What is meant by the technocratic approach to personnel management. The technocratic approach is
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The ability to lead cannot be taught at school, college or university. This is an innate property of a person, which must develop throughout life, acquiring for this necessary knowledge, skills and rethinking personal experience.
Successful leadership requires taking into account the constantly changing conditions of life and activity of people, the degree of awareness of them as individuals, their level of education, awareness, etc. The alloy of these circumstances forms the basis of what is commonly called an approach to leadership. The latter is understood as a set of principles for treating and managing employees that is currently recognized by society.
Until the last quarter of the twentieth century, most organizations practiced a technocratic approach to managing people. Within its framework, three periods can be distinguished.
Early technocratism proceeded from the fact that man is an appendage of the machine. Therefore, it was first recommended to improve technology and pay less attention pay attention to workers. This resulted in the cruelest exploitation of people’s physical and spiritual abilities (the working day reached 16 and even 18 hours a day, children from 4-5 years old were involved in work, operations were simplified to the extreme and previously highly qualified craftsmen were deskilled).
Classical technocratism recognized man in production as equal in importance to the machine. This made it possible to rationalize labor operations, taking into account the capabilities and characteristics of the body (anthropological, biomechanical, etc.), and take measures to improve working conditions. However, here the individual was completely ignored.
Humanistic technocratism already presupposed an appeal to man as such, but impersonal (without taking into account individual characteristics and interests of everyone). This gave rise to mental overload, reluctance to conscientiously fulfill their duties, irresponsibility and, in general, ineffective use of employees’ capabilities.
At the end of the twentieth century, the humanistic approach to leadership began to gain increasing popularity. He was no longer guided by an abstract person, but by the uniqueness and inimitability of each individual. Within its framework, the organization and management of personnel is increasingly aimed at creating opportunities for people to work with maximum efficiency, receive satisfaction from their activities, relationships in the team, and most importantly, to develop and improve themselves.
In practice of current activities, power is exercised in leadership process, that is, activities to manage the joint work of people, their behavior, ensuring the achievement of the goals of the organization (division). It includes goal setting, coordination, motivation and is based not only on official orders, but on the personal example of the leader and mutual respect.
The relationship arising in connection with management has two aspects - functional And personal. Functional relationships exist between positions and are associated with decision-making, setting tasks, delegation of authority, etc. They are initially formal, and personal aspects here can either help or hinder the management process, which must be taken into account. Personal relationships- this relationship is personalized, that is, arising between specific people. In general, the evolution in this area occurs from predominantly formal to predominantly personal relationships.
Until the last quarter of the 20th century, most organizations practiced technocratic approach to leading people. Conventionally, its existence can be divided into three periods:
- Early technocracy was based on the principle that man is an appendage of the machine, therefore, first of all, it is necessary to improve technology and pay less attention to workers. This was expressed in the cruelest exploitation of human physical and spiritual capabilities (the working day reached 16 and even 18 hours a day; children from 4 to 5 years old were involved in work; operations were simplified to the extreme and previously highly qualified craftsmen were deskilled).
- Classic technocracy recognized a person as equal in importance to a machine, which made it possible to rationalize labor operations taking into account parameters and capabilities (anthropological, biomechanical, etc.) and take measures to improve working conditions, but while completely ignoring the individual.
- Humanistic technocracy presupposes something already addressed to a person as such, but unified, depersonalized without taking into account the individual interests of each. This resulted in neuroses, inability and unwillingness to conscientiously fulfill one’s duties, irresponsibility, and generally ineffective use of the individual’s capabilities.
At the end of the 20th century, it began to gain increasing popularity humanistic approach to leadership, within the framework of which the organization of work and management of people is increasingly built on the basis of the person himself, so that he can work with maximum efficiency, receive satisfaction from the content of his activities, relationships in the team, develop and improve himself.
Interrelation of subsystems of work with personnel
The personnel management system is a set of principles and methods of personnel management of workers and employees in an organization.
The organization's personnel management system consists of six interconnected subsystems (Fig. 2):
Personnel policy determines the general line and fundamental principles in working with personnel for the long term.
Personnel selection consists of forming a personnel reserve to fill vacant jobs.
Personnel assessment is carried out to determine the suitability of an employee for a vacant or occupied position.
The placement of personnel should ensure a constant movement of personnel based on the results of an assessment of their potential, individual contribution, planned career and the availability of vacant positions.
Personnel adaptation is the process of adaptation of the team to the changing conditions of the external and internal environment of the organization, and of individuals to the workplace and work collective.
Personnel training is designed to ensure that the professional knowledge and skills of employees correspond to the modern level of production and management.
The personnel management system is reflected in the following the most important documents, such as: charter of the organization; philosophy of the organization; internal labor regulations; collective agreement; staffing table of the enterprise; regulations on remuneration and bonuses; regulations on divisions; employee contract; job descriptions; workplace models; management regulations, etc.
Work with personnel should be considered as a system, including personnel policy, selection, assessment, placement, adaptation and training of personnel, and be reflected in the main regulatory documents enterprises.
Dominant personnel needs in the period before 1900:
increased earnings based on higher productivity
safe working conditions and creation of preconditions for good work
The interests of the staff were practically not taken into account
self-expression needs
English philosophy Personnel management is based on:
traditions of competition and individual encouragement of workers with a clear focus on the company’s profit and the dependence of personal income on it
traditions of respect for elders, collectivism, universal consent, politeness and paternalism
Traditional values of the nation and the theory of human relations
The technocratic approach to personnel management is characterized by:
development by the organization of an independent strategy for the use and development labor resources
Personnel policy is largely the prerogative of government bodies and ideological mechanisms
disappearance of rigid organizational structures
creating conditions for expanding knowledge, improving skills, increasing the powers of employees
The HR management concept includes:
development job descriptions personnel management workers
Development of a methodology for a personnel management system
formation of the organizational management structure of the organization
Formation of a personnel management system
Development of personnel management technology
Modern concept management by human resourses includes performance evaluation criteria:
Organic, flexible form of organization
central bureaucracy
full use employee potential
self-control
external control
Integrated factors influencing people in an organization are:
Hierarchical structure of the organization
health status
the level of education
Culture
The main patterns that serve objective basis presenting requirements for the system and technology of personnel management of an organization are:
Systematic formation of personnel management
parallel production and management
The optimal combination of centralization and decentralization of management
maximizing the number of NC stages
Proportional combination of a set of subsystems and elements of personnel management systems
Systematic formation of personnel management involves:
degree of centralization of personnel management functions combined with decentralization of some functions
Taking into account all possible relationships within the personnel management system, between its subsystems and elements, as well as the production system and external environment
optimal ratio of the number of employees of the personnel management system and the production system
compliance of the personnel management system with production requirements
improvement of one subsystem or element of the personnel management system leading to imbalances in the overall personnel management system
The method of functional cost analysis allows us to identify:
main directions for improving personnel management, assessing the results of the analysis and the causes of shortcomings
costs of producing products or providing services with the results obtained from selling products or providing services
Possible combinations of organizational solutions proposed for the implementation of individual HR management functions
forms of systematization, recording and clear presentation of expert opinions and conclusions
Methods for examining the personnel management system include:
correlation and regression analyzes
structuring goals
Active monitoring of the working day
Studying documents
Methods for analyzing the personnel management system include:
self-examination
Normative
Balance
studying documents
Methods for forming a personnel management system include:
momentary observations
Experienced
main components
matrix
Methods for implementing a personnel management system include:
modeling the actual and desired state of the object under study
Attraction public organizations
Training, retraining and advanced training of management staff
morphological analysis
main components
Methods for justifying the personnel management system include the following:
Normative
material and moral incentives
Calculation of quantitative and qualitative assessment indicators economic efficiency proposed options
training, retraining and advanced training of management staff
Functional cost analysis
The general method of analysis for building an organization’s personnel management system is:
correlation and regression
morphological
economic
systemic
Functional and cost
The method of forming a personnel management system of “creative meetings” involves:
independent presentation of ideas by each expert followed by their quantitative assessment at a meeting to find ways to improve personnel management systems
Collective discussion of directions for the development of personnel management systems by a group of specialists and managers
developing forms of systematization, recording and clear presentation of expert opinions and conclusions
making decisions on moral and material incentives for employees
When analyzing business and friendly relationships in a team, as well as identifying informal leaders, the sociological research method is indispensable:
survey
Sociometric method
observation method
interviewing
interview
A proportional combination of the totality of subsystems and elements of the personnel management system means:
proportionality in all parts and at all levels of the management system, including the personnel management system
the need to take into account all possible relationships within the personnel management system
simple system personnel management cannot be created for complex system management
Improving one subsystem or element of the personnel management system can lead to imbalances in the entire management system
division of labor in the personnel management system
The decomposition method allows:
compare the embedded HR system with the detailed system of the advanced organization, with the standard state or the state in the past period
reflect the properties of dozens of indicators in one indicator
make balance sheet comparisons, linkages
Break down complex phenomena into simpler ones
The task of the parametric method:
choosing an option for constructing a personnel management system or performing one or another personnel management function that requires least cost and is the most effective in terms of final results
Establishing functional dependencies between the parameters of the elements of the production system and the personnel management system to identify the degree of their compliance
application of a system of standards that determine the composition and content of personnel management functions
comparison of costs for the production of products or provision of services with the results obtained from the sale of products and provision of services
simultaneous implementation of individual management decisions, increasing the efficiency of personnel management
The principal component method allows you to:
Reflect the properties of dozens of indicators in one indicator
break down complex phenomena into simpler ones
identify the main areas for improving personnel management, assessing the results of the analysis and the causes of shortcomings
to recreate the personnel management system as a single whole, i.e. synthesize
arrange data in a dynamic series and exclude random deviations from it
294. TK 294 Topic 5-24-0
The personnel management system includes:
subsystem of general and line management
a number of functional subsystems specializing in performing homogeneous personnel management functions
A subsystem of general and line management and a number of functional subsystems specializing in performing homogeneous functions
a number of target subsystems performing personnel management functions
a number of functional, supporting and target subsystems that perform personnel management functions
295. TK 295 Topic 5-24-0
The process of developing and implementing an organization management system project consists of... stages
Closed answers (alternatives):
296. TK 296 Topic 5-24-0
The pre-project preparation stage for the development and implementation of a project to improve the organization’s management system includes the following stages:
Closed answers (alternatives):
development of an organizational common project
Development of a task for organizational design
development of organizational working draft
implementation
Development of a feasibility study
297. TK 297 Topic 5-24-0
The stage “Development of an organizational working draft” of organizational design of an organization’s management system is characterized by the implementation next works:
Closed answers (alternatives):
formulation of the results of the analysis of the state of production and management
Development project documentation into functional subsystems
development of a system for stimulating project implementation
Calculation of the expected economic effect
calculation of actual economic effect
298. TK 298 Topic 5-24-0
The development of design documentation for the control system as a whole is carried out at the stage:
Closed answers (alternatives):
development of a feasibility study
development of assignments for organizational design
development of an organizational common project
Development of organizational working draft
implementation
299. TK 299 Topic 5-24-0
The design elements of the organization's management system include:
Closed answers (alternatives):
objects of labor
Information
Methods of organizing management
production organization methods
products
300. TK 300 Topic 5-24-0
The composition of the designed elements of the organization's production system includes:
Closed answers (alternatives):
Means of labor
information
Objects of labor
Production technology
301. TK 301 Topic 5-24-0
The source document for developing a project to improve the organization’s management system is:
Closed answers (alternatives):
feasibility study of the feasibility and necessity of improving the management system
organizational general design of the organization's management system
Assignment for organizational design of a management system
organizational working draft of the organization's management system
302. TZ 302 Topic 5-24-0
The organization's management system includes the following subsystems:
Closed answers (alternatives):
production subsystem, line management subsystem, functional subsystems, supporting subsystems, target subsystems
production subsystem, functional subsystems, supporting subsystems, target subsystems
production subsystem, line management subsystem, supporting subsystems, target subsystems
production subsystem, line management subsystem, functional subsystems providing subsystems
Line management subsystem, functional subsystems, supporting subsystems, target subsystems
303. TK 303 Topic 5-24-0
The target management subsystems in the organization's management system include management...
Closed answers (alternatives):
Resources
standardization
transport services for production
Development of production
Ensuring product quality
304. TK 304 Topic 5-24-0
Functional control subsystems include:
Closed answers (alternatives):
office support management
management development management
Accounting and reporting management
Control sales activities
Control financial activities
305. TZ 305 Topic 5-24-0
The supporting control subsystems include:
Closed answers (alternatives):
logistics management
Providing regulatory documentation
operational regulation and dispatching of production
Office support management
Legal support for management
306. TK 306 Topic 5-25-0
The design preproduction management subsystem refers to:
Closed answers (alternatives):
supporting subsystems
Functional subsystems
target subsystems
subsystem of general and line management
307. TK 307 Topic 5-25-0
Within the framework of the functional block for personnel management related to determining the need for personnel, the following tasks are solved:
Closed answers (alternatives):
Planning for quality staffing needs
Selecting methods for calculating quantitative personnel requirements
Planning of quantitative personnel requirements
obtaining and analyzing marketing (in the personnel area) information
development and use of tools to meet staffing needs
308. TZ 308 Topic 5-25-0
Within the framework of the functional block for personnel management related to the use of personnel, the following tasks are solved:
Closed answers (alternatives):
personnel accounting and statistics
Industrial socialization
Organizing workspaces
Determining the content and results of work in the workplace
business assessment of personnel
309. TK 309 Topic 5-25-0
The "personnel business assessment" function belongs to the subsystem:
Closed answers (alternatives):
labor relations
Personnel development
personnel planning and forecasting
legal support for the personnel management system
social development management
310. TK 310 Topic 5-25-0
The function “organization of rationalization and invention” refers to the subsystem:
Closed answers (alternatives):
motivation of staff behavior;
recruitment and accounting of personnel;
working conditions;
Personnel development
311. TK 311 Topic 5-25-0
The functions that relate to the recruitment and personnel accounting subsystem are:
Closed answers (alternatives):
Organization of interviews, assessments, selection and hiring of personnel
occupational health and safety
induction and adaptation of new employees
Professional orientation of personnel
Personnel employment management
312. TK 312 Topic 5-25-0
The functions that relate to the personnel management information support subsystem are:
Closed answers (alternatives):
Maintaining personnel strategy records
clerical support of the personnel management system
Providing personnel with scientific and technical information
Organization of patent and licensing activities
313. TZ 313 Topic 5-25-0
The functions that belong to the personnel planning and marketing subsystem are:
Closed answers (alternatives):
Development of personnel policy
organizing interviews, assessments, selection and hiring of personnel
Development of a personnel management strategy
Human resources analysis
assessment of candidates for vacant positions, ongoing periodic assessment of personnel
314. TK 314 Topic 5-25-0
The functions that belong to the working conditions subsystem are:
Closed answers (alternatives):
Compliance with labor ergonomics requirements
Compliance with the requirements of technical aesthetics of work
Compliance with the requirements of occupational psychophysiology
analysis and regulation of management relations
315. TK 315 Topic 5-25-0
The subsystem for motivating staff behavior includes the following functions:
Closed answers (alternatives):
Management of work behavior motivation
compliance with the requirements of occupational psychophysiology
Rationing and tariffing of the labor process
development of forms of personnel participation in profits and capital
control social conflicts and stress;
316. TK 316 Topic 5-25-0
The functions that belong to the social development subsystem are:
Closed answers (alternatives):
Organization Catering
development of forms of moral encouragement for personnel
compliance with technical aesthetics requirements
Housing services management
Development of culture and physical education
317. TK 317 Topic 5-25-0
The functions related to the development subsystem of organizational management structures are:
Closed answers (alternatives):
Analysis of the existing organizational structure of management
development of HR strategy
Designing a new organizational management structure
planning and forecasting personnel needs
Development staffing table
Topic 3. Functional separation labor and organizational structure HR services
11. Alaverdov, A.R. Personnel Management: Tutorial/ A.R. Alaverdov, E.O. Kuroedova, O.V. Nesterova. – M.: MFPU Synergy, 2013. – 192 p.
2. Bazarov, T.Yu. Personnel Management. Workshop: Textbook for university students / T.Yu. Bazarov. – M.: UNITY-DANA, 2012. – 239 p.
The ability to lead cannot be taught at school, college or university. This is an innate property of a person that must develop throughout life, acquiring the necessary knowledge, skills and rethinking personal experience. Successful leadership requires taking into account the constantly changing conditions of life and activity of people, the degree of awareness of them as individuals, their level of education, awareness, etc. The alloy of these circumstances forms the basis of what is commonly called an approach to leadership.
The technocratic approach is the basis for the authoritarian management style, because this approach views each employee as a cog in a whole machine, rather than as an individual. The technocratic approach, rooted in the philosophy of positivism, was transferred (the most famous figure in this approach is F. Taylor) into the practice of organizing production and labor processes in connection with the sharply increased need to improve the efficiency of large-scale production systems focused on the production of serial mass products. The problem of optimizing the functioning of such technologies was solved by rationalizing social-production relations and labor processes through the use of more effective control mechanisms and. rewards. Final goal rationalization - increase the level of exploitation of all constituent elements(including “human material”) of these systems. The technocratic approach is a “mechanical” transfer “purely” economic methods parameter management social system without taking into account the socio-psychological characteristics of the “human” factor.
The development of the technocratic approach can be divided into three stages:
1) Early technocratism - man is an appendage of the machine. At this stage, they paid absolutely no attention to people and only improved the equipment. The working day lasted from 16 to 18 hours, children from 4 years old were involved in work, the need for qualified personnel was completely absent.
2) Classic technocratism - a person was recognized as equal to a machine. Working conditions were slightly improved, but no one needed the person as an individual.
3) Humanistic technocratism - appeal to a person as such, but not as an individual. During this period, working conditions were further improved, but due to a reluctance to consider individual character traits, workers often experienced nervous breakdowns, an irresponsible attitude towards their duties, and a generally ineffective use of workers’ capabilities.
The technocratic approach to personnel management is characterized by:
The development by the organization of an independent strategy for the use and development of labor resources - this factor is an integral part of the technocratic approach, because Each company sets its own requirements for personnel selection;
Personnel policy is largely the prerogative of state bodies and ideological mechanisms - it is a factor related to the management style of the state itself and depends little on the companies themselves;
The disappearance of rigid organizational structures;
Creating conditions for expanding knowledge, improving skills, and increasing the powers of employees is a factor that gives the organization the opportunity to use its personnel as the organization itself needs it, and not by established styles of personnel management.
Bibliographic link
Konopleva G.I., Builov K.I. TECHNOCRATIC APPROACH IN ORGANIZATION // International student scientific bulletin. – 2016. – No. 4-4.;URL: http://eduherald.ru/ru/article/view?id=16355 (date of access: November 25, 2019). We bring to your attention magazines published by the publishing house "Academy of Natural Sciences"