the efficiency of production, not only material, but also psychological incentives are important (a favorable moral climate, taking into account the interests of workers, their satisfaction with work, etc.). |
1930 to 1950 |
A. Maslow, D. Herzberg, D. McGregor et al. |
Human Resource Theory |
Purposeful impact of management bodies on reproduction, high-quality and rational use of human resources, which are considered as assets of the organization, its capital. The effectiveness of managerial influence is ensured through the maximum dedication of the professional, creative, intellectual and physical capabilities of a person while creating the necessary working conditions for this. |
1950 to present |
A.A. Bogdanov, G. Almond, T. Parsons, L. Matsushita, etc. |
The science (theory) of management has arisen
a) in ancient times
b) during the Middle Ages
c) in modern times
d) at the turn of the 19th and 20th centuries.
The science (theory) of personnel management emerged
b) In the eighteenth century.
c) at the turn of the 19th and 20th centuries
d) in the era of the Renaissance
Representatives of classical control theory (two answers)
F. Taylor
3. F. Herzberg
a) L. Urvik
b) A. Fayol
c) E. Mayo
d) K. Arjeris
e) M. Weber
The founders of human resources theory (two answers)
a) A. Gastev
b) P. Kerzhentsev
c) F. Maslow
d) D. McGregor
e) R. Blake
Classical control theories were formed and developed
a) in late nineteenth early XX century .
b) in the 2040s. XX century.
c) in the 5070s of the XXX century.
d) at the end of the twentieth century.
The theory of human relations was formed and had the widest possible application in the practice of personnel management in
a) late nineteenth early twentieth century.
b) 3050s. XX century.
c) 5070s
d) the end of the twentieth century.
Human resources theory was formed and developed
a) at the end of the nineteenth and beginning of the twentieth century.
b) in the 2030s. XX century.
c) in the 4050s of the XXX century.
d) in the second half of the 20th century.
a) F. Taylor
c) G. Emerson
d) F. Herzberg
Correspondence between the type of theory of personnel management and its basic postulates
| recognized as individuals. These needs are more important than money. The main task of a leader is to make everyone feel useful and significant. To do this, he needs to share plans with employees, take into account their proposals, give them some freedom in performing work. | |
| 2 theories of human relations | b. Labor does not bring satisfaction to most individuals. What employees do is less important to them than their earnings. Few of these workers are willing and able to perform work that requires creativity, independence, initiative and self-control. The main task of the manager is the issuance of easily digestible tasks and strict control over the employees. |
| 3.Control theories | c. Work brings satisfaction to almost all workers. The main task of the leader is |
| by human resourses | distance from the team and provide employees with the maximum degree of freedom. |
| ANSWER 1b, 2a, 3d. | d. Labor brings satisfaction to a significant part of the workers. They strive to contribute to the achievement of the goals of the organization, in the development of which they themselves participated. A significant part of employees are capable of independence, creativity, and self-control. The main task of the leader is to create conditions for the maximum manifestation of the abilities and initiative of everyone. |
The first recruitment offices and the first specialized human resource units emerged in
a) 1020s XXV
b) 3040s. XX century.
c) 5060s
d) 70s
The technocratic approach to personnel management is characterized by (two answers)
B) the organization's development of an independent strategy for the use and development of labor resources
c) the disappearance of rigid organizational structures
d) increasing the authority of employees
e) planning "from achieved"
Correspondence between management theory and its representatives
1) Classical control theories a.) F. Taylor
2) Theories of human relations b.) E. Mayo
3) Theories of human resource management c) F. Maslow
ANSWER 1a, 2b, 3c.
d) G. Emerson
Personnel of the organization
a) labor resources
b) human factor
c) labor potential
d) personnel
The concept of human resources management includes the following criteria for assessing the effectiveness of the organization (two answers)
a) flexible organizational structure
b) centralized management
C) full use of the labor potential of employees
d) external control
Main characteristics of personnel (three answers)
a) long-term work experience at this enterprise
b) target orientation of the activity
c) the presence of official relations with the employer, formalized labor contract
d) possession of a profession, specialty, qualification
e) the ability to manage
18. Personnel of the organization -
a) the personnel of the organization working under a contract of employment
b) a set of workers united in specialized services
c) a set of social and demographic groups of workers
d) the totality of all employees of the organization, with the exception of working persons of retirement age
19. Aggregate selected groups employees, united by any criterion
a) the number of personnel
b) personnel structure
c) staff gradation
d) the personnel of the organization
The professional structure of the organization's personnel is the ratio of groups of employees of the organization
c) different skill levels
The qualification structure of the organization's personnel is the ratio of groups of employees of the organization
a) different levels of management
b) various professions and specialties
c) varying degrees vocational training
d) different levels of education
The demographic structure of the organization's personnel is the ratio of groups of employees of the organization
a) of different ages and gender
b) various professions and specialties
c) varying degrees of professional training
d) different levels of education
The structure of the organization's personnel by seniority is the ratio of groups of employees of the organization
A) by work experience in this organization
b) by general work experience
The structure of the organization's personnel by educational level is the ratio of groups of employees of the organization, depending on
a) the duration of the training period
b) work experience at the given enterprise
c) total work experience
d) position held
Employees who provide and serve the activities of managers and specialists in the development and implementation of management decisions by them belong to the category
a) workers
b) specialists
c) leaders
d) technical performers
In the European theory and practice of managing an organization, the term is currently commonly used
a) personnel management
b) team management
c) human resource management
d) human resources management
27. Indicate the most famous approaches to defining an organization as a socio - economic phenomenon from the point of view of general management and human resource management:
a) the organization is the target group;
b) organization is a community;
c) an organization is a set of rules for the behavior of people;
d) an organization is a set of equipment.
A statement of the purpose of the organization that reveals the meaning of its existence
a ) mission of the organization
b) HR strategy
c) organizational values
d) the style of the organization's personnel management
29. A cross-shareholding group of companies is:
a) holding;
b) keiretsu;
c) a network of enterprises based on contracts;
d) a network of enterprises based on informal relationships.
