§ 72 The system of personnel management methods in the enterprise, their classification, scope

Method - a way, a set of methods for performing work, influencing an object.

Personnel management methods can be divided into two groups:

• methods for researching the personnel management system and developing personnel decisions;
• methods for implementing personnel decisions.

The methods of analysis (research) of the personnel management system include methods of logical economic analysis (comparisons, groupings), methods of factor analysis (dispersion, correlation and regression), functional cost analysis, parametric method, normative method, balance method, goal tree method, method expert assessments, other sociological methods (questionnaires, interviews), morphological analysis, methods of economic and mathematical modeling, calculation

constructive method.

Economic analysis allows you to identify the statics and dynamics of processes in the personnel sphere of organizations, to identify the strengths and weaknesses of personnel management in certain areas and in general.

Methods of factor analysis are designed to determine the nature and degree of influence of factor characteristics on the resultant one. However, in a changing environment (primarily external), the use of factor analysis methods (including in personnel planning) is problematic. However, the known scope of these methods remains. So, correlation-regression analysis can be used to study the dependence of the rate of promotion of managers and specialists on their age, level of education, length of service (general, at the enterprise, in this area, in managerial positions).

Functional cost analysis allows you to determine the feasibility of personnel management costs, taking into account the need and usefulness of performing certain basic and auxiliary functions and procedures.

The task of the parametric method is to establish (in a qualitative form) functional dependencies between the parameters of the functional subsystem of the organization (for example, production) and the personnel management system to identify the degree of their compliance.

The normative method involves the application of a system of norms and standards that determine the normal (acceptable) results of labor activity, the number of employees by function, the type and characteristics of the organizational structure of management.

The balance method allows you to make balance comparisons, linkages, for example, a correspondence can be established between the fund of working time and the directions of its use.

The goal tree method (goal structuring) provides a quantitative and qualitative substantiation of the goals of the organization as a whole and the goals of the personnel management system. When structuring, the interconnection, completeness, comparability of the goals of different levels of personnel management should be ensured.

The method of expert assessments is based on the involvement of highly qualified personnel management specialists, the management personnel of the organization. The effective use of this method requires an assessment of the competence of experts, preliminary organizational work (selection of experts, their instruction), determination of the degree of consistency of expert assessments.

Questioning involves the use of questionnaires-questionnaires, self-filled by the respondents according to the rules specified in it. An interview is a purposeful conversation, the purpose of which is to get answers to the questions provided for by the program. Advantages of an interview over a questionnaire survey: the ability to take into account the level of preparedness and culture of the respondent, his attitude to the topic of the survey, to flexibly change the wording of questions, taking into account the personality of the respondent and the content of the answers to previous answers, to put additional, clarifying questions.

Morphological analysis is a means of studying all kinds of combinations of personnel decisions offered for the implementation of individual functions of personnel management. If we write down all the functions in a column, and then indicate all possible variants of its implementation line by line against each function, then we get a morphological matrix. It becomes possible to choose the preferred combination of methods for performing personnel management functions.

The main economic and mathematical models that are used to justify personnel decisions include probabilistic models (for example, Markov chains), simulation models (exploring the work of individual organizational units using the “time compression” effect), cluster analysis, statistical neural networks, one- and multicriteria linear programming.

The purpose of cluster analysis is the formation of groups of objects similar to each other, which are commonly called clusters. In this case, the differences between objects of the same group are much smaller than between objects of different groups. In personnel management, cluster analysis can be used to group positions, qualities of employees.

Neural networks allow you to find relationships between input and output variables in the process of learning (there are studies that use neural networks to determine the degree of commitment of an employee to an organization).

Linear programming allows you to enumerate options based on a given objective function and a system of constraints.

The main problem of using economic and mathematical methods in personnel management is their lack of openness and adaptability. The use of decision support systems, expert systems (artificial intelligence) has a perspective.

It should be noted the need to combine formalized and non-formalized methods for studying human resource management systems. For example, expert evaluation methods can be used to obtain initial information in order to determine the economic efficiency of projects (proposals for improvement) of the human resource management system, its individual subsystems and elements.

The reasons for the limitations of using correlation-regression analysis in human resource management of modern Russian organizations are:

• disequilibrium, instability of the modern economy, limited growth opportunities and the degree of use of the labor potential of modern Russian enterprises and organizations (see § 74);
• the presence of a simpler similar method of research, forecasting and planning - extrapolation (transfer of past trends to the future) (see § 75).
• § 73 Methods for implementing personnel decisions

The methods of implementing personnel decisions coincide with the methods of managing the economy as a whole. These include economic, organizational, administrative, socio-psychological methods.

The group of economic methods includes forecasting and planning work with personnel, calculating the balance of jobs, determining the basic and additional needs for personnel, material incentives for the growth of qualifications and career growth of employees, calculating the economic efficiency of personnel decisions and human resource management systems, justifying current and one-time costs for the implementation of staffing activities.

It is incorrect to include commercial calculation, market pricing, securities, and the tax system in the composition of economic methods of personnel management. These methods create conditions for effective influence on the formation, use and development of the labor potential of personnel, ensuring that the labor behavior of employees corresponds to the goals and objectives of the organization.

Administrative management is carried out by means of commands and instructions, orders, instructions. Examples of the use of administrative methods are decisions to promote or demote, reprimand, enrollment in the reserve for promotion.

Organizational methods are based on the use of established organizational relationships, legal provisions and norms (for example, internal regulations, regulations on the unit, job descriptions, regulations on the certification of managers and specialists, regulations on the procedure for releasing employees, etc.).

Socio-psychological methods are ways of influencing the emotions and feelings of individual employees and interpersonal relationships in the team (psychological methods), the level of social development of the organization and the degree of social tension (sociological methods). Social tension differs from psychological tension not only in scale (covering the organization as a whole), but in the underlying causes (for example, unjustified differentiation in income by groups of employees, salary delays, etc.).

Psychological methods include suggestion, persuasion, imitation, request, praise, condemnation, demand, censure, "placebo". They also include methods for taking into account the psychological characteristics and psychological reactions of employees (including potential ones) in the process of working with personnel (for example, when evaluating employees and when planning a business career). Sociological methods include the planning of the social development of the team, the participation of employees in making personnel decisions (for example, the election of a manager).

Administrative and organizational methods differ in the direct nature of the impact. They are mandatory, do not allow the freedom of choice of employees and involve sanctions for non-compliance with orders. Economic and socio-psychological methods are inherent in the indirect nature of the impact, the lack of a clearly defined time and the obligation of this impact. They allow within certain limits the freedom of individual choice and behavior, and largely depend on the individual characteristics of workers.

Economic methods occupy a leading place in human resource management. This is due to the priority of economic (material) interests for both owners and staff. At the same time, all methods of human resource management are interconnected and should be used in combination. Otherwise, the shortcomings of one or another group of methods will come to the fore. The use of only economic methods does not create sustainable motivation to work in this organization and a high degree of stress in critical situations, it can contribute to the alienation of employees from the long-term goals of the organization. The prevalence of administrative methods leads to voluntarism, and organizational methods - to the bureaucratization of management. The use of only psychological methods of human resource management encourages managers to manipulate subordinates. The choice of only sociological methods will not solve the social problems of the organization due to the lack of material interest and responsibility of the bearers of human resource management functions, as well as ignoring the financial sources of social development.

You answered correctly.

Wrong answer. Extrapolation can be implemented in research and management practice using simple uncorrected extrapolation, moving average method, exponential smoothing method, correlation-regression analysis (least squares method). The moving average method makes it possible to align a time series based on its average characteristics. Extrapolation using the average level of the series uses the principle that the predicted level is taken equal to the average of the levels of the series in the past. This method gives a predictive point estimate and is more effectively used in short-term forecasting. The advantage of this method is that it is easy to use and does not require an extensive information base.

The exponential smoothing method makes it possible to identify the trend that has developed by the time of the last observation, and allows you to evaluate the parameters of the model that describes the trend that has formed at the end of the base period. This method adapts to changing conditions over time, rather than simply extrapolating current dependencies into the future.

The exponential smoothing method is most effective in developing short- and medium-term forecasts. Its main advantages are the simplicity of calculation and taking into account the weights of the initial information, i.e. new or recent data carry more weight than data from more recent periods.

When using this method for forecasting, the following difficulties arise: a) choosing the value of the smoothing parameter; b) determination of the initial value of the exponentially weighted average.

The least squares method is based on the identification of model parameters that minimize the sum of square deviations between the observed and calculated values. The model that describes the trend is selected in each specific case in accordance with a number of statistical criteria. In practice, such functions as linear, quadratic, exponential, power, and exponential are most widely used.

The advantages of the least squares method are that it allows statistical generalizations and is implemented on a computer. The disadvantages of the method include rigid fixation of the trend by the model, a short lead time, the complexity of selecting the regression equation, which is carried out using standard computer programs, such as Excel. Correlation-regression analysis requires a sufficient database.

If we compare simple extrapolation and correlation-regression analysis (CRA), then the first one is extremely easy to use (although CRA does not cause difficulties when using computers). The difference is in the CRA's claim to identify a dependency that can be used for a long time. But the form of the revealed relationship between the productive and factor signs, and the regression coefficients may become outdated. Of the other extrapolation methods, the moving average should be preferred. It is difficult to ensure the reliability of the forecast (especially for the medium term) using exponential smoothing. No matter how you increase the weight of “fresh data”, you cannot eliminate the influence of a significant array of values ​​from past periods. From the standpoint of strategic planning, the use of the moving average method is also losing its relevance. None of the statistical methods is able to "see" the so-called "turning points" when there is a sharp change in the development trend. A correct combination of formalized and non-formalized methods is required. The combination of formalized and non-formalized methods is of particular importance in a situation where a trend is just emerging. Go back to § 72.

Why in the practice of human resource management cannot be limited to the use of economic methods of management?

• Economic methods create the prerequisites for the conscious manipulation of personnel, i.e. influencing someone with the aim of arousing intentions in him that do not coincide with his real interests and significant goals (see § 78).
• Economic methods do not create sustainable motivation to work in this organization and a high degree of stress in critical situations, can contribute to the alienation of employees from the long-term goals of the organization; using only economic methods, it is difficult to completely solve the problem of different benefits of work, products, services (see § 77).
• § 76 Main trends in the development of human resource management methods

The main trends in the development of personnel management methods in the conditions of market relations are the following:

• systematic application of personnel management methods with a focus on achieving the final results of the organization's activities, ensuring a balance between the economic and social efficiency of the formation, use and development of personnel based on the synthesis of quantitative and qualitative (formalized and non-formalized) methods;
• synthesis of regulatory methods and methods that encourage and develop the initiative and creativity of the staff;
• the use of methods that increase the competitiveness of employees in the external and internal labor markets, and methods that increase the cohesion of groups and form work and management teams;
• penetration of the methodology and methods of making managerial decisions into each function of personnel management, their use in the process of training and development of employees.

These trends are fully consistent with the resource-targeted approach, which allows for a flexible connection between the characteristics of goals and the characteristics of the organization's human capital.

You answered correctly.

Your answer is fundamentally wrong. Manipulation is carried out using psychological methods. It corresponds to the nature of the psychological impact on employees. Distortion of economic information, deliberately incorrectly performed economic calculations can also mislead the staff. However, such things should be interpreted as the incorrect use of economic methods of human resource management, along with the lack of a system of target indicators, “wage freezes”, etc. Return to § 73.

CONTROL TESTS

• 1. In modern conditions, in the practice of human resource management, the following should be applied:
  • -only formalized research methods (see § 75);
  • -only non-formalized research methods (see § 75);
  • - the correct combination of formalized and non-formalized research methods (see § 75).
• 2. In modern conditions, correlation and regression analysis has

advantages over simple extrapolation:

• -yes (see § 75);
• - no (see § 75).
• 3. Economic methods of human resource management effect

of their objective nature involve manipulating employees:

• -yes (see § 78);
• - no (see § 77).

M Methods, problems and prospects for improving human resource management

The formation of market relations in Russia has set a number of new challenges for domestic management in general and in the resort industry in particular. The issues of restructuring personnel work have acquired particular urgency in this regard today. The problems of increasing labor efficiency, better use of expensive and scarce human resources are a priority, they have become key for the survival and adaptation of enterprises to a new economic situation for them.

The main factors of change were scientific and technological progress, the concentration of scientific and industrial potential, the high competition of resort services both on a global scale and in Russia. In the conditions of Russia today a new paradigm of management in entrepreneurial activity is being formed, which in the best way meets the interests of domestic management.

The current reforms in the forms and methods of management, organizational structures aimed at stimulating entrepreneurship and developing market relations with different forms of ownership are often not effective enough and do not achieve their goals. One of the main reasons for this is the poor availability of the necessary personnel capable of unconventionally, at a high professional level, to solve complex tasks of personnel management in modern economic conditions.

The destruction of branch research centers dealing with problems of practical sociology and psychology at their enterprises has further aggravated the already deplorable state of modern science and practice in the field of people management.

The key problem for modern managers is the definition of adequate styles and methods of personnel management, the creation of effective systems of labor motivation, taking into account specific factors of the external and internal environment of the enterprise, while managers are needed who are deeply versed in the basics of personnel policy, able to take into account the characteristics of people, their needs, opportunities. , habits. And there can be no unified recipes. To carry out the choice of optimal methods and methods of management, each manager must independently.

At the same time, we have recently observed positive trends in Russian management. The activities of organizations are being transformed in relation to changes in the external environment: an adequate response to changing market conditions is becoming more and more characteristic, new areas and business tools are being mastered, management styles and techniques are improving - many Russian enterprises today apply qualitatively new approaches to management, and more advanced methods of work are being introduced. with personnel, the level of personnel work as a whole is increasing. A new generation of managers is coming. These are young, energetic, purposeful people striving to achieve success in business and life.

Reforms in the Russian economy are changing the stereotypes of management organization, methods and approaches in the implementation of transformations. Today, a manager is not only a head of personnel management, an administrator and a financier, but also an entrepreneur - responsible for the business of his enterprise.

At present, in Russia, a whole generation of professional managers has appeared, who are distinguished by their focus on management as such, on management as a specialty.

It is important that today many organizations provide people with the opportunity to contribute to the achievement of its goals. Therefore, the organizational structure should not be overly rigid, otherwise tension in the team cannot be avoided.

Thus, the art of management is one of the main levers of business in modern economic conditions.

The aforementioned problem predetermined goal diploma research, which consists in studying approaches to personnel management in modern economic conditions, identifying problems and prospects for a human resource management strategy.

AT tasks thesis includes:

1. To carry out an overview of the main scientific approaches in the science of management.

2. Show the features of personnel management in modern economic conditions.

3. Analyze styles, methods of personnel management; to determine the features of the strategy and tactics of human resource management and the role of the manager as a subject of management in a modern organization.

4. Identify the problems of human resource management in modern conditions.

6. Evaluate the effectiveness of personnel management, determine the prospects for improving the management strategy at the enterprise sanatorium "Svetlana » .

An object research - financial and economic activity of the sanatorium "Svetlana » .

Subject research– human resource management: scientific approaches, the current state and problems of Russian management, the main directions in the field of labor motivation at enterprises.

The theoretical basis of the study were the works of famous foreign and domestic scientists. Among them are the works of M. Weber, G. Dessler, T. Peters, F.U. Taylor, A. Fayol, A.K. Gasteva, I.N. Gerchikova, A.L. Zhuravleva, A.B. Krutik, T.S. Kabachenko, I.V. Romanenko, O.S. Vikhansky, A.I. Naumova, V.P. Pugachev and others.

The practical basis of the work served as materials of the administrative and economic activities of the sanatorium "Svetlana » .

1. Analysis of the main approaches to the organization of personnel management in modern organizations

1.1 The concept and principles of management: a review of scientific approaches

The English term "management" comes from the expression to manage, which has several meanings: to manage, manage, lead, be able to handle, be able to own, arrange, manage, cope. At the same time, manage is not purely English, but comes from the Latin manus - hand.

The word "management" is not translated into Russian literally. It is customary to translate it as "management", and the word "manager" - as "leader".

Management, as a phenomenon, arose a very long time ago. In 600 BC King Nebuchadnezzar recognized the need to control production and stimulate labor through wages. In 500 BC Mencius proclaimed the need for standards and systems; at the same time, the Chinese recognized the need for specialization.

In 400, Socrates expressed the idea of ​​the universality of management, and the ancient Greek writer and historian Xenophon (his main work "Greek History" in 7 volumes) defined management as a special kind of art. At the same time, at the direction of the Persian king Cyrus, studies of motivation were carried out.

The study of scientific methods of labor and working rhythm was first taken up by the Greeks in 350 BC. In 900, Alfarabi, who was respectfully called the Second (First - Aristotle), formulated the requirements for the leader, and the Persian philosopher Ghazali in 1100 formulated the requirements for the manager.

The next step in the development of management was made by the Venetians in 1436. Since that time, checks have been used for control, inventory numbers have been assigned, inventories and costs have been controlled.

In 1525, N. Machiavelli determined the qualities of a leader. At the same time, the need for purposefulness in the organization was recognized.

The emergence of scientific management dates back to 1900 and is associated with the names of the Americans J. Wharton and F. Taylor. Dozef Wharton developed his first systematic course for college teaching. But management received wide recognition only in 1911 in connection with the publication of the book “Principles of Scientific Management” by Frederick Taylor (1856-1915) and the organization of H.

Although it was thanks to the efforts of F. Taylor that management gained general recognition, it is not F. Taylor who is considered the father of management, but Henry (Henri) Fayol, who created the first integral theory of management and formulated its fundamental principles and functions. It was he who in 1916 raised the issue of teaching management courses in educational institutions.

V.I. Lenin. In his work “The Immediate Tasks of Soviet Power”, he proposes the fundamental principles of management: unity of command, discipline, power and responsibility, subordination of private interests to common ones, centralization, interest in work (motivation). Unlike A. Fayol (and his work coincided with the work of V. Lenin) and most other management theorists, even modern ones, V.I. Lenin emphasized the task of raising labor productivity (rather than raising profits) as the most important component of improving the well-being of the people.

One of the last steps in management theory was made in 1985 by T. Peters. His merit is that he proposed to treat the organization's personnel as an important resource for business development.

The generalization of the main provisions of management as a science began only in the middle of the 20th century. In management, ideas taken from management theory, psychology, sociology, economics, etc. have been developed.

Scientists distinguish six main schools of management:

1. Classical (traditional) school of management or rationalistic, the founder of which was F. Taylor.

To keep workers in constant expectation of reward, Taylor proposed a progressive wage system.

Taylorism was based on such principles as: payment to a person, not to a place; setting prices based on accurate knowledge, not guesswork; uniformity of prices. Thanks to this, labor productivity increased, goods became cheaper, workers received higher wages, they became interested in intensive work, cooperation with entrepreneurs, etc.

Taylor saw workers not as people, not as individuals, but as the most efficient means of accomplishing tasks. Using observations, measurements, analysis, he divided the work into the simplest specific tasks, selected the feasible tasks for workers in accordance with their abilities, and organized the schedule and sequence of operations as efficiently as possible.

Representatives of this school were such well-known scientists as H. Emerson, G. Gant, G. Ford, J. Mooney, E. Brach, M. Weber, R. Shelton and others.

2. Administrative and functional school. G. Fayol is considered the founder of the classical school. Unlike F. Taylor, who came from the bottom, Fayol managed a mining company for 30 years, which at the time of his arrival to the post was on the verge of collapse, and by the end of his career had acquired global significance. It considered the basic principles of management, management functions, studied the process approach to management, building organizations, centralization and decentralization of power, labor motivation and staff stability, division of labor, power and responsibility, fairness of pay, work control.

Among the representatives of this school one can also name L. Gyulik and R. Urvik, G. Kunts, C. Bernard.

However, studying the issues of labor efficiency, building productive organizations, some researchers felt that the reserves for this should be sought not only in management methodologies and technologies, but also in the person himself. Gradually, the "school of human relations" began to form. At the end of the 50s. some representatives of the "school of human relations" stood out in the school of "behavioral sciences" (behaviorist school), which studies not the methods of establishing interpersonal relationships, but the person himself.

3. School of "human relations": Historically, this was the third school, and G. Munsterberg, M. Follett, E. Mayo stood at its origins. The followers of this school (A. Rice, G. Simon, D. McGregor, A. Maslow, R. Likert, R. Ackoff and others) proceeded from the fact that the immediate motives of people's activities are only partially the needs satisfied with the help of of money. With a favorable moral and psychological climate, people are very responsive to care from the management, are satisfied with their position, and if they are given the appropriate conditions, they will automatically work more productively.

For example, a representative of the school of human relations D. McGregor put forward two approaches to the organization of management: the first is based on the use of coercion and encouragement (“carrot and stick”), the second is on creating conditions for stimulating initiative, ingenuity and independence among employees in achieving the goals of the organization .

4. School of social systems. It arose under the influence of the concepts of structural-functional analysis developed by T. Parson, R. Merton, as well as the general theory of systems by L. Bertalanffy and A. Rappoport.

5. Empirical school of management. It included R. Davis, L. Eppley, E. Petersen, E. Plowman, A. Cowell, A. Svenson, T. Levitt, P. Drucker and others.

6. New School of Management. Its founders are L. Bertalanffy, S. Beer, E. Arnof, V. Leontiev and others.

All the doctrines of control can be divided into two large groups: one-dimensional and synthetic.

One-dimensional teachings are studied separately: work (tasks), a person, administration, etc.

Synthetic teachings explore management as a multifaceted, complex phenomenon associated with the internal and external environment of the organization. An example of a synthetic doctrine is the ZU theory. Ouchi, designed as an alternative to McGregor's X and Y concepts.

There are four main scientific approaches to the management of firms:

- traditional;

- process;

- system;

- situational.

On the basis of the object, general and functional management are distinguished.

General or general management consists in managing the activities of the organization as a whole or its independent economic units (profit centers).

Functional or special management consists in managing certain areas of the organization or its units, for example, managing innovation, personnel, marketing, finance, etc.

Innovation management - innovations in the field of engineering, technology, labor organization and management, based on the use of scientific achievements and best practices, as well as the use of these innovations in various fields and fields of activity.

On the basis of content, there are normative, strategic and operational management.

Normative management provides for the development and implementation of the philosophy of the organization, its entrepreneurial policy, determining the position of the organization in a competitive market niche and the formation of common strategic intentions.

Strategic management involves the development of a set of strategies, their distribution over time, the formation of the organization's success potential and the provision of strategic control over their implementation.

Operational management provides for the development of tactical and operational measures aimed at the practical implementation of the adopted strategies for the development of the organization.

The theory and models of management must be adapted to the cultural, economic and ideological framework of the society where they are implemented.

The leaders of the organization, but top managers are usually referred to as directors;

Heads of structural units;

Organizers of certain types of work (administrators).

A feature of modern management is its focus on efficient management of the economy in conditions of scarcity of resources, a gradual decrease in the regulation of production by administrative methods, and the intensification of production. Modern management should contribute to the development of the market, commodity-money relations in the wholesale trade in means of production, the convertibility of money, and the stabilization of market prices.

The management of the joint activities of people consists in the interconnection, on the one hand, of unity of command, and on the other, self-government of the group. All administrative, organizational and executive functions can be concentrated in the hands of a senior manager or delegated to the lower levels of the management hierarchy, functional services, and support units. Managing the joint activities of people is the essence of management - a special type of economic activity.

The leader achieves the goal of joint activity due to the fact that he multiplies his physical and intellectual forces at the expense of the collective forces of his subordinates and purposefully uses them. This is the task of the head of any managerial level.

The choice of methods of influencing subordinates is the basis of management. A manager is an official who, under the given conditions, directs subordinates to achieve the goals of the organization with an effective method of influence. This influence is achieved by determining the norms of behavior of subordinates, satisfying their needs to the best of their ability and protecting their interests before the leaders of the upper level of management.

To select an effective method of influence, the manager receives, transforms, analyzes and uses various types of information. Economic, organizational, administrative, moral and many other factors determine interpersonal relations in the workforce, which allow you to influence it purposefully.

Consequently, the subject of the manager's work, in addition to information, is the relationship in the team. The activities to establish these relations are of a professional nature. This determines the need for professional training and selection of employees for the management system, knowledge of theoretical provisions and study of management practice.

Thus, management acts as an independent type of professional activity. A professional in this field is employed as a manager. Modern production is based on the use of the latest technologies in combination with a high level of professionalism of employees. As a high-level specialist, the manager ensures the connection and unity of the entire production process and influences the efficiency of production. Therefore, the work of a manager is productive work. Management unites under its supervision the work of many specialists: economists, statisticians, engineers, psychologists, lawyers, accountants, etc.

One of the main tasks of management is to determine the goals of the organization. Goals in an organization are specific end states or desired results that the team wants to achieve when working together. Formal organizations define goals through a planning process.

Target management is a process consisting of four stages:

1) development of a clear and concise statement of the goal;

2) development of realistic plans to achieve them;

3) systematic monitoring and measurement of the quality of work and results;

4) taking corrective measures to achieve the planned results.

Human labor activity has become the object of systematic scientific research relatively recently - since the second half of the 19th century. The purpose of such research was originally to find methods for the rational performance of production operations.

The formation of the sciences of labor and personnel took place both on the basis of empirical data and as a result of using the achievements of economic theory, mathematics, statistics, human physiology and psychology, sociology, law, technology, and production organization.

F. Taylor considered management to be a true science, the foundation of which is made up of precise laws, rules and principles. He formulated the important conclusion that management work is a specialty and that the organization as a whole benefits if each group of workers focuses on what they can do best.

Taylor also formulated four scientific principles, or "laws of control", the essence of which is as follows:

1. Creation of a scientific foundation that replaces the old practical methods of work, the scientific study of each individual type of labor action.

2. Selection of workers and managers based on scientific criteria, their training and education.

3. Cooperation between administration and employees.

4. Equal and fair distribution of duties and responsibilities between workers and managers.

Weber noted that a person's action acquires the character of a social action if two moments are present in it:

a) subjective motivation of the individual;

b) the orientation of the individual to the other (others).

In general, the core of Weber's "understanding" sociology is the idea of ​​rationality, which has found its consistent expression in contemporary society with its rational management.

According to Henri Fayol (1841–1925), “to manage is to foresee, dispose, coordinate and control. In his book "General and Industrial Management" (1916), A. Fayol considered the following principles underlying the effective functioning of the management mechanism:

Such a division is to a certain extent conditional: when studying the efficiency of the use of labor resources, both Fayol and Taylor, as well as Emerson, used scientific research methods, while all three were included in the cohort of the classics of scientific management.

Management is a system of purposeful influences on a controlled object, with the aim of transforming its initial state into the desired final state.

In the process of management, there is an interaction of two parties: the object of management (what is being managed) and the subject of management (the one who manages).

The control action (positive or negative) can be recognized as valid only when it is perceived by the control object, otherwise the control action should be considered as failed.

These influences are carried out in the form of decision-making on personnel, which is one of the most important features of management. Management decisions on personnel are aimed at:

1) formation of the necessary information base (for example, obtaining information about changes in the efficiency of functioning of certain categories of personnel over time);

2) composition optimization;

The adoption of managerial decisions on personnel causes a response from the managed object. Obviously, the effectiveness of such interaction depends on the completeness, accuracy and quality of the decision taken, on the basis of which the response is formed.

The development of effective solutions is a fundamental prerequisite for ensuring the competitiveness of products and firms in the market, the formation of rational organizational structures, the implementation of the correct personnel policy and work, the regulation of socio-psychological relations in the enterprise, the creation of a positive image, etc.

Depending on the creative contribution of managers to the development of solutions, four levels of decisions are distinguished: routine (taken according to a well-established mechanism), selective (initiative and freedom of action are manifested to a limited extent), adaptive (calculated for additional, unforeseen difficulties) and innovative (associated with the complexity and unpredictability of events, causing the need to make extraordinary decisions containing innovations).

According to Mooney and Reilly, the most important principle of organization is, in particular, coordination, from which two others are logically correctly derived - scalar and functional principles. The scalar one defines the hierarchical order, while the functional one determines the place and function of the individual in the hierarchical pyramid through the prescription of each of his terms of reference.

Urwick and Gyulik expanded the number of functions and principles. For example, Urwick identified 29 principles of management.

The classical school was the first to put forward the principle of departmentalization, which is still being effectively used in practice. According to this principle, it is supposed to build an organization from the bottom up, analyzing at each stage the need to create new units.

Soviet scientists also worked on refining and detailing the classical geometry of labor. Among them was, for example, A.K. Gastev, who founded the Research Institute for the Scientific Organization of Labor (NOT) in the USSR.

Based on the analysis of scientific approaches to the organization of management, the most important tasks of personnel management in an organization include the following:

– socio-psychological diagnostics, analysis and regulation of group and personal relationships;

– management of industrial and social conflicts and stresses;

– information support of the personnel management system;

- evaluation and selection of candidates for vacant positions; analysis of human resources and staffing needs; personnel marketing;

– planning and control of business career; professional and socio-psychological adaptation of employees;

– management of labor motivation; psychophysiology, ergonomics and aesthetics of labor.

There is a logical explanation for this: until recently, the very concept of “personnel management” was absent in Russian management practice. But the process of creating special research and service services at domestic enterprises has already begun. On the basis of the traditional services of the personnel department, the department of organization of labor and wages, the department of labor protection and safety, etc., new personnel management services are being created to deal with the personnel policy of the enterprise, to coordinate labor management activities.

The main strategic course of companies should be directed today to a high level of education, qualifications and ethics of employees, continuous improvement of professional skills, the use of diverse motivation systems and the development of organizational culture.

HR solutions are aimed at:

1) formation of the necessary information base;

2) composition optimization;

3) activity regulation (intracompany interaction);

4) development and improvement of motivation systems, etc.

The impact on personnel as an object of management is carried out by various methods. These include:

1. Methods of administrative influence.

2. Methods of disciplinary action.

3. Economic methods.

4. Legal methods.

5. Socio-psychological methods.

The effectiveness of the implementation of these management methods is directly dependent on the observance of a number of principles:

1) impact minimization;

2) the complexity of the impact;

3) systematic impact;

4) internal consistency of impact.

The nature of the managerial impact on the personnel of the organization shows, mainly, which leader manages the team, what are his value orientations, the level of professionalism, etc. However, even a highly professional manager may have a negative attitude towards the delegation of authority (which is typical for Russian leaders), or collective decision-making, when the team already acts as a subject of management.

Foreign management experience shows that the rational delegation of authority is an indispensable condition for the normal functioning of organizations. It is the delegation of authority that makes it possible to expand the range of management of the head, to focus on solving long-term tasks. It is delegation that frees the head for in-depth development of the so-called strategic factor. In addition, the delegation of authority is not only useful for the manager, but also necessary for employees, as this creates the prerequisites for a better use of the potential of performers, creates additional motivation, and increases involvement in the implementation of decisions made.

In foreign management practice, collective decision-making has also become widespread. This is due, on the one hand, to the development of management democratization processes, and on the other hand, to the complexity of the tasks to be solved.

Thus, from a scientific point of view, personnel management consists in the implementation of targeted impacts on its respective categories or individual employees in order to most successfully solve the tasks facing the enterprise. These influences are carried out in the form of decision-making on personnel, which is one of the most important features of the management of socio-technical systems.

From the foregoing, it follows that management is a very capacious concept and is characterized in modern economic conditions as a special type of social management activity, the ability to achieve goals using the labor, intelligence and behavioral motives of other people.

1.2 Features of management in modern economic conditions

The modern system of views on management was formed under the influence of objective changes in social development.

The main factors of change were scientific and technological progress, the concentration of scientific and industrial potential. In the conditions of Russia today, a new management paradigm in entrepreneurial activity is being formed, which in the best way meets the interests of the domestic microenvironment.

Modern management can be considered in three aspects:

As a combination of science and art of management.

As a type of activity and the process of making managerial decisions.

As the apparatus for managing the activities of the organization.

Modern management is based on the following axioms:

Management is the most difficult area of ​​human activity, which should be studied all your life;

In any organization, an employee is, first of all, a person with his diverse and conflicting needs, and only in the last place - a tool for providing or making a profit.

The managed object is in an extremely changeable and mobile external environment, which is characterized by diversity and integration.

Undoubtedly, the process of formation of the domestic management model is greatly influenced by foreign experience. Positive in this sense is that the main attention is increasingly drawn to the person as a social aspect of management: management is aimed at the person, identifying his potential, making people capable of joint action, making their efforts more effective.

In general, the main approaches to management have been developed, which are focused on achieving the most effective results of activities by activating the creative abilities of employees, rational organization of work, thorough market research, etc. The latest technologies in the field of management are actively used in the practice of Russian companies.

The formation of market relations in Russia has set a number of new tasks, the solution of which is impossible on the basis of old ideas, approaches and methods for managing enterprises and personnel. The issues of restructuring personnel work have acquired particular urgency in this regard today. The problems of increasing labor efficiency, better use of expensive and scarce human resources are a priority, they have become key for the survival and adaptation of enterprises to a new economic situation for them.

Recently, many enterprises use in their daily practice systems of competitive replacement of managerial positions and the election of managers, use the services of specialized recruitment agencies, actively cooperate with consulting centers on this issue, increase the cost of staff training, etc. Measures are being taken to improve the personnel management system in the country as a whole.

The most important goal of personnel management is the use of the personal potential of each employee, which is a complex characteristic of the employee's ability to act as an active subject of activity.

The principle of effective use of a person's personal potential, which underlies personnel management at the present stage, is implemented in three main areas:

1. Creation of the necessary conditions for the comprehensive development of a person's personal potential.

2. Providing conditions for the most complete mobilization of the potential of the organization's employees to achieve the tasks they face.

3. Continuous and systematic development of the professional qualities of workers in accordance with the long-term objectives of the development of the organization.

According to I.V. Romanenko, the basis of effective personnel management is the following set of principles.

1) Humanism. This principle means that personnel management should be based on the norms of business ethics, as well as the norms of morality and ethics accepted in society.

2) Democracy. In the Russian Federation, all employees, according to the law, have the right to participate in the management of enterprises, institutions, organizations. They implement this rule through general meetings (conferences) of the labor collective, councils of the labor collective, trade unions and other bodies authorized by the collective to make proposals on improving the work of the enterprise, institution, organization, as well as on issues of socio-cultural and consumer services.

3) Differentiation is the division of large problems into smaller ones:

a) by blocks (operational, strategic, innovative);

b) directions of development (technology, technology, quality, competitiveness of products, etc.);

c) subdivisions (shops of the main production, plant management, etc.);

d) types of work (division of labor), etc.

4) Unity of command. This principle means that the production and economic activities of an enterprise (its subdivision), as well as the activities of an employee, are managed by only one authorized manager. The consequences of the principle of unity of command are the principles:

5) unity of rights, duties and responsibilities;

6) hierarchies;

7) unity of leadership.

8) Performing discipline - the duty of subordinates to follow the instructions of leaders.

9) Complexity - consideration of problems in their interconnection and mutual influence. Implementing this principle, the subject of management:

– provides mutual coordination of the tasks to be solved;

- coordination of interaction between various departments within the enterprise.

10) Scientific character - the need for scientific justification of all aspects of management activities: the organizational structure of management, the principles of controlling and personnel marketing, etc.

11) Feedback. A feedback mechanism is established between the subject and the control object, for which they use: dispatching, accounting and control.

12) Professionalism. This principle presupposes, firstly, competent leadership, and, secondly, competent implementation of the decisions made.

13) Regulation - the establishment of rules that determine the procedure for the operation of an enterprise (organization, institution), as well as its individual structural divisions, managers, specialists, employees, workers. The main documents regulating the activities of the personnel of the enterprise are: labor legislation; founding documents; inner order rules; regulations for intra-company interaction; provisions; job instructions.

14) Socio-economic adaptation. The managed system is in constant social and economic changes (external and internal), and therefore it must respond to these changes in a timely manner, actively adapting to them. The effectiveness of the socio-economic adaptation system largely depends on the development of creative initiative, involving the maximum possible number of employees in management.

15) Subordination. The principle of subordination involves the development of rules of service discipline and the establishment on their basis of a system of official subordination of juniors to seniors.

16) Goal-setting - knowledge of the goals of the enterprise and the corresponding:

– management tasks;

– priority directions of development;

- development trends of all types of enterprise policy (personnel, technical, financial, etc.).

17) Efficiency. This principle covers a wide range of problems - from the economic efficiency of management to the search for effective leadership styles, adequate motivation for activities, improving the organizational structure, optimizing decision-making processes, etc.

However, modern management science did not come to such conclusions immediately.

It should be added that management in organizations is a very complex phenomenon, in which there are three indispensable elements.

The management model in a modern organization is shown in fig. 1 where:

First, the object of study as some kind of reality;

Secondly, the researcher (or observer) himself is the subject carrying out the research;

Thirdly, this is a problem that is presented as some discrepancy between what actually exists and what the researcher wants to receive.

AN OBJECT			OBSERVER
						PROBLEM

Rice. 1 Management model in organizations

The quality of personnel is determined by: attitude to change, professional qualifications and skills, the ability to solve organizational problems, the concept of motivation, the ability to overcome resistance, and is today the most important strategic task of Russian organizations experiencing an acute shortage of qualified personnel.

Reforms in the Russian economy have invariably changed the stereotypes of management organization, methods and approaches in the implementation of transformations. Today, a manager is not only a head of personnel management, an administrator and a financier, but also an entrepreneur - responsible for the business of his enterprise. And since business is always associated with risk, the main goal of the manager, especially for the conditions of today's Russia, is to ensure that in the worst case scenario, we can only talk about a certain decrease in profits, but in no case was there a question about the possibility of bankruptcy of the enterprise. The experience of not only Russian but also Western companies convinces us that bankruptcies are almost always associated with gross miscalculations in management.

Thus, in Russian practice, the risk of entrepreneurship is characterized by a subjective assessment of the expected value of the maximum and minimum income (loss) from capital investment. And management is a system for managing not only risk and economic (financial) relations in business that arise in the process of organizing managerial actions, but a human resource management system, on the basis of which the manager makes risky decisions and ways to choose a solution option.

The main tasks of a manager are well known: to detect an area of ​​increased risk, to assess its degree, to develop and take early measures, and if damage has already taken place, then ways to compensate for the damage. Recognition, evaluation, control of risky situations can avoid many losses.

Risk in business acts as the very essence of entrepreneurship in business and the specifics of management. No manager is able to eliminate the risk completely, but by identifying the area of ​​increased danger, accurately measuring it, assessing the acceptable level of risk, and implementing the necessary control procedures, a good manager as a leader is always able to control the situation.

Modern management is basically not so much the science and practice of management as the art of managing people. The professional qualities of a manager are directly dependent on his personal qualities and characteristics. As for the "desirable", among them are the following.

1. Exposure.

2. Politeness.

3. Tact.

4. Modesty.

5. Intolerance to flattery.

6. Sensitivity.

7. Self-criticism.

8. Self-discipline.

9. Demanding.

10. Equal treatment for all.

Whether the manager is the owner of his business or he is an employee is of great importance. Managers-owners have the least significant weight of managerial professionalism, but the ability to work in different areas is high, they take on everything that the business promises.

Managers with a stake in a business are more oriented towards professionalism, adaptability, credibility, and trust.

The most important conclusion of the experts is as follows: the most successful entrepreneurs in Russia are, by their type, rather successful and versatile industrialists in the broad sense of the word - able to organize factories, plants, supplies, production and marketing, finances and personnel, and ultimately set up the production of demanded products.

It should be added that the ability of a manager to create and ensure the functioning of elastic self-adjusting structures, which are usually called teams, is of particular importance today. The ability to assemble a team is valued in construction, finance, and production. The team is a carefully formed, well-managed, self-organizing team that quickly and efficiently responds to any changes in the market situation, solving all problems as a whole.

The art of a manager presupposes a good knowledge of individual and group psychology, so each employee is a person with his experiences, requests, the neglect of which can jeopardize the achievement of the company's goals. The human factor is a central factor in any management model.

Modern management is a professionally carried out management of an enterprise in modern economic conditions in any social sphere of economic activity, aimed at making a profit, using a style of work that is based on a continuous search for ways to rationally attract and use the necessary resources and increase production efficiency.

1.3 Evolution and specifics of Russian management the main directions of its improvement

The origin of Russian management, as a domestic school of management, can be considered from the 20s of the twentieth century, with the name of Alexei Kapitonovich Gastev, whom we have already mentioned above, who created the Labor Research Institute (CIT) and methodological approaches to the scientific organization of labor in domestic conditions.

The leadership of the scientific team of the TsIT became all-consuming for Gastev and, as he himself admitted, "an exceptional streak of life."

A. Gastev and his associates were sure that the main thing was to master the logic of the modern organization of production, and this is control, accounting, regulation, standardization, coordination.

A. Gastev and his associates had to fight against the "group of communists" who actively studied the scientific organization of labor. Opponents operated with outdated methods of revolutionary propaganda that had nothing to do with science. Gastev's methodology was clearly advantageous and modern. He called to borrow from the West methods of work and work organization. The Institute covered all the more or less noteworthy developments in the field of NAT and analyzed advanced techniques and novelties. Such scientists and public figures as N. Bogdanov, N. Bakhrakh, L. Braginsky, P. Golubkov, M. Zhuravlev, S. Kogan, D. Khlebnikov and others collaborated in the Zitovsky journal "Organization of Labor". The team of authors included engineers and scientists from the USA, Germany, and Switzerland. A. Gastev was the executive editor of the journal.

It should be noted that Gastev's foreign colleagues often understood his ideas better than their compatriots.

According to A.I. Kravchenko, Gastev had a rare democracy, the ability to listen to others, selflessly argue and passionately convince opponents.

In the 1960s, the first sociological services appeared in the country, mainly at large, advanced, wealthy enterprises. They felt the losses from the underutilization of the human factor more acutely. However, this approach has not been widely developed.

Russia could become much stronger, and its economy much more stable, the system of management is wiser, and the culture of professional work is higher, if it developed in a different way than the Stalinist one.

Analyzing the scientific achievements and practical experience of management in the 20s, the following principles of domestic management can be distinguished:

Taking into account these principles, a theory of functions, structures and management processes at enterprises and in state bodies was developed. The most important feature of Russian management, which still has much in common with the administrative-command management system, is the desire to control the entire cycle of its business. The more complete the vertical integration, the more complete the set of related industries, the more confident the manager of the central business feels, because everything is controlled.

At the end of the 1980s, the work ethic of Russia fundamentally changed again after another radical change in ideology and social order. The 90s also made certain adjustments, which was reflected in numerous studies of modern Russian management. If earlier the personnel did not participate in business management, today many enterprises use forms of personnel participation in production management as methods of motivating the involvement of employees in the work of the enterprise.

The most important aspects of risk management in the Russian market are based on the accumulated domestic management experience, the specifics of the conditions and the mentality of Russia.

Domestic management experience in the twentieth century was in the focus of attention of such researchers as S.N. Bulgakov, O.S. Vikhansky, A.I. Naumov, B.M. Genkin, I.N. Gerchikova, F.B. Mikhailov, A.A. Rumyantsev and others.

The market model in modern economic conditions provides for the behavior of enterprises and organizations to quickly and adequately respond to market regulators. The stake is placed on one's own strengths (not so much on one's own resources, but on the ability to independently predict the situation). Such enterprises are active in all respects. They establish new economic ties, while traditionally focusing on traditional markets, they are trying to expand the geography of sales and enter the foreign market, they are restructuring production, purposefully looking for investments, and adjusting the production structure to market requirements.

Many modern enterprises have an integrated approach to labor motivation, which includes:

Enterprise culture: a system of common for all staff

Enterprises of value orientations and norms;

Participation system: development of partnership relations;

Leadership principles: prescriptions and regulations for regulating relations between managers and subordinates within the framework of the management concept operating within the organization;

Involvement in the adoption of decisions that are especially significant for the enterprise: determining the forms of responsibility, voluntary participation in decision-making;

Personnel policy: planning and selection of measures for advanced training and intra-industrial mobility, taking into account the needs, desires and professional abilities of employees;

Regulation of working hours: flexible adaptation of working hours to the needs of the employee and the company;

Information of employees: bringing to employees the necessary information about the affairs of the enterprise;

Personnel assessment system according to certain pre-established criteria;

The program of the enterprise "Image of the enterprise" is a special program to improve the image of the enterprise.

Studies conducted by experts in 14 largest industrial centers of Russia showed that the most significant resource for effective management in Russia can be considered: professionalism (35%); trust, authority among equals in status are rated approximately the same as the ability to create a team (24% and 26%); universalism (15%).

Thus, effective Russian management is characterized by an emphasis on professionalism and the ability to interact with the environment. This suggests that in our country business communication plays a dominant role in the perception of the qualities of a top manager. At the same time, universalism, the ability to work in different areas of activity, is now quoted in the business community as the most significant resource for an effective manager (Table 1).

Table 1. Weights of management effectiveness resources

In the sanatorium "Svetlana » the mutual influence of government and business is clearly expressed. However, in Russia as a whole, the interaction between business and government is considered natural.

The economic and social goals of personnel management are closely interrelated, because the focus on developing the abilities of employees and creating a favorable psychological atmosphere is the most important condition for creative activity that ensures technical progress in the enterprise.

If an enterprise seeks to increase the efficiency of its activities, then the first stage of preparation for transformation should be to create a new system of values, ideology, organizational culture, change management styles and principles of labor motivation.

The main stages of preparing changes in the field of personnel management can be schematically represented in the form of a diagram (Fig. 2).

Rice. 2 The main stages in the preparation of transformations of the personnel management system

Thus, summarizing the above, and when developing management concepts for Russian enterprises, it is advisable to focus on two general categories: 1) discipline (order); 2) creativity.

In Russia, for a number of reasons, the problems of discipline and order at enterprises have remained unresolved for decades. However, for a long time one of these reasons was a shortage of workers, in which a worker could violate discipline without fear of serious consequences. Now the mentality of workers is changing. As the experience of efficient enterprises shows, constant concern for maintaining discipline and order is the basis of all organizational systems. In one form or another, the requirements of discipline must be included in the value system (business code) of each enterprise.

2. Analysis of the human resource management strategy (on the example of the boarding house "Svetlana")

2.1 Brief description of the enterprise

The main activities of the sanatorium "Svetlana" are as follows.

Provision of the following types of services :

– certificate of conformity No. POCCRU AYA U0060 for the service "catering" No. 0657080 issued by ANO "Certification Center", Sochi. Valid from May 22, 2003 to May 21, 2006;

– certificate of conformity No. POCCRU.GO013.04UI00.14 for the service "accommodation in sanatoriums" No. 0000526 issued by ANO "Certification Center", Sochi. Valid from May 21, 2003 to May 21, 2006;

– license K 038945* Registration number 2240/176 dated March 27, 2002 for medical activities. Valid from 27.03.2002 to 27.03.2007

Provision of motor transport services to legal entities and individuals:

– certificate of conformity for maintenance and repair of trucks and buses POCCRU AYa U00610 No. 0657087 issued by ANO Certification Center, Sochi. Valid from May 26, 2003 to May 26, 2006;

Sale of goods through the bar.

– certificate of conformity No. POCCRU.U164.U00610 for the services of a municipal institution No. 0602286 issued by the Center for Independent Expertise in Sochi. Valid from 31.03.2003 to 30.03.2006;

Provision of paid services to vacationers ;

According to the charter, the purpose of the activity of the sanatorium "Svetlana" is to make a profit.

The main activities are:

- sanatorium and resort activities related to the treatment, prevention and recreational activities on the basis of medical institutions;

– ensuring the conditions of stay in sanatorium-and-spa institutions;

– provision of medical, health-improving, rehabilitation, diagnostic services;

– provision of medical services within the framework of voluntary and compulsory medical insurance programs;

– pharmaceutical activity, production and sale of medicines;

– acquisition and sale of medicinal raw materials, including medicinal herbs, materials and medical equipment;

- organization of the work of restaurants, bars, cafes, canteens and other catering establishments;

– conducting wholesale and retail trade in manufactured and purchased products;

- provision of tourist services, organization and management of the hotel industry;

– forwarding, service, intermediary, rental and other services;

- passenger transportation by road;

- holding entertainment, variety, cultural events;

- public screening of films and videos;

– organization of conferences, seminars, business meetings, business tours, cruises;

– operation of engineering networks and communications, boilers, vessels, pipelines operating under pressure; gas facilities, use of subsoil and surface (sea) waters for domestic and drinking and technical water supply;

– power supply, heat and hot water supply;

– operation of electric and heat networks;

– real estate transactions, leasing, subleasing, gratuitous use, rental of movable and immovable property;

– design, construction, repair, and operation of residential and non-residential buildings, premises, structures;

– other types of activities not prohibited by the current legislation of the Russian Federation.

The sanatorium is located in the Khostinsky district of Sochi, across the residential area from the sea, on the territory of 5.3 hectares. The sanatorium has its own beach with aerarium for dosed climatotherapy.

Sanatorium "Svetlana" was founded in 1964. It includes a nine-story building with a total capacity of 500 people, a dining room for 500 seats, a dance and game complex created according to an individual project, an administrative building with a medical unit located in it.

In accordance with the requirements of the State Standard, the sanatorium has convenient access roads, a well-maintained and illuminated adjacent territory, a hard-surfaced area for parking and maneuvering vehicles, a signboard with the name, etc.

The architectural, planning and building elements of the sanatorium, the technical equipment used complies with SN and P 2.08.02. - 89, SanPiN 2.1.3.1375-03 "Hygienic requirements for the placement, arrangement, equipment and operation of hospitals, maternity hospitals and other medical hospitals." The sanatorium complies with the sanitary and hygienic norms and rules established by the sanitary and epidemiological supervision bodies in sanatoriums, the standards for the operation and sanitary and epidemic regime of sanitary equipment, waste disposal and protection against insects and rodents are met.

All electrical, gas, water and sewer equipment is installed in accordance with the "Rules for the technical operation of buildings and their equipment."

The power supply system provides for two isolated circuits - from the main source and a backup (emergency).

Maintenance of engineering equipment in working condition is achieved by monitoring the use of equipment. The sanatorium is equipped with fire protection systems, warnings and fire protection equipment.

The sanatorium has a local computer network and the Internet, which makes it possible to reserve rooms and book tickets.

The sanatorium is equipped with engineering systems and equipment providing:

– round the clock hot and cold water supply

– sewerage

- heating that maintains the temperature in residential premises at least 18 ° C.

- ventilation (natural and forced)

- TV

- telephone connection

- indoor lighting natural and artificial,

– power supply

– air conditioning system.

For vacationers of the sanatorium "Svetlana" in 2007 more than 120 excursions and trips were organized with visits to sights and places of the Black Sea coast, including:

The children's room of the boarding house "Svetlana" is equipped with various toys, games, constructors and bicycles. On the playground, equipped with modern equipment, a living corner with small animals has been created.

For outdoor enthusiasts, sports competitions are regularly held:

- individual championship in darts;

– individual championship in table tennis;

– personal championship in billiards;

- championship of the sanatorium in volleyball;

- individual petanque championship;

– championship of the sanatorium in streetball;

– participation in the championship among the sanatoriums located on Mamayka in volleyball;

- hiking in the mountains, etc.

In accordance with the Agreement on labor protection in 2007:

– purchased reference literature for the amount 15 thousand rubles .;

– 1 86.1 thousand rubles;

– 12 5.5 thousand rubles

The sanatorium regularly conducts all types of briefings, checking knowledge of the rules and instructions for labor protection.

Together with the city polyclinic and the SES of Sochi, in accordance with the schedule, medical periodic medical examinations of all categories of employees of the sanatorium were carried out.

The workplaces of all services of the sanatorium "Svetlana" are equipped with first-aid kits. Decisions on operational issues are taken by the director alone.

The number of employees is set taking into account the capacity of the analyzed object in terms of area, equipment capacity, possible number of jobs, demand for specific types of services, works and products, as well as their quality.

The qualification structure of the personnel of the enterprise is presented in table 2.

Table 2. Qualification structure of the personnel of the enterprise

No. p / p	Job title	Qty	Qualification actual	Qualification required	Age
	Director Manager Chief accountant Heads of departments		Average spec.
Total AUP:	7
	Employees Drivers		Higher - 2 Wed spec. – 2 Average - 1 N/av, avg.	avg. specialist.
Total:	42

The number of employees of the enterprise in 2007 increased compared to 2006 (from 33 to 42), which is due to the following reasons:

Expansion of service facilities where the use of automation tools is practically impossible so far;

The need to introduce additional units of accounting employees, which is associated with complication in the accounting system;

As you know, the assessment of labor and workplace serves to study various labor functions in an enterprise in order to find out their relationship with each other in terms of content or requirements for them. Estimates of labor and workplace are used to determine wages, and also numerically express the degree of severity of work, which is important for staff selection.

There is also an analytical evaluation of labor. With such an assessment of labor, it is not the load as a whole that is assessed, but the degree of load for each type of requirement. The total load is calculated on the basis of individual value judgments (Table 3)

Table 3. Load dynamics based on individual value judgments

Personnel assessment at the enterprise is carried out regularly, so that employees see the results of their work, fairly evaluated by the commission, and managers, based on the results of the assessment, can better manage their subordinates.

Personal assessment is used to determine the amount of remuneration, staff development, clarification of the goals of further education, rational use of an employee, relocation, promotion, work motivation, because. it is an impulse aimed at increasing achievements, improving the organization of work of personnel, etc.

The main goals of personal assessment can be summarized as follows:

Employee objectification;

Improving the quality of personnel management;

Unity of action in management;

More efficient use of the potential of employees.

The general system of payment and incentives for employees is as follows:

2. Surcharges for working conditions:

– shift (mode) of work.

- the degree of employment during the shift.

3. Surcharges:

- for productivity above the norm (piecework earnings, payment for work with less than the standard number).

– for personal contribution to improving efficiency and profitability.

– for the high quality of products, the fulfillment of urgent and responsible tasks.

4. Prizes:

– for high-quality and timely execution of contracts and stages of work;

- according to the results of work for the year;

– rewards for active participation in the development of new technical and organizational proposals;

Remuneration to executives and employees is paid according to two main systems - simple (according to the contract) and bonus.

For mutual evaluation, a special form was developed to be filled in by each employee (Table 4).

The task of the employee is to circle the score (for each criterion) that, in his opinion, each employee deserves, including the head of the department. Despite the apparent simplicity of the form, it turned out to be quite informative.

Thus, in addition to the next attestation assessment, the enterprise is trying to obtain a sufficiently large amount of information not only about each employee, but also about the unit as a whole.

Constantly conducted analysis allows us to identify emerging trends in the field of motivation and stimulation of labor and evaluate them - this contributes to the adoption of more informed management decisions.

Of great interest are surveys and assessment by staff of changes in working conditions, wages, social status in the team, degree of job satisfaction, terms of adaptation in a new team, development of labor standards, etc.

2.3 Suggestions for improving the motivation system
and labor stimulation

In order to improve the efficiency of the personnel motivation system at the enterprise, the following considerations can be made.

Motivation of personnel at the enterprise should become one of the key success factors of the enterprise. There are all prerequisites for this.

The main "technologist" of building a motivation system at an enterprise is the personnel management service, due to the fact that the motivation function is one of the functions implemented in the personnel management system. The company carries out a business assessment of personnel and constant monitoring of the labor market.

The implementation of the function of business assessment of personnel ensures the development of the necessary information (assessment of professional, business and personal qualities of employees, the degree of compliance with their positions, as well as the results of their work) and decisions in the system of material and non-material incentives for personnel.

At present, the investment approach to building a personnel management system can be considered the most promising. In the investment approach, personnel costs are considered as an investment in human resources. In other words, personnel costs are transferred from the category of fixed costs to the category of investments. In this case, it is possible to evaluate the effectiveness of these investments.

The efficiency of the enterprise (EDP) can be represented by the formula:

EDP=((D-I)/INV)×100%, where:

D - enterprise income

I - costs

INV - invested capital.

Following this logic, the effectiveness of investments in human resources (HIDI) can be represented by the formula:

EIHD=((D-I/HDI)×100%, where:

D - enterprise income

I - costs (excluding personnel costs)

HDI - investment in human resources (personnel costs).

In this case, the effectiveness of investment in human resources is nothing but the effectiveness of the personnel management system. Tracked in this way in dynamics, the effectiveness of the personnel management system allows you to focus the work of the personnel management service on the economic result of the enterprise.

With this approach, of course, the personnel management service ceases to be a “thing in itself”, its status rises as a service that actually manages a significant part of the financial resources of the enterprise, and in a way that is understandable to management, affecting the results of the enterprise as a whole.

To achieve this result, it is necessary to ensure high-quality accounting and analysis of all personnel costs, namely:

Organization of workplaces;

Hiring;

Salary, bonuses, social payments, compensation packages;

Non-material stimulation;

Professional development of personnel

In this case, the essential factors that determine the level of effectiveness of the motivation system will be:

The presence of a clearly defined personnel policy and a personnel management strategy focused on the strategy and business goals of the enterprise;

The presence of an organizational structure that ensures effective interaction between departments and officials, flexibly and promptly responding to all significant changes in the external and internal environment of the enterprise;

The presence in the enterprise management system of key organizational mechanisms:

The mechanism for setting and adjusting the system of goals,

A mechanism for identifying, analyzing and solving development problems,

Mechanism of organizational structure development.

The presence of key management competencies (knowledge, skills, abilities and experience of effective management activities) among the members of the management team;

Organizational development work carried out regularly at the enterprise.

Parameters for determining the size of material payments and compensation packages for administrative and managerial personnel.

Approximate parameters for determining base salaries and compensation packages:

1. The level and degree of significance for the enterprise of the decisions made.

2. The degree of freedom in the decisions made.

3. The complexity of the functions performed.

4. The level of special knowledge and required qualifications.

5. Level of communications.

6. People management.

Approximate parameters for determining bonuses:

1. Focus on the corporate interests of the enterprise.

2. Level of qualification and degree of compliance with the position held.

3. The desire to improve the professional level.

4. The results of achieving goals, fulfilling targets and assigned functions.

5. The level of labor discipline.

6. Work experience at the enterprise.

In general, the motivation of personnel at the enterprise has the main features of the system of motivation and incentives, however, it requires significant improvement, since none of the managers of the enterprise can characterize the profile of their personnel as a whole, and each employee individually. Consequently, in this organization should be motivators of labor activity for the staff. In order to implement the above investment approach to the organization of the personnel motivation system, the personnel department should develop the appropriate Regulation on labor motivation and approve it at a meeting of the labor collective.

3. Improving human resource management: methods, problems and prospects

3.1 Styles, methods, strategy and tactics of personnel management

The tradition of studying the structural elements of management style originates in the works of K. Levin, who singled out authoritarian, democratic and liberal management styles based on two variables (the content of decisions and methods for implementing decisions). A.L. Zhuravlev, using the variables described by Levin: "directiveness, collectivity and non-interference", identified seven styles, which, in turn, can be presented in three versions (expressed: operational and unexpressed: variants of specific styles). Currently, as a rule, multidimensional models are used to describe the content characteristics and the general structure of the style. A.A. Rusalinova, for example, uses a seven-factor model, which can be meaningfully focused either on the interests of production or on interpersonal relationships.

We single out the main types of professional orientation, which determine the following styles of managerial activity.

1. A style that is maximally task-oriented and minimally people-oriented. The leader who implements this style considers people as tools of production. Striving for the best performance of the task, he has little interest in the thoughts and feelings of his subordinates. This style embodies the predominant subjective significance of everything that corresponds to the institutional subsystems of the organization, including the means to achieve goals.

2. A style that is maximally people-oriented and minimally task-oriented, which minimizes the exercise of power. This style largely testifies to the subjective significance of the informal subsystem of the organization. It is within the framework of this system that the status needs of a specialist are satisfied. Attention should also be paid to the fact that the means used in this case also correspond to the informal subsystem of relations.

3. Style with a minimal focus on both people and task. The leader who implements this style does the minimum possible to maintain status in a formal structure, but in such a way as not to act as a troublemaker in relation to other members of the team. In this context, status in a formal organization acts as a means to achieve goals that do not reflect the goals of the organization. Achieving the goals of the organization is not relevant for the individual. With this orientation, the sound of an informal system of relations is very often relevant, but it is also used as a means of achieving, again, purely individual goals, namely, to maintain status in a formal organization.

4. Style, reflecting the average degree of interest in people and the task. The activity is aimed at finding compromise approaches. Such a leader is focused on collegial decision-making, having the majority opinion as a criterion for choosing alternatives. This style indicates an approximately equal orientation towards the goals of the institutional and informal subsystems, with the priority of the means of the informal substructure.

5. The style that characterizes the maximum interest in people, with the maximum focus on the task, which corresponds to the priority of both formal and informal orientation.

6. Opportunism, personified by a changeable combination of styles focused on satisfying purely egocentric needs.

7. Paternalism, where the motives for maintaining, acquiring a high status in an informal substructure are leading.

Based on the above two-dimensional model, we can name the following management styles:

Consultative Democratic;

Participation based.

However, in practice, the following one-dimensional leadership styles are more common:

1. Directive (autocratic). With the strict application of this leadership style, the leader builds his behavior in accordance with the principles of formal structure. Such a leader keeps a distance in relation to the team, tries to avoid informal contacts. He assumes full power and responsibility for what is happening in the organization, tries to personally control the entire volume of relations in the organization, paying attention not only to the result, but also to the process. Decisions are made by him alone, employees receive only the most necessary information to perform the work. A leader of this type, as a rule, is imperious, demanding, focused only on the target function.

2. Democratic (collegiate). This type of leader combines in his work an orientation towards both the formal and the informal structure of relations with subordinates, maintains informal relations with them, while avoiding familiarity. In an effort to share power between himself and his subordinates, when making decisions, he takes into account the opinion of the team, seeks to control only the final result, without going into the details of the process. Employees from such a leader receive fairly complete information about their place in the performance of a common task, about the prospects of their team.

3. Passive (permissive) management style is maximally focused on maintaining informal relations with employees, delegating authority and responsibility to them. The leader gives subordinates full scope, they independently organize their activities, decisions are made collectively. The manager, only if necessary, is included in the production process, exercises control, stimulates work.

In line with this approach, theories X, Y, Z were described, where X corresponds to an authoritarian type of management, Y to a democratic type, and Z to a more developed collectivist type.

Among the one-dimensional management styles, there are also less common ones: bureaucratic and patriarchal.

Models that describe the style of managerial activity on the basis of the diverse characteristics of the integral individuality of a person turn out to be no less complex.

The first thing that attracts attention in the specialized literature is the variety of models used to highlight the styles of managerial activity. As a rule, researchers distinguish three approaches to the selection of management style:

1. A personal approach that establishes a connection between the success of the activity and the individual characteristics of the leader;

2. Behavioristic, or behavioral, explaining a certain level of efficiency of the leader by the peculiarities of his behavior;

3. A systemic or situational approach that links such variables as the characteristics of the leader, subordinates (team), situations of activity (tasks).

To this qualification, one can also add the so-called multidimensional-functional and program-role approaches.

The application of a particular leadership style, as well as its results, depend on many factors. This is, first of all, complete mastery of one of the leadership styles, the predisposition of the team to the perception of the management style sometimes imposed on it from above.

An analysis of the activities of managers of various enterprises allowed specialists to identify the most common mistakes made by managers. The top ten mistakes in human resource management can be summed up as follows:

1. The desire to do everything yourself.

2. The tendency to let things take their course.

3. Prejudice against certain workers.

4. Frozen, schematic or doctrinaire installations.

5. Excessive susceptibility to other, including critical opinion.

6. Self-satisfaction or arrogance.

7. Immunity to the suggestions of employees.

8. Obvious disrespect for the personality of the employee.

9. Explicit distrust of employees.

10. Insufficient consistency in actions.

Conversely, the experience of successful enterprises has shown that the leaders of these enterprises to a much greater extent:

Appreciate knowledge of the matter;

Treat people as equals;

Reward fairly;

Detect errors objectively;

Reliable and loyal;

Listen to opinions that differ from their own;

Have the ability to innovate;

Free from bias;

Withstand criticism;

More capable of change than the leaders of low-success enterprises.

Thus, from the foregoing it can be seen that at present personnel management is considered by both theorists and practitioners as the unity of science and art. Despite the variety of approaches to describing individual styles of managerial activity, there are three main ones: authoritarian, democratic and liberal, which, as a rule, do not exist in a “pure” form, they are quite variable.

Styles of managerial activity depend on environmental factors: the environment of a person, the nature of his professional activity, as well as on the personal characteristics of the leader. These factors together influence the formation of an individual style of personnel management.

Modern companies or government agencies, when selecting a candidate for the position of manager, use various methods for assessing the professional qualities of the applicant. Here are just a few of them: exam, expert assessments, psychological testing, etc.

Methods and techniques, due to which the solution of control problems is achieved, are called control methods.

There are five groups of management methods:

1. Administrative methods. They are connected with the imperious nature of government.

2. Organizational methods. These management methods are based on organizational relationships between members of organizations.

3. Methods of legal regulation. They are used by the state as a means of legal regulation of relations between people.

4. Economic methods. With their help, the impact on economic relations is carried out.

5. Psychological methods. They are designed to influence the psychological patterns of people's activities and socio-psychological relations.

According to another classification, instead of administrative and organizational methods, methods of administrative influence and methods of disciplinary influence are distinguished.

Methods of administrative influence are used, in particular, to solve current problems that are not provided for by organizational and stabilizing influence. They allow compensating for unaccounted moments of the organization, adjusting the existing organization in accordance with new tasks or working conditions. The methods of this group are implemented in the form of an order, directive, instruction, order, resolution, prescription, etc.

Methods of disciplinary action are aimed at maintaining the organizational foundations of activities, clear and timely fulfillment of established tasks, to eliminate emerging deviations in the organization system. They are implemented in the form of sanctions and demands.

There is an organic relationship between all methods. When using all methods of management, it is necessary to take into account the psychological context, since there are cases when the use of this or that influence, which is absolutely adequate from a legal or administrative point of view, does not exclude its psychological ambiguity.

This poses an additional task for the manager to create conditions that ensure adequate perception of the appropriate incentives both at the level of an individual performer and the team as a whole.

Within the framework of the methodology of personnel management, organizational, economic and socio-psychological methods are of interest, mainly.

organizational methods.

Foreign and domestic researchers paid great attention to the consideration of these methods. As a result, we have quite clearly formulated principles and rules for building organizational structures.

The main organizational methods of personnel management are aimed at:

1. Formation of the apparatus of the organization (initiation).

2. Determination of the specific composition of the performers.

3. Current management of activities, which involves establishing the grounds for orders, determining the content of orders, ensuring the execution of orders.

Personnel formation is a complex of the following basic procedures:

Determining the needs of the enterprise in personnel;

Comparison of actual and required states;

Development of proposals for the training, retraining, relocation and reduction of existing employees;

Development of a recruitment policy, as well as its implementation - from the announcement of recruitment (or the conclusion of contracts with educational institutions) to the selection of candidates for vacancies;

Registration of labor relations, including the conclusion of agreements (contracts).

Economic methods.

Economic methods are connected with the production process through such regulators as wages, profits, dividends, etc.

The amount of wages is the main factor affecting the efficiency of the work of an employee of the enterprise. An employee's salary includes:

1) the tariff part - payment at tariff rates and salaries;

2) additional payments and compensations;

3) allowances;

4) premiums.

Tariff rates and salaries determine the amount of remuneration in accordance with its complexity and responsibility.

The purpose of additional payments is to compensate for additional labor costs due to objective differences in the conditions and severity of work. Compensation takes into account factors beyond the control of the enterprise, including price increases.

Allowances and bonuses are introduced to stimulate a conscientious attitude to work, improve product quality and production efficiency. The differences between allowances and bonuses are that the allowances are paid in the same amount every month for a set period, while bonuses can be irregular, and their amount varies significantly depending on the results achieved.

The typical income structure of an employee of an enterprise can be represented as follows:

1. Payment at tariff rates and salaries.

2. Surcharges for working conditions:

Characteristics of the production environment.

Shift (mode) of work.

Employment rate during the shift.

3. Surcharges:

For productivity above the norm (piecework earnings, payment for work with less than the standard number).

For personal contribution to improving efficiency and profitability.

For the high quality of products, the implementation of urgent and responsible tasks.

4. Prizes:

For high-quality and timely execution of contracts and stages of work.

At the end of the year's work.

From the fund of the head of the department.

Rewards for active participation in the development of new technical and organizational proposals.

Analysis of the structure of wages shows that there is a tendency to increase the share of the tariff part. Thus, the share of the tariff in the wages of industrial workers in the USA reaches 80 - 85%, in Japan - 85%, in the UK - 75 - 80%.

In practice, a whole range of methods is used - from traditional (time-based wages with a normalized task, lesson-bonus system, various forms of bonuses) to the most advanced (pay per skill unit, flexible salaries and rates).

Economists and sociologists associate the future of incentive systems with appealing to incentives of a higher order, creating conditions for self-realization of the individual, and enriching work.

The flexibility of the remuneration system is given by periodic certification of employees, on the basis of which the level of remuneration for their work for the subsequent period is established.

In modern wage systems, special attention is paid to strengthening the interest of each employee in improving the efficiency of production resources. The growth of wages should be made dependent on the reduction of labor and material costs, the improvement of product quality and the increase in sales.

Today, the contract system of remuneration is increasingly used. The duration of the contract is usually 3-5 years. Its main sections are:

1) general characteristics of the contract;

2) working conditions;

3) wages;

4) social security;

5) the procedure for terminating the contract;

6) resolution of disputes;

7) special conditions.

The remuneration of the labor of the heads of enterprises, their deputies, as well as heads of relatively independent subdivisions, can be carried out as a percentage of the profits of the enterprise.

Salary is one of the forms of external motivation. There is also an administrative form of motivation, which means doing work on a team, order, i.e. by direct coercion.

Economic motivation, for obvious reasons, is more effective. Incentive wages can be applied both at the level of individual workers and at the group level.

Despite the leading role of economic methods in the process of motivating the work of employees, the widespread use of socio-psychological methods is no less important. Consider their content.

Socio-psychological methods.

An analysis of the domestic management reality indicates that many problems associated with the use of socio-psychological methods of management are the result of an insufficient understanding of the nature of these methods.

The theoretical underdevelopment of this problem was very clearly manifested in attempts to classify these methods. Let's dwell on this in more detail.

If we turn to reference books on management, we can see that the socio-psychological methods of management are as follows:

1. Formation of labor collectives taking into account the socio-psychological characteristics of people: abilities, temperament, character traits, which creates favorable conditions for their joint work and social development of the team;

2. Establishment and development of social norms of behavior, including by maintaining good traditions;

3. The introduction of a system of social regulation, which involves careful consideration of the real interaction of social interests. Social regulation includes the use of contracts, obligations, establishing the procedure for the distribution of any benefits, the order in which they are received;

4. Social stimulation - the creation of an environment of socio-psychological interest in the performance of any important work or in achieving any goal. Of particular importance is the stimulation of raising the general educational level, cultural growth, moral and aesthetic development; meeting cultural and social needs;

5. Educational work;

6. Creation and maintenance of a favorable socio-psychological atmosphere - an atmosphere of purposefulness, activity, exactingness, intolerance for violations of discipline.

Revealing the essence of methods for managing group processes and phenomena, the following subclasses are distinguished:

a) Methods of activation. These include initiative and innovation, exchange of experience, competition, moral stimulation, criticism and self-criticism, promise, informing about the positive results of the plan.

b) Methods of social regulation. These methods aim at streamlining and harmonizing social relations by introducing norms that govern the behavior of individuals, social groups and collectives in various situations. These include traditions, rituals, the use of attributes of memorable traditions, gifts, photo albums. This also includes methods of social prevention - public observation of members of the team with socially dangerous tendencies, warning, guarantee.

Methods of social regulation also include methods of disciplinary assistance, including discussion of actions at a general meeting and in public organizations, public reprimand, imposition of public sanctions on the order of receiving material benefits and social security.

c) Methods of role change, based on changing the prestige of the role, through the introduction of uniforms, signs, as well as by changing the content of the role.

d) Methods of propaganda and agitation.

Psychological methods of management include:

1. Socio-psychological methods.

2. Psychological methods of motivation.

3. Psychological methods of labor humanization.

4. Psychological methods of professional selection and training.

Socio-psychological methods include improving communication, informing on issues relevant to the team.

Increasing the effectiveness of the application of socio-psychological methods of management should be based on the training of managers both at the level of mastering the means of influence, and specific techniques, methods and technologies. They should not only have an idea about the goals that are achieved with their help, but also carry out the decomposition of the psychological tasks that ensure their achievement, be aware of the variety of methods for solving them, and be able to evaluate them from an ethical point of view.

Considering the socio-psychological aspect of the problem of personnel management, special mention should be made of the category of "social partnership". This is a kind of ideology, forms and methods of coordinating partners of social groups to ensure their constructive interaction. The stability of the social system and the efficiency of the market economy depend to a large extent on the nature of the relationship between entrepreneurs and employees.

The economic basis of social partnership is the assessment of the contribution of various social groups to the creation of enterprise income and the country's national income. In developed countries, one can note a trend towards an increase in the fair exchange of the results of the work of various social groups, which is an important prerequisite for social partnership. The organization of fair remuneration is one of the factors in the growth of production efficiency.

3.2 Organization of individual processes and methods of satisfaction the needs of employees as a condition for the formation of labor motivation

The nature of the involvement of personnel in solving the problems of the organization is determined by a whole range of factors. First of all, a whole system of economic and psychological prerequisites for the activities of personnel should be created. In each specific case, the optimization of people's involvement in the performance of their duties is represented by a specific, unique algorithm. But this algorithm includes a very specific range of tasks:

Impact on sources of activity;

Factors that perform a regulatory function;

Psychological states that act as a background for the implementation of any form of activity.

The motivational process in general terms and the simplest model of motivated behavior are shown in Fig. 1 and fig. 2.

Feedback

Rice. 2 Model of motivated behavior

Among the methods of meeting the needs of workers in order to form effective labor motivation in Russian conditions include:

1. Creation of a united team spirit in the workplace.

2. Holding periodic meetings with subordinates.

3. Preservation of informal groups, if they do not cause real damage to the organization.

4. Providing subordinates with more meaningful work.

5. Providing them with positive feedback on the results achieved.

6. Appreciation and encouragement of the results achieved by subordinates.

7. Involvement of subordinates in the formulation of goals and the development of solutions.

8. Delegation of rights and powers to subordinates.

9. Promotion of subordinates in the service.

10. Providing training and retraining.

11. Encouragement of subordinate creative abilities.

12. Providing subordinates with complex and responsible work.

The skill of a manager-leader is to rationally combine the means of formal and informal subsystems. But, most importantly, the manager should strive to encourage employees to interact within the group and to joint activities, if necessary, to achieve the goals of the organization.

In recent years, studies have been conducted comparing the work of successful and unsuccessful leaders of organizations. According to research conducted by the company Hagberg Consulting» Successful leaders, compared to unsuccessful ones, spend less time monitoring execution (25% vs. 53%), more involved in team development and work coherence (34% vs. 18%), and focus most of their efforts on strategy formation (41% vs. 29%).

These data are in line with the results of other surveys. For example, top executives in 150 US organizations identified areas of skill that they believe should be developed first in the managers of their organizations.

Some domestic experts pay attention to the strategic aspect of motivation. The method of payment in itself does not solve the problems of retaining personnel and inducing them to highly productive work, if it is not considered in the context of corporate strategy. The strategic planning horizon of most small domestic companies, as a rule, does not exceed two years. At the same time, according to experts, the strategy directly affects the motivation system. Personnel costs, personnel development policy and motivation are forecasted taking into account economic development trends, possible changes in the labor market, etc. Members of an organization that has a clear personnel policy feel more confident because they understand the rules by which relations are built in it. There is more justice, more stability. Of considerable motivational importance is the employee's knowledge of the company's goals, understanding of his own role in the consolidated efforts of the team.

This "non-obvious" side of motivation has several useful "by-products":

Firstly, in the course of developing a strategy, company managers unite, since joint creative activity generates a team-building effect.

Secondly, all managers pursue common goals, which leads to the development of a single position and the achievement of consistency in management actions.

Thirdly, the management team voluntarily or involuntarily broadcasts them "down" - to subordinates; the goals of the organization cease to be a “thing in itself”, becoming close to the employees.

Fourth, building a "tree of goals" that combines strategic goals with specific goals of employees is an important factor in the formation of corporate culture.

Fifth, on this basis, a management system by objectives (MBO) and other mechanisms of management and motivation can be built.

The system of strategic motivation has a "layered" structure. Long-term motivation includes fairly traditional forms of motivation that directly follow from strategic objectives and form the basis of personnel policy:

Payments related to the strategic performance of the company;

Payments related to the long-term results of the employee's activities;

Deferred payment bonuses, options, etc.;

Seniority allowances;

Non-material forms - awarding a title, recognition of strategically significant results, a special position in the hierarchy, career planning.

Medium-term motivation is designed for a period of up to a year and includes fairly traditional mechanisms: quarterly and annual bonuses. If long-term motivation is aimed at keeping employees in the company, then only some forms of medium-term motivation have such a property: for example, refusal to pay an annual bonus if an employee leaves in the middle of the year, or the employee’s right to benefits if he has worked for a full year, etc.

Relatively effective are cumulative and deferred forms of motivation: for example, the so-called token, when an employee knows for what and how much he has earned, but receives the entire amount in cash or in kind no earlier than a year later.

Short-term motivation - monthly salary and monthly bonus. Non-material forms of motivation are not so effective here. Short-term motivation, more than its other types, is aimed at inducing effective work, and this is where accrual formulas should work. But this is where difficulties arise due to the fact that the formulas do not work.

According to E. Abramova, another researcher of labor motivation problems, each organization is unique, and the development of a motivation system, first of all, involves identifying and analyzing the characteristics of corporate culture (norms and values ​​supported by team members), management style, emotional atmosphere in the team, level motivation of employees and a number of other parameters. The data obtained during the expert assessment of the situation allows an experienced consultant to identify factors that reduce the desire of employees to work and problems that require urgent resolution, as well as identify unused resources of the organization.

It takes a certain amount of time to prepare and conduct a diagnosis of a situation in a company. Meanwhile, events sometimes require a quick response to what is happening: for example, one after another, good specialists go to work in other organizations. In this case, there are a number of easily implemented measures. E. Abramova proposes the following measures.

Information preparation and management decision making. Accumulating information and analyzing what is happening in the company, it is useful to hold a meeting with the participation of managers of different levels, during which to find out the opinion of employees about the necessary actions in the current situation in the organization.

Organization of the implementation of the decision. According to the "golden rule" of management, the most important ability of a leader is to get results through his employees. Delegation of authority to employees psychologically implies the unity of trust and exactingness. By trusting, you provide the employee with the opportunity to creatively approach the solution of the task facing him, to make the most of his experience, knowledge, and abilities. By demanding, you increase his responsibility for the result.

When delegating authority at the stage of organizing the execution of a decision, it is necessary to formulate tasks so that each employee clearly understands what task he must complete and within what time frame; imagined what he was responsible for; possessed sufficient authority and means to successfully carry out the work.

Control over the implementation of the decision. Often the leader does not follow the "golden rule" for fear of losing control of the situation. However, an excellent rallying and motivating effect is provided by the scheme of mutual control of departments, when the results of the work of another depend on the quality of the work of one department.

Assessment of final results. When evaluating the final results, obtaining information about the results of the company's work and the significance of his personal contribution to the result allows each employee to feel like a necessary member of the team, correlate their achievements with the achievements of the company, connect their future with the future of the organization, understand that recognition of competence, career growth, material remuneration - all this is a logical consequence of the properly organized work of a close-knit team of professionals.

A well-thought-out motivation system allows you to effectively manage the business behavior of the staff, ensuring the prosperity of the organization.

Of great practical interest is the model proposed by Yu.K. Balashov and A.G. Koval in an article published in 2006 in the journal Enterprise Personnel.

Motivation - this is an internal property of a person, an integral part of his character, associated with his interests and determining his behavior in the organization.

Stimulus- this is some impact on a person, the purpose of which is to direct his activities, to correct behavior in the organization.

1 class avoidant motivation(avoidant motivation - a person seeks to avoid undesirable consequences of his behavior);

2) class achievement motivation(achievement motivation - a person behaves in such a way as to achieve certain milestones to which he aspires).

You can imagine the following diagram showing the effect of a stimulus (impact) on a person with a motivation from one class or another.

Rice. 3 Influence of incentives on human behavior with different types and degrees of motivation

Let us analyze the one shown in Fig. 3 graph. On the horizontal axis, points correspond to the degree of motivation. The greater the result is desirable for a person with achievement motivation, the more to the right is the point describing the degree of motivation (in the right half of the graph). Accordingly, the more undesirable the impact in case of avoidant motivation, the more to the left lies the corresponding point on the axis (in the left half).

The person has a stimulating effect. It can be both adequate and inadequate.

In the case of an extremely adequate stimulus, human behavior is extremely active (constructive) - the corresponding point lies on the curve in the upper half of the graph. The more the stimulus differs from the maximally adequate one, the lower is the point describing the person's behavior on the vertical segment passing through the point describing the degree of the person's motivation. With some kind of impact, a person stops responding to the stimulus and his behavior is in no way connected with it. This corresponds to the zero (vertically) point of the segment - the point of its intersection with the horizontal axis.

If the stimulating effect is inadequate, then the person's behavior becomes passive or destructive. This is reflected by points lying below the horizontal axis. With an extremely inadequate incentive system, behavior becomes extremely destructive, the corresponding point lies on the curve at the bottom of the figure.

In the upper right quadrant of the graph, the curve saturates - the transition to a higher degree of motivation with an extremely effective stimulus leads to a disproportionately smaller change in behavior. This is due to the natural limits created by technology and business processes in an organization. When these limits are reached, even the most effective behavior does not lead to an increase in the efficiency of the organization, since we are faced with efficiency limitations at the level of technology and business processes. The same is true for the lower right quadrant. Destructive behavior is limited by the "strength" of technology and business processes.

On the left side of the figure, the curves have the same character, but the level of saturation is significantly lower than for achievement motivation. This is explained by:

- firstly, psychologically, the growth of fear is limited and quickly reaches the threshold;

- secondly, in the arsenal of the organization, the possibilities of punishment are quite limited (the maximum punishment is dismissal, which occupies a place far from fear for life in the scale of human values, etc.);

Thirdly, there is an important feature - to apply punishment(sanction), it is necessary prove deviation in human behavior from the required, and there are limited opportunities for proof.

Now the ideas about motivational types are detailed.

Each person is a combination of all or some of the motivational types in a certain proportion. Thus, each person is described by a motivational profile showing the extent to which each motivational type is present in him. Conventionally, the share of the motivational type is described by a number from 0 (the corresponding nature of motivation is completely absent) to 100 (the person is described by a “pure” motivational type), and the sum of all numbers is 100.

There are the following "pure" types of motivation:

Lumpenized (avoidant class);

Instrumental (achievement class);

Professional (achieving class);

Patriotic (achievement class);

Master's (achievement class).

Let's denote each type of motivation with a code (according to the first two letters):

1. LU - lumpenized type;

2. IN - instrumental type;

3. PR - professional type;

4. PA - patriotic type;

5. XO - host type.

Figure 4. A person as a combination of pure motivational types

Each person, from the point of view of his motivation, is a combination in some proportions of five pure motivational types (Fig. 4).

Lumpy type. Belongs to the avoidant class of motivation. Characteristic:

It doesn't matter what job to do, there is no preference;

Agree to low pay, provided that others do not receive more;

Low qualification;

Does not seek to improve qualifications, counteracts this;

Low activity and speaking out against the activity of others;

Low responsibility, the desire to shift it to others;

Striving to minimize effort.

Instrument type.

Interested in the price of labor, not its content (that is, labor is a tool to meet other needs, hence the name of this type of motivation);

The reasonableness of the price is important, does not want "handouts";

The ability to provide for one's own life is important.

professional type. Refers to the achievement class of motivation. Characteristic:

Interested in the content of the work;

He does not agree to work that is not interesting for him, no matter how much they pay for them.

Interested in difficult tasks - the possibility of self-expression;

Considers freedom of action important;

Professional recognition as the best in the profession is important.

Patriotic type. Refers to the achievement class of motivation. Characteristic:

An idea is needed to move them;

Public recognition of participation in success is important;

The main award is the universal recognition of indispensability in the company.

Master type. Refers to the achievement class of motivation. Characteristic:

Voluntarily accepts responsibility;

It is characterized by a heightened demand for freedom of action;

1. Negative - displeasure, punishment, the threat of job loss.

2. Cash - wages, including all types of bonuses and allowances.

3. Natural - buying or renting a home, providing a car, etc.

4. Moral - certificates, badges of honour, presentation for awards, honor board, etc. Moral forms are the most numerous. Currently, forms of moral incentives are practically not used in Russia under the far-fetched pretext of forming market relations, although in the West, as we have already noted, they are very actively used.

5. Paternalism (concern for the employee) - additional social and medical insurance, creation of conditions for recreation, etc.

6. Organizational - working conditions, its content and organization.

7. Involvement in co-ownership and participation in management.

So, a person who is described by a certain motivational profile, in order to change his behavior in the organization, is influenced in the form of some incentive. Having received a stimulus, a person reacts to it in accordance with his motivational profile. This reaction can be: positive, and the person will change his behavior as it was intended; neutral; negative, when the undesirable behavior only intensifies.

The concept model "Motivation-incentive" establishes a connection between pure motivational types and forms of stimulation acceptable to them. This ratio is shown in Table 5.

Table 5. Correspondence of motivational types and forms of stimulation

Forms of incentives	Motivational type
	Instrumental	Professional	Patriotic	Master's	Lumpenized
Negative	Neutral	Forbidden	Applicable	Forbidden	Basic
Cash	Basic	Applicable	Neutral	Applicable	Neutral
natural	Applicable	Neutral	Applicable	Neutral	Basic
Moral	Forbidden	Applicable	Basic	Neutral	Neutral
Paternalism	Forbidden	Forbidden	Applicable	Forbidden	Basic
Organizational	Neutral	Basic	Neutral	Applicable	Forbidden
Participation in management	Neutral	Applicable	Applicable	Basic	Forbidden

The described model "Motivation-incentive" can be used in the formation of a staff incentive policy.

The key to successful work in modern organizations is training that allows you to develop a set of qualities that in recent years have been referred to as "emotional intelligence" - the ability to communicate, talk with people, understand the mood and interests of those present, motivate - all these qualities have apparent simplicity and at the same time they are not as obvious as specific and well-defined technical knowledge and skills.

The topics of trainings can be adapted to the field of activity of the enterprise. Here is an example of common training courses in the field of management development. We conditionally group them into two areas (Table 6).

Table 6. Topics of the training

With the same subject of training, its level can be individual, depending on the characteristics of the organization. For some companies, customer experience training may be focused on building a common strategic focus, moving from a product orientation to a customer and service orientation.

and the results of the production activities of the enterprise

As is known, the evolution of managerial activity in foreign management tends to develop group forms of developing solutions, which is not typical of Russian practice. In a number of countries they are very widespread, in others they are fundamental, for example, in Japan. The well-known paternalistic direction in the development of management is also associated with various forms of involving workers in the procedure for making managerial decisions. Sometimes this is carried out under the slogans of the movement for self-government and has various names: “economic democracy”, “industrial self-government”, “democracy in the workplace”, etc.

In my opinion, specific forms of employee participation in management include three degrees:

1) joint counseling, i.e. the administration finds out the opinion of the workers, although the latter is not binding;

2) co-determination, a form of participation of employees in decision-making with equal rights with the administration;

3) "workers' control" in cases where workers have decisive rights.

In some countries, workers' participation in management has a legal basis. In Germany (former Germany) as early as 1951, the "Law on co-determination" was adopted, in Sweden in 1976 - the "Law on the joint regulation of working life", in Norway - the "Law on representation in production management".

Today, scientists recognize that developed capitalism evolves towards the socialization of the principles of activity used.

By democracy, the Japanese, for example, understand the possibility of harmonious work through the consensus of all, including the lower spheres of the organization. All decisions are group. The collective decision is final and binds all involved in the development. No one can undo it, no matter how powerful it may be.

The decision-making procedure in Japanese firms has a number of advantages: it is not imposed "from above", depriving the performers of enthusiasm in the work; contributes to the establishment of group cohesion and solidarity; group competence exceeds individual competence. Group decision making is a unique feature of Japanese management.

Of course, the need to introduce Japanese management experience in Russian enterprises is debatable. However, it seems obvious that in Russia the participation of employees in management is at a very low level, and this situation should change in the direction of expanding the opportunities for performers to more fully realize their creative potential. Such opportunities can be provided to employees by so-called new managers. For this, certain prerequisites must be created, and this, first of all, is a stable business in a predictable economic environment.

Note that the Russian style of management today is a classic example of state capitalism. In order to be successful in business, a Russian manager must, first of all, learn how to properly interact with authorities at the local, regional and federal levels. The participation of employees in the management of enterprises is the next stage in the development of economic systems, for which all the necessary prerequisites have already been formed.

First of all, we note that at the initial stages of development of any organization, joint activity in the full sense of this concept is impossible, since there is no differentiated perception in the group. In other words, group members do not know each other well enough to interact closely. At later stages of development, the processes of interpersonal and intergroup perception begin to regulate the formation and development of the collective subject of activity.

The position of subjects in the structure of the organization has a great influence on the nature of interaction. For a leader, a responsible subordinate is associated with diligence and discipline, and for direct colleagues, a responsible colleague is a reliable person who does not attempt to shift his responsibilities to others. That is why the leader sometimes does not imagine joint activities with subordinates “on an equal footing”, he sees the members of the team exclusively in the role of his subordinates and nothing more. This attitude is an obstacle to the development of adequate "scenarios" of interaction.

There are many examples of this in Russian management practice.

For example, according to the head of the Yukos oil company M. Khodorkovsky, there is always one person in charge. He said verbatim the following: "... One of the key rules of an effective company is this: the corporation must be of such a size that it can be effectively managed by one person." On the other hand, Khodorkovsky admits that a large company is run by thousands of managers, but only one person makes strategic decisions. In fact, in Russia, top-management managers try as far as possible to delve into all the more or less significant affairs of the company, otherwise they do not feel "in control of the situation."

To manage in Russia means, first of all, the willingness to take responsibility for all the affairs of the company. Consensus remains just a beautiful word that is used from time to time when discussing Russian management. But in practice, it is absent in the activities of companies for many reasons. One of them is the lack of awareness of the staff about the actual state of affairs of the enterprise, the confidential nature of major transactions, etc. In domestic conditions, it is difficult to imagine a company leader dedicating his team to the complex problems facing the enterprise, especially since these problems need to be addressed today, and not tomorrow at the general meeting of the labor collective. A tough, unstable economic environment dictates to managers its own rules for doing business, in which there is no place yet for democratization of the development of solutions.

One more example. B. Kuzyk is the director of the company New Programs and Concepts (NPK). He does not develop the details of current management, these are busy with his team. The director's prerogative is to see the goal, to propose a strategy, but at the same time to know the details. Again, there is a desire to delve into the details.

The same picture is in the banking sector. V. Savelyev, the manager of the Menatep bank in St. Petersburg, frankly asserts that the main drawback of management in Russia is the inability to delegate authority and responsibility. Doing everything by yourself is unrealistic. However, the generic problem of any network corporation is the desire of regional managers to "do their own business." One of the ways to solve this problem is the right motivation, teaching to show career prospects. It is recognized as extremely important - continuous training, advanced training.

Almost all well-known top managers in Russia agree on one thing: it is impossible to manage a company without authority.

Thus, Russian managers do not consider it necessary to delegate their powers to employees. Probably, at this stage it is justified, since the market history of our economy is relatively short, the institution of joint activities between the administration and the staff is not developed. The development of this institution will most likely occur in a natural way, when top managers simply cannot manage on their own, managing complex economic systems. It's not such a distant future.

Conclusion

Theoretical and practical analysis of the problems of human resource management has shown that new approaches to personnel policy are needed today. This is due to a number of reasons.

Firstly, the old, administrative forms of personnel management have completely exhausted themselves, and this makes many managers look for new techniques and methods of working with people.

Secondly, the transition to the market forced to look for new reserves and resources. Under these conditions, many have paid attention to the efficient use of not only material, but also "human resources" as the most important factor in raising the level of production and services.

Thirdly, the labor market in the country. There was a possibility of selection, the need to search for qualified personnel, their assessment and other elements of a market approach to personnel management.

Fourth, the scientific and methodological base of work with personnel has been significantly improved. Many scientific papers have been published that allow raising the efficiency of work with personnel to a qualitatively new level.

Today, many Russian organizations are seeing positive changes in the field of domestic management, introducing more advanced methods of working with personnel, and improving the selection of candidates for senior positions.

The main styles of managerial activity are:

Autocratic;

Democratic;

Liberal.

Basic personnel management methods:

Organizational;

Economic;

Socio-psychological.

The manager, today, must carry out his activities in close cooperation with the team. Its activity as a whole should be characterized by:

Professionalism;

Reliability and responsibility;

Orientation to the creative potential of employees.

The main mechanism that determines the management strategy in the organization is the goal-setting processes of the manager-leader. In other words, whether the manager is set up for joint activities with subordinates or prefers to decide everything on his own.

It is also important to note the importance of knowledge about motivation in the management activities of the management of an organization interested in increasing the productivity of its employees, their full return at the enterprise. Understanding and putting into practice the system of motivation of their employees will lead not only to an overall increase in the efficiency of the organization, but also to job satisfaction of the employees themselves, an improvement in the psychological climate, and the general mood of employees. And as a result, again, an increase in the productivity of the organization itself. A competent leader must clearly know that not all employees are motivated to the extent that this contributes to increasing labor efficiency and achieving the goals of the organization. Therefore, he must accurately recognize the actual motives of each of his employees and try to meet the needs of each as far as possible.

The paper substantiates that the model of motivation for our object of study - the sanatorium "Svetlana" in the case of applying the investment approach can be based on the following fundamental principles.

The incentive system should be consistent with the business and organization development strategy, as well as the incentive policy adopted.

The selected forms of incentives should be adequate to the motivational profile of the company.

The application of the incentive system must be fair, i.e. if there is a reason for incentives, only those forms that will be indicated in the Regulations on staff incentives as corresponding to this reason should be applied. No incentives should be applied without a proper justification.

The use of an incentive system should be inevitable. Incentives should be provided whenever appropriate grounds for incentives arise.

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Human resource management methods

Management methods are ways of implementing managerial influences on personnel in order to achieve the goals of production management. There are administrative, economic, socio-psychological methods, which differ in ways of influencing people.

Administrative methods are based on power, discipline and penalties, being a way of exercising managerial influences on personnel.

Economic methods are a way to implement control actions on personnel through the use of economic laws and categories.

Remuneration of labor is the main motive for labor activity and a monetary measure of the cost of labor. It provides a link between the results of labor and its process and reflects the quantity and complexity of the work of workers of various qualifications. By setting official salaries for employees and tariff rates for workers, management determines the standard cost of labor, taking into account the average cost of labor at its normal duration. Remuneration determines the individual contribution of employees to the final results of production in specific periods of time. The award directly connects the results of the work of each department and employee with the main economic criterion of the enterprise - profit.

Socio-psychological methods are methods for implementing managerial influences on personnel based on the use of the laws of sociology and psychology. The object of influence of these methods are groups of people and individuals.

Sociological management methods play an important role in human resource management, as they allow you to establish the value and place of employees in the team, identify leaders and provide their support, connect people's motivation with the final results of production, ensure effective communication and conflict resolution in the team.

Psychological methods play a very important role in working with personnel, as they are aimed at a specific person, they refer to the inner world of a person, intellect, feelings, images and behavior in order to direct the inner potential of a person to solve specific problems of the organization. The basis of the application of psychological methods is psychological planning as a new direction in working with personnel to form an effective psychological state of the organization's team. It proceeds from the need for the concept of the comprehensive development of a person's personality, the elimination of negative trends in the degradation of the backward part of the labor collective. Psychological planning involves setting development goals and performance criteria, developing psychological standards, methods for planning the psychological climate and achieving final results.

Topic 11. Leadership: power and influence

The effectiveness of management, and hence the efficiency of the organization, is largely determined by the competence of managers and their personal qualities.

In order to perform the complex functions and functions of managing an organization, managers must have specialized knowledge and be able to use it in their daily work. They need to have relevant professional knowledge and skills, the ability to work with people and manage themselves, to have specific personal qualities that inspire confidence from colleagues and subordinates.

There are a number of requirements for the personality and professional competence of managers in energy production:

Professional knowledge in the industry;

Understanding the nature of managerial work and management processes;

Knowledge of the economics of energy production;

Knowledge of socio-psychological methods of personnel management;

Organizational skills;

Constant self-development;

High sense of duty and dedication;

Decency and honesty in dealing with people and trust in partners;

Respectful and caring attitude towards people in the organization, especially to their subordinates;

The ability to critically evaluate their activities, the ability to draw the right conclusions;

Ability to be a teacher and educator;

Ability to establish external relations of the organization;

Ability to use power in a balanced way;

Be a leader in a team.

The ability to use power is very important. Power means the ability of a person to influence the surrounding people and their behavior in order to subordinate them to their will. Power can be formal and real.

Formal power is the power of the position: it is conditioned by the official place of the person who possesses it in the management structure of the organization and is measured either by the number of subordinates who are directly or indirectly obliged to obey his orders, or by the amount of material resources that are at the disposal of this official.

Real power is the power of both the position and the influence and authority of an official: it is determined by a person’s place not only in the official, but also in the informal system of relations and can be measured by the number of people who are ready to voluntarily submit to this person, as well as the degree of dependence of others on him.

Each leader has (chooses) a certain leadership style - this is a set of peculiar management techniques, the manner of everyday behavior of the leader in relation to subordinates. Leadership style develops ways to influence subordinates.

The style of leadership is determined by the nature of the tasks facing the team, the level of its development, the personality of the leader. A leadership style that works well in one setting may not work in another.

There are generally four leadership styles:

Democratic (collectivist, partnership) - respect for subordinates, minimal participation of the leader in decision-making, the desire to gain authority by providing subordinates with benefits and indulgences, shifting responsibility for failures in work to others;

Liberal-anarchist (permissive, neutral) - on the one hand, super-democratic, on the other - a minimum of control, as a result of which the decisions made are not implemented, the results of work are low, the psychological climate in the team is unfavorable, conflict;

Situational - the level of development of subordinates and the team as a whole is flexibly taken into account, the effectiveness of leadership is mediated by the degree of control the leader has over the situation in which he acts.

No leadership style stands out in its purest form.

Different styles can be used in different combinations depending on the circumstances. The real style of a particular leader is always some combination of many styles, but, of course, with the predominance of one of them. It should be said that the choice of the optimal style in the range of "authoritarianism - democracy" is not an easy task. In each case, a good leader will be the one who will be able to use the situation that has arisen. To do this, you need to know the abilities of subordinates, the ability to perform a task, their abilities and powers. In the process of performing the task, the situation may change, which will require a different way of influencing subordinates, i.e. leadership style changes.

The leader must be a leader. Leadership is the ability to activate people in an organization, the ability to set an example to follow and influence people to achieve the goals of the organization. Therefore, leadership is an art. The leader who is able, if necessary, to adjust his leadership style, turns out to be effective, i.e. focus on real production conditions and the environment. A leader inspires and inspires people with enthusiasm, conveying his vision of the future to them and helping them adapt to the new, go through a difficult stage of change in the organization. Leaders are able to achieve more in the organization by selecting a team of people who understand and share their views, possess and know how to use their emotions and intuition.

Any person in an organization can be a leader, not just those who manage it. Leadership can also manifest itself at the lowest levels of the hierarchy; leaders can be foreman, foreman, and worker, who, with their attitude to work and to people, serve as a role model.

Human resource management methods

Management methods

These are ways of implementing managerial influences on personnel in order to achieve the goals of production management. There are administrative, economic, socio-psychological methods, which differ in ways of influencing people.

Administrative Methods

are based on power, discipline and penalties, being a way of exercising managerial influences on personnel. The following main methods of administrative influence can be distinguished:

Organizational impacts are based on the preparation and approval of internal regulatory documents that regulate the activities of the personnel of a particular organization. These include the charter of the organization, the collective agreement between the administration and the labor collective, internal regulations, the organizational structure of management, staffing, regulations on structural divisions, job descriptions of employees and the organization of jobs.

Organizations with a high level of organizational influences, brought to the standards of the enterprise and management regulations, high labor and executive discipline, practically do not feel the need to use administrative influences. The application of organizational influences largely depends on the mentality of employees, their desire to strictly comply with formal instructions and work according to the rules approved by the administration. For example, an employee of a European enterprise strictly observes the rules established at the enterprise as a matter of course, and any violation of them is considered as an emergency.

In Russia, the staff considers internal company standards as a given restriction that can be violated, in the absence of direct supervision. The consequence of this attitude is numerous cases of violation of labor discipline, theft of materials and finished products, a high percentage of defects and low performance discipline, and as a result, low labor productivity, etc. - administrative actions are aimed at achieving the goals of management, compliance with internal regulations or maintaining the organization's management system in the given parameters through direct administrative regulation.

The methods of administrative influence are orders, instructions, instructions, instructions, target planning, labor rationing, coordination of work and control of execution. The most categorical form of administrative influence is an order. He obliges subordinates to accurately fulfill the decision made on time, and its failure to comply entails a sanction.

Administrative methods of management are a powerful lever for achieving the set goals in cases where it is necessary to subordinate the team and direct it to solving specific management problems. The ideal condition for their effectiveness is a high level of management regulation and labor discipline, when managerial influences are implemented by lower levels of management without significant distortion. This is especially true in large multi-level management systems, which include large organizations.

The democratization of management and the development of market relations in the country, the collapse of the centralized administrative-command system reduced the role of administrative methods of influence in the organization. A number of contradictory processes in society also impede the use of administrative methods, which include rising unemployment and part-time employment in enterprises, inflation in recent years and late payment of wages, the development of barter transactions and poor discipline in the supply of resources, excess growth in prices for consumer goods over the pace wage growth, the loss of factory traditions and the disruption of the usual way of life in the family.

Economic Methods

are a way of implementing control actions on personnel through the use of economic laws and categories. Through a joint analysis of economic laws and categories, commodity-money relations and the principles of a market economy, specialists developed the following scheme for classifying economic management methods:

Planned management of the economy is the main law of the functioning of any organization that has clearly developed goals and a strategy for achieving them. The economic development plan is the main thing to ensure a balance between the market demand for a product, the necessary resources and the production of products and services. To achieve the set goals, it is necessary to clearly define the criteria for efficiency and the final results of production in the form of a set of indicators established in the plan for economic development. Thus, the role of economic methods is to link the categories listed above and mobilize the workforce to achieve final results;

Economic accounting is a method of managing the economy based on comparing the costs of the enterprise for the production of products with the results of economic activity, full reimbursement of production costs from the income received, ensuring the profitability of production, economical use of resources and material interest of workers in the results of labor. It allows you to combine the interests of the organization with the interests of departments and individual employees.

Remuneration of labor is the main motive for labor activity and a monetary measure of the cost of labor. It provides a link between the results of labor and its process and reflects the quantity and complexity of the work of workers of various qualifications. By setting official salaries for employees and tariff rates for workers, management determines the standard cost of labor, taking into account the average cost of labor at its normal duration. Remuneration determines the individual contribution of employees to the final results of production in specific periods of time. The award directly connects the results of the work of each department and employee with the main economic criterion of the enterprise - profit. The manager can regulate the material interest of workers with economically possible production costs under the item "wages", apply various wage systems - piecework or time, form the material and spiritual needs of workers and ensure the growth of their living standards.

The labor force is the main element of any labor process, ensuring the processing of objects of labor with the help of means of labor into the final product. It is always the main value of any enterprise or organization. The subjects of labor relations are the employer and the employee, and the intermediary between them is the ore market. One of the components of the labor market, along with supply and demand, is the price of labor. Paying for labor as an expensive commodity, the manager seeks to use it most efficiently. And here economic factors come to the fore, which force managers to give priority to eliminating downtime, loss of working time, ensuring an appropriate level of production, labor and management. Efficient use of labor requires that this expensive commodity be in working order. Consequently, it is necessary to deal with the working and living conditions of workers, constantly develop their ability to work through a continuous system of training and retraining of personnel, and improving their skills.

Economic methods act as different ways of influencing managers on staff to achieve their goals. With the positive use of economic methods, the end result is manifested in good product quality and a high profit margin. On the contrary, if economic laws are misused, ignored or neglected, poor results can be expected.

Socio-psychological methods

These are ways of implementing managerial influences on personnel, based on the use of the laws of sociology and psychology. The object of influence of these methods are groups of people and individuals. According to the scale and methods of influence, these methods can be divided into two main groups: sociological methods, which are aimed at groups of people and their interactions in the production process; psychological methods that directly affect the personality of a particular person. Such a division is rather arbitrary, since in the modern world a person always acts not in isolation, but in a group of people with different psychology. However, the effective management of human resources, consisting of a set of highly developed personalities, requires knowledge of both sociological and psychological methods.

Sociological methods of management

play an important role in human resource management, as they allow you to establish the value and place of employees in the team, identify leaders and provide their support, connect people's motivation with the final results of production, ensure effective communication and conflict resolution in the team. Let us consider in more detail the existing methods of sociological management, which are used in the organization's management system.

Social planning ensures the setting of social goals and criteria, the development of social standards and targets, and the achievement of final social results. For example, an increase in life expectancy, a decrease in the incidence rate, an increase in the level of education and qualifications of workers, and a reduction in industrial injuries. At present, the problem of social planning is relevant for many large Western and Japanese campaigns that successfully use the best practices of the Soviet period. In our opinion, the development of social planning at Russian enterprises will follow after overcoming the economic crisis.

Sociological research methods constitute a scientific toolkit in working with personnel, they provide the necessary data for the selection, evaluation, placement and training of personnel and allow you to reasonably make personnel decisions:

Questioning allows you to collect the necessary information through a mass survey of people using special questionnaires;

Interviewing involves preparing a script (program) before the conversation, then in the course of a dialogue with the interlocutor - obtaining the necessary information;

The sociometric method is indispensable in the analysis of business and friendly relationships in a team, when a matrix of preferred contacts between people is built on the basis of a survey of employees, which also shows informal leaders in the team;

The observation method allows you to identify the qualities of employees that can only be detected in an informal setting or extreme life situations;

An interview is a common method in business negotiations, hiring, educational events, when small personnel tasks are solved in an informal conversation;

Morality is a special form of social consciousness that regulates the actions and behavior of a person in society with the help of moral norms. At present, the best Western campaigns put as a paramount task the formation of corporate culture and morality;

Partnership is an important element of any social group and consists in establishing various forms of relationships on the basis of which people communicate. In partnership, people act as equal members in the relationship between themselves, in contrast to the formal relationship between the leader and subordinates, where there is a dependence of one person on another. There are such forms of partnership: business, friendly, hobbies, family - between relatives, sexual - intimate relationships between people. Thus, partnership is one of the key components of the corporate culture of the enterprise and sociological methods in working with personnel.

An important role in the organization is played by communication as a form of interaction between people based on the continuous exchange of information. Interpersonal communication occurs between different people in the forms of leader - subordinate - employee - friend and other, more complex forms of communication of several people. Personal communication takes place in simple forms of relationship between a manager and a subordinate, employees among themselves, when there are two subjects of communication. Verbal, or verbal, communication occurs in the process of oral or written exchange of information. Non-verbal communication takes place when other sign forms of information transfer are used, such as gestures, facial expressions, sounds, posture, etc. Managerial communication includes three main stages: issuing administrative information, receiving feedback, and issuing evaluative information.

All forms of human communication have different goals and objectives, they try to link different interests together, that is, they act as a direct regulator of conflicts. The conflict in modern management is a form of clash of opposing sides, which in the course of action are transformed into a plot and end with positive or negative consequences for the parties to the conflict.

Knowledge of the sociological methods of human resource management allows the manager to objectively carry out social planning, regulate the socio-psychological climate, ensure effective communications and maintain a good corporate culture. To do this, it is advisable to systematically conduct sociological research in the team, it is especially useful to know the opinion of the team members about the leader.

Psychological methods

play a very important role in working with personnel, as they are aimed at a specific person, refer to the inner world of a person, intellect, feelings, images and behavior in order to direct the internal potential of a person to solve specific problems of the organization. The basis of the application of psychological methods is psychological planning as a new direction in working with personnel to form an effective psychological state of the organization's team. It proceeds from the need for the concept of the comprehensive development of a person's personality, the elimination of negative trends in the degradation of the backward part of the labor collective. Psychological planning involves setting development goals and performance criteria, developing psychological standards, methods for planning the psychological climate and achieving final results.

The most important results of psychological planning include:

Formation of divisions on the basis of psychological compliance of employees;

Comfortable psychological climate in the team;

Formation of personal motivation of people based on the philosophy of the organization;

Minimization of psychological conflicts;

Development of a service career based on the psychological orientation of employees;

The growth of the intellectual abilities of the members of the team and the level of their education;

Formation of a corporate culture based on the norms of behavior and images of ideal employees.

The branches of psychology and knowledge of their research methods allow us to make a correct analysis of the state of mind of people, build their psychological portraits, develop ways to eliminate psychological discomfort and form a good team climate. Labor psychology studies aspects of professional selection, career guidance, professional fatigue, tension and intensity of labor, accidents, etc. Management psychology analyzes aspects of people's behavior in a work team, relations between a leader and a subordinate, problems of motivation and psychological climate. Psychotherapy studies the methods of mental influence by word, deed, situation on a person with certain mental disorders for the purpose of treatment. Methods such as self-hypnosis, suggestion, meditation are gradually entering the practice of management.

Personality types and their characteristics

Personality types characterize the inner potential of a person and his general orientation towards the performance of certain types of work and areas of activity. There are several approaches to typing a person's personality: 16-factor personality characteristics according to Cattell's quality, Z. Freud's theory of dreams and drives, based on the classification of behavioral roles, etc.

In the field of management, personality typification plays an important role in joint analysis with motivation and behavior in a social group.

We can offer the following classification of personality types:

Organizational type with a pronounced desire for leadership work and leadership in the team;

Analytical type, focused on the performance of work with a large proportion of logic and analysis, characteristic of scientists;

Engineering type, which characterizes the inclinations of people to perform calculations, drawing, design, programming;

Creative type, in which figurative and artistic perception of the world with minimal logical generalization prevails, characteristic of figures of literature, art, poetry, music and others;

The intuitive type, for which external circumstances have a dominant influence, is more characteristic of performers, employees who perform work with a minimum amount of complexity and responsibility.

Temperament is a very important psychological characteristic of a person to determine the purpose and place of each employee in a team, the distribution of managerial tasks and psychological methods of working with a particular person. There are four main types of temperaments: sanguine, phlegmatic, choleric and melancholic.

Sanguine - calm, balanced, mobile in behavior, self-esteem corresponds to the assessment of others, the level of claims corresponds to real possibilities. Differs in diligence and high efficiency. A weak feature is the inability to rebuild when the situation changes. The type of thinking is subject-effective.

Phlegmatic - emotionally stable, the type of thinking is predominantly concrete-shaped, the pace of thinking is slow, the level of claims is below real capabilities, extremely resistant to work in conditions of monotony, an adaptation period of 6-7 months is required to enter a new environment, the predominant mood background is complacent, expression frozen faces.

Choleric - emotionally unstable, quick-tempered, facial expressions are extremely mobile, the pace of thinking is accelerated, the type of thinking is abstract-logical, very high sociability, excess activity alternates with pauses in a short period. Cognitive psychological processes are extremely mobile.

Melancholic - emotionally sensitive, prone to unrest, high internal anxiety, stress-resistant when working in a measured rhythm. It adapts well to rapidly changing social situations, feels good about communication partners and creates an environment of increased emotional comfort for them. The level of claims, as a rule, is lower than the real possibilities, with the exception of persons with a demonstrative character accentuation.

Character traits determine the direction of the human world, the level of need for communication. According to the predominance of certain character traits, people are divided into extroverts and introverts. An extrovert is extremely sociable, responds to everything new, interrupts the type of activity, sometimes without finishing work, if a new interlocutor appears, a stimulus. Motivation of activity is fickle and is in direct proportion to the opinions of others, altruistic inclinations are expressed.

An introvert is closed in behavior, proceeds only from internal considerations, therefore, sometimes his actions seem pretentious and eccentric to those around him. Intuition is well developed, he accurately calculates the situation, his decisions are often promising and justified in the future. An introvert is emotionally cold, poor facial expressions and gestures alert interlocutors and prevent frankness in conversation.

From the type of personality and individual character traits, the ways of psychological impact on the staff are determined. They concentrate all the necessary and legally permitted methods of influencing people for coordination in the process of joint labor activity. The methods of psychological influence include suggestion, persuasion, imitation, involvement, coercion, inducement, condemnation, demand, prohibition, censure, command, etc. Let us consider them in more detail.

Suggestion is a purposeful psychological impact on the personality of a subordinate by the leader with the help of his appeal to group expectations and motives for inducing work. Suggestion can cause a person, in addition to his will and consciousness, a certain state of feelings and lead to a person committing a certain act. An extremely negative form of suggestion is the zombie of a person, when strictly defined forms of behavior that go beyond moral norms are instilled in a person.

Persuasion is based on a reasoned and logical impact on the human psyche to achieve goals, remove psychological barriers, eliminate conflicts in the team.

Imitation is a way of influencing a hotel worker or a social group through a personal example of a leader or innovator of production, whose behavior patterns are an example for others.

Involvement is a psychological technique by which employees become accomplices in the labor or social process, for example, the election of a leader, the adoption of agreed decisions, competition in a team, etc.

Motivation is an extreme form of moral influence, when other methods of influencing a person have not yielded results and the employee is forced, perhaps even against his will and desire, to perform certain work. It is advisable to use coercion only in emergency circumstances, when inaction can lead to casualties, damage, loss of property, people, accidents.

Condemnation is a technique of psychological influence on a person who allows large deviations from moral norms in a team or as a result of labor and whose work quality is extremely unsatisfactory. Such a technique cannot be used to influence people with a weak psyche and is practically useless for influencing the backward part of the team.

The demand has the force of an order. In this regard, it can be effective only when the leader has great power or enjoys unquestioned authority. In other cases, this technique may be useless or even harmful. In many respects, a categorical requirement is identical with a prohibition, which acts as a mild form of coercion.

Prohibition implies an inhibitory effect on the individual. It includes the prohibition of impulsive actions of an unstable nature, which in essence is a variant of suggestion, as well as the prohibition of unlawful behavior. This method stands on the verge of two main methods of influence - coercion and persuasion.

The placebo is used as a suggestion technique. A placebo is an example of authority figure behavior where workers are easily demonstrated to do something while overcoming pain, excessive fatigue, fear of heights, etc. The placebo effect persists until the first failure, until the workers realize that the ritual actions they are so scrupulously carried out, have no real basis.

The above methods of influencing the organization's personnel are given in a brief schematic form and their species composition is more diverse. At the same time, with a slight interpretation with the environment, they may well be used by managers in practical activities. This aspect of management is studied in more detail by management psychology. It should be noted that in practical application they cannot be used individually, only when used together it is possible to achieve the desired result from the organization's personnel.

In the process of personnel management, such a phenomenon as stress is of no small importance, a relatively new phenomenon that has manifested itself only recently. Stress, according to experts, is pressure that leads to a state of emotional discomfort. Others believe that emotional discomfort is stress caused by pressure or conditions called stressors. Stress is usually associated with negative reactions, but it can also have a positive connotation. Stress contributes to the mobilization of human efforts, which increases the speed of completing work on time, quickly completing a task, solving a problem, etc.

Stress detection is done in a variety of ways. For example, a competent psychologist or therapist can use tests, surveys, and medical history to investigate these issues. A manager can also identify these situations and stressful issues without being a professional in the field of medicine and psychology. He must first of all watch for unexpected, inexplicable changes in mood, increased emotionality and tension. It should be noted that if a good employee began to allow marriage, a punctual one - to be late - there were serious changes in behavior, and this can serve as a signal of the appearance of a stressful state.

Stress in life is inevitable. There are two ways to deal with stress. The first - through a change in methods, organization, technology, production structure and, if necessary, in other conditions - the elimination of a source of stress. The second approach is related directly to stress and is to try to cope with them individually. One option could be to use and manage stress wisely for the benefit of the organization. This problem is practically not studied by theorists and practitioners of management, but it has a rather large prospect of use. In this case, all the positive effects of stress are used and, if possible, the negative ones are minimized.

Socio-psychological methods are the most subtle tool for influencing social groups of people and a person's personality. The art of managing people consists in the dosed and differentiated use of certain techniques from those listed above. The principles of democratization, paternalism, human relations, respect for the rights of the individual should in modern conditions dominate over purely administrative methods and an authoritarian style of management. The instability of the economic state of the organization, financial difficulties, and so on do not contribute to maintaining a good socio-psychological climate, since the manager is forced to devote much more time not to human communication and personnel management functions, but directly to production, marketing, finance, i.e. other functions.

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