Technocratic approach to management. Economic approach
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 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.
Staff training is designed to ensure compliance professional knowledge and skills of workers to the modern level of production and management.
The personnel management system is reflected in such important documents as: the organization’s charter; 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
Technocratic approach to personnel management is characterized by:
development by the organization of an independent strategy for the use and development of 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 human resource management includes performance assessment 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 observation 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 a 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. TZ 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. TZ 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. TK 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. TK 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. TK 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;
hiring 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. TZ 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 staffing 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 of “purely” economic methods of managing parameters 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 (access date: November 25, 2019). We bring to your attention magazines published by the publishing house "Academy of Natural Sciences"
management personnel motivation technocratic
Most organizations today choose the path of technocratic team management since this approach is the most effective and does not require establishing relationships with staff, heads and managers of the organization. With this approach, the management of the organization treats its personnel as separate work units and does not regard its employees as individuals with their own characteristics of intelligence and character. Consequently, middle managers do not look for approaches to each employee, which in the future could give more best influence management on the activities of personnel and could increase the efficiency of the team. In such companies, the lowest level of the organization, that is, the personnel directly performing the main work of the company, must unquestioningly carry out the instructions of management, without introducing their ideas and plans into the implementation of the goal, even if they may be more rational. If an employee cannot cope with the responsibilities given to him for some personal reasons, the manager recognizes him as incompetent and replaces him with another employee. Hence the similarity of this control model with a technical mechanism in which parts are replaced in case of their incapacity. Typically, with this approach, there is a high staff turnover in the organization, which in turn negatively affects the efficiency of the company as a whole.
There is a parallel division of leaders into three levels, introduced by the American sociologist Talcott Parsons:
- - technical level- corresponds to the grassroots level,
- - managerial level - corresponds to the middle management level,
- - institutional level - corresponds to the level of senior management.
With a technocratic approach to management, the management of the organization influences the staff with the help of orders senior management. In such organizations, managers act as conductors of orders from management to direct executors. Often their role is as generators of some kind independent decisions is significantly reduced and, as a result, their main responsibilities include only monitoring the execution of received instructions and, in many ways, if the set goals are not met, managers bear personal responsibility for the results of their employees’ work. In such a situation, the methods of influence of managers on performers can be quite harsh. For example, if employees do not cope with the assigned tasks, management can influence them using the method of “intimidation”. This is the threat of dismissal or demotion in the status of the company. An example of such a method would be a situation in which an employee who has received an order from the management of an organization either completely refuses to carry it out due to his or her personal considerations, or does not fully cope with the order received. In such a situation, the manager may threaten the employee with dismissal or demotion. This method can have a strong negative impact on the overall atmosphere in the team and usually leads to high staff turnover, as a result of which the efficiency of the company as a whole is lost. Another common way of regulating the labor of personnel in Lately became a system of fines. According to the system of fines, each employee of the organization (often the middle management of the organization) is subject to a financial penalty on account of his future salary for not fulfilling any production tasks set by management. IN modern realities Managers often shift the shortcomings of their work onto lower-level personnel, which in turn has a bad effect on their relationships with the team.
In its development of the concept of the role of personnel in production, four stages have already passed. The first three professed a technocratic approach.
1. Use of labor resources:
With late XIX until the 60s of the XX century. In production, only the function of human activity was considered - labor, measured by the expenditure of working time and wages.
- 2. Personnel management:
- 30s of XX century. The scientific basis of this concept was the theory of bureaucratic organizations, when a person was considered through his formal role - position, and his management was implemented through administrative mechanisms.
- 3. Human resource management:
from the 60s to the end of the 80s of the XX century. Man began to be viewed as a non-renewable resource - an element social organization in the cohesion of three components (social relations, labor functions, the state of the employee).
And finally, the currently existing function:
4. Human control:
since the 90s of the XX century. Until now. In accordance with this concept, a person is the main subject of the organization and a special object of management, which cannot be considered only as a “resource”.
The general trend was that with the development of productive forces and the very process of managing them, the role and place of man himself in production changed.
Scientists have come to a common and reasonable opinion that a person has two role features in social production:
- - Man, as a resource of the production system (labor and human), is a significant element of the production and management process.
- - A person, as an individual with needs, motives, values, relationships, is not only an object, but also the main subject of management.
This is how the management concept evolved human resource as a result of the evolution of the approach to man himself.
All concepts have a different approach to employee management.
The nature of a line manager's job varies significantly from organization to organization and even within the same organization. Some organizations give their line managers greater responsibility, making their work to a certain extent similar to the work of senior managers. In many organizations, line managers are an integral part of the decision-making process. They identify problems, initiate discussions, recommend actions, and develop innovative, creative proposals.
All managers play certain roles and perform certain functions. But this does not mean that a large number of managers in large company busy doing the same job. Organizations large enough to provide clear divisions between the work of managers and non-managers usually have such a large volume of management work that this too must be separated.
The work of management when choosing technocratic style management differs from the work of humanistic style managers. If, with a humanistic management style, the main work of managers becomes establishing contacts with staff, involving employees in solving certain management tasks and problems, then the main goal of technocratic managers becomes not so much the development of management strategies and the direct solution of management tasks and problems, but rather control over the activities of staff on fulfillment of tasks assigned by senior management.
The success of any enterprise depends on many factors, such as resolving financial issues, organizing the production process, recruiting personnel, but the management style chosen by the manager is no less important.
The final result of the work depends on whether the manager can organize people to achieve the necessary results and at the same time so that subordinates are satisfied with their work and their position in the company.
An unsuccessfully chosen model of personnel management leads to various kinds of conflicts, which often destroy the team and create a tense atmosphere in the enterprise, interfering with work. But the complete absence of conflicts is also bad; sometimes they are an incentive to resolve many problems. Therefore, it is very important for the manager to correctly assess the existing working conditions at the enterprise, the characteristics of the selected personnel, the specifics of the task and, based on this, build his own management model.
Numerous studies show that team satisfaction with intra-organizational relations is higher with a humanistic management style. Technocratic leadership has a negative impact on the socio-economic climate in the team. At the same time, it is observed that discipline is most developed in teams with a democratic and authoritarian management style and least so in a liberal management style.
The effectiveness of a particular management style is determined by the specific conditions of the manager’s activity, which, as a rule, are changeable - the transition to an authoritarian style is justified only under unfavorable conditions for performing tasks; in other cases, the humanistic style is more productive, the liberal (connivance) style is the least effective.
A leader who wants to be effective cannot afford to use just one leadership style throughout his entire career. A leader must learn to use different styles, methods and types of influence that are most suitable for a specific situation, for a specific team and the tasks facing him.
The best leadership style is one that is reality-oriented. In the specialized literature, “effective” is considered to be that leadership style that changes depending on the situation. Therefore, no one leadership style can be considered the most effective. An effective leader is one who can adapt management principles to the current needs of production, taking into account unforeseen situations.
Leadership style in the context of management is the habitual manner of behavior of a leader in relation to subordinates. The extent to which a manager delegates his authority, the types of power he exercises, and his concern primarily with human relations or, above all, with task accomplishment, all reflect the leadership style that characterizes that manager.
Leadership styles can be mixed and depending on the situation, i.e. adaptive. This brings greater results than sticking to just one style. Nevertheless, in general it can be said that the main emphasis in leadership should be on socio-psychological, economic methods leadership and a democratic management style. The command method is not suitable because... in my opinion, it is impossible to force new ideas, non-standard approaches to solving problems to be born by order, just because the boss wants it so.
Based on a democratic style, it is necessary to provide maximum freedom to employees in performing the tasks assigned to them. At the same time, it is necessary to determine control points for checking and possibly adjusting the progress of the task, because Using excessive freedom, subordinates, not understanding the ultimate goal, can solve assigned tasks in the wrong direction. Therefore, the most effective style in today's rapidly changing world is an adaptive style, i.e. reality-oriented style.
In this paper, we examined management styles and analyzed their significance in successful work any organization. Thus, the goal and objectives set at the beginning of the work were achieved.
Most organizations today choose the path of technocratic team management since this approach is the most effective and does not require establishing relationships with staff, heads and managers of the organization. With this approach, the management of the organization treats its personnel as separate work units and does not regard its employees as individuals with their own characteristics of intelligence and character. Consequently, middle managers do not look for approaches to each employee, which in the long term could give better influence of management on the activities of staff and could increase the efficiency of the team.
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The third basis of power is the voluntary subordination of some individuals to others due to conviction, tradition, on the basis of cooperation or the charismatic qualities of the personality of the ruler.
IN modern conditions information becomes a resource. Persons possessing true and complete information, can dictate their will to others.
Power based on knowledge and skill is close to the previous ones.
In practice, power is realized in the process of leadership, that is, the activity of managing the joint work of people, their behavior, ensuring the achievement of the organization’s goals
Approaches to personnel management: technocratic and humanistic.
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 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 employees. This resulted in the most severe 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 technocracy presupposed an appeal to man as such, but impersonal (without taking into account the individual characteristics and interests of each). 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
The concept of leadership style.
The listed approaches to managing people were concretely embodied in his styles. Leadership style can be understood as a set of specific ways in which the interaction between managers and subordinates occurs.
LEADERSHIP STYLE in the context of management is the habitual manner in which a leader behaves towards subordinates in order to influence them and motivate them to achieve the goals of the organization. The extent to which a manager delegates his authority, the types of power he exercises, and his concern primarily with human relationships or primarily with task accomplishment all reflect the leadership style that characterizes that leader.
Every organization is a unique combination of individuals, goals and objectives. Each manager is a unique personality with a number of abilities. Therefore, leadership styles cannot always be classified into any specific category. According to the traditional classification system, a style can be autocratic (one extreme) and liberal (the other extreme), or it can be a work-centered style and a person-centered style. Figure 1 illustrates the autocratic - liberal continuum.
Picture 1.
IN Ancient Greece the word “style” meant a pointed rod for writing on wax tablets. Subsequently, the concept of “style” coincided with the term “handwriting”, since handwriting (style) reveals the individuality of a person, the characteristics of a group (team), and the features of a particular system. For scientists there have been and remain such problems as methods for studying style and its influence on the results of work. Practitioners were and are interested in the problem of the effectiveness and at the same time ineffectiveness of style - how style affects people, their relationships, work and its results.
The leadership style is predetermined by the characteristics of the organization and its divisions, the existing order of business in them, the positions of owners and senior managers, the prevailing value system and type of culture, and random circumstances.
There are no absolute truths in managing subordinates, since people’s behavior is not only rational, but also irrational. It is influenced by both objective conditions and subjective factors. In practice, successful leadership is a function of three variables: the leader, the subordinate and the situation. It involves combining scientific rules and procedures with the art of applying them.
Today, one company can alternately use various styles management, which is called the “two hats method” in Western management.
The question “when to use which style?” is the most difficult to manage. Currently, there are a number of theories about the basics of the formation of management styles. Management styles develop under the influence of specific conditions and circumstances. In this regard, we can distinguish “one-dimensional”, that is, determined by one factor, and “multidimensional”, i.e. management styles that take into account two or more circumstances when building relationships “manager - subordinate”.
“One-dimensional” management styles: methods for their implementation.
“ONE-DIMENSIONAL” management styles include authoritarian (directive), democratic, and liberal.
A brief description of one-dimensional management styles proposed by E. Starobinsky is given in the table.
| Interaction options | Democratic style | Liberal style |
|
| Decision Making Techniques | Solve all issues single-handedly | When making a decision, consults with the team | Waits for instructions from management or gives initiative to subordinates |
|
Communicating the decision to subordinates | Orders, disposes, commands | Offers, asks, approves proposals of subordinates | Asks, begs |
| Decision Making Techniques | Takes over or shifts to a specific performer | Assigns responsibility in accordance with delegated authority | Absolves himself of all responsibility |
| Attitude to initiative | Suppresses completely | Encourages, uses in the interests of the cause | Places initiative in the hands of subordinates |
| Attitude to recruitment | Afraid of qualified workers, tries to get rid of them | Selects business, competent workers | Does not engage in personnel selection |
| Attitude towards lack of own knowledge | Knows and can do everything, hypertrophied conceit | Constantly improves his skills and takes criticism into account | Increases his knowledge and encourages this trait in his subordinates |
| Communication style | Strictly formal, not sociable | Friendly, loves to communicate | Afraid of communication, tolerates familiar address |
| The nature of the relationship with subordinates | Dictated by mood | Smooth demeanor. Constant self-control | Soft, flexible, sometimes gullible |
| Attitude to discipline | Formal strict discipline | Reasonable discipline, differentiated approach to people | Requires formal discipline without being able to comply with it |
| Attitude towards moral influence on subordinates | Considers punishment to be the main method of stimulation, rewards selected people only on holidays | Constantly uses different stimuli | Uses rewards more often than punishment |
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. Eugene, you are confusing technology and its thoughtless, short-sighted use with scientific approach to management in society.
In the technocratic system of views there is a complex of special ideas about modern world as in the “technosphere”. According to technocratic ideas, the “technosphere,” like the biosphere, is capable of self-development according to its own laws, independent of the will of man and society. The projection of technicist ideology into the field of politics constitutes the technocratic concept in the narrow sense.
Initially, the idea of T. was expressed in Veblen’s social utopia “The Engineers and the Price System”, 1921. Taking away in the spirit of “technological. 20 v.prom. production and technical To achieve these goals, they must unite and occupy key positions in the country's industry. Closest in spirit to the Concept of T. in the bourgeoisie. sociology are the concepts of the “revolution of managers” by Burnham and the “revolution of scientists” by Bell. Claiming to criticize the idea of T. and theoretical.
Differences between the humanistic approach to management
Osipov G.V., Technology and society. M., 1959; Gvishiani D. M., Organization and management, M., 19722; Sociology and modernity, vol. 2, M., 1977, ch. 2, § 1; Grafsky V.G., State and T. Historical-critical. These facts are also analyzed in modern Marxist studies. stage in the development of capitalism.
In 5 volumes - M.: Soviet Encyclopedia. The idea of technocratic government is implemented only to the extent of political control of the state and only in appropriate professional fields. The ultimate goal of rationalization is to increase the level of operation of all constituent elements (including “human material”) of these systems.
In the USSR, the ideas of technocracy were considered ideologically alien and dangerous, and were sometimes even equated with fascism. Methodologically, the management of an organization's human reserve can be carried out using one of two approaches. With the technocratic method of personnel management, personnel policy is completely suppressed by production needs and consists only of selecting professionally qualified personnel. The relevance of this approach is confirmed by the falling dependence of the efficiency of an enterprise on the number and professionalism of employees.
Realizable capabilities of the approach
There is a change in values and methods of management from bureaucratic to entrepreneurial. This is what I mean - it is not enough and it is pointless to proclaim the tasks and goals of the ONF without resolving the issue of mechanisms for their implementation and the implementation of political programs. The creator of technocratic pedagogy is B. Skinner. However, in this approach lies the threat of manipulating the individual, the danger of ending up with a human functionary, a thoughtless performer.
The criterion for the success of an organization in this case is the approval of a higher organization that sets goals, fulfillment of a plan, or receipt of the intended amount of profit. The domestic administrative-command system ensured strict unification and typification of all areas of enterprise activity. A distinction must be made between organization theory and organizational behavior. The idea that social progress is determined by technical progress reduces the entire diversity of the social world to just one technogenic factor.
A working example of a humanistic approach
The information revolution that unfolded in the 20th century brought technostructure to a new level. 1976), which reflected changes over 40-50 years in the organization of large corporate production. Technocrats are holders of special formations that are part of the upper layer of the big bourgeoisie and share power with it.
USA in the 30s. 20th century Organization 20th century and must be replaced by a system of rational planning carried out in the interests of society by engineers and scientists. Behind the external radicalism of this program was the desire to “improve” capitalism by introducing into it elements of the state. regulation and control.
T.’s ideas were continued by J. Burnham, the ideologist of “The managerial revolution” (“The managerial revolution”, N.Y., 1941), who predicted the establishment of a single technocratic system in the world. Many people rely on such ideas in their program settings. leaders of right-wing social democracy. Liberal sociologists, in particular R. Mills, sharply opposed the claims of technocrats that the phenomena they described meant a real change in the structure of power and capitalist property.
However, Marxism completely rejects T.'s claims to open a “new era” in the history of mankind. In the concept of T. and the “managerial revolution”, Marxist scientists see an attempt to pass off a new phase in the development of monopoly as a radical revolution. In the affairs of enterprises, the final say remains with the capitalists, and the directors serve as exponents of the will of finance. oligarchies.
Edited by F.V. Konstantinov. TECHNOCRACY - lit. board of technicians ( skilled people from Greek τέχνη - art and κράτος - power). Within the limits of its own functions, technocracy must nevertheless develop along with the development of the creative capabilities of civilization. At this stage, they paid absolutely no attention to people and only improved the equipment.
The modern humanistic approach to the issues of personnel management of an enterprise is based on strengthening the level of employee motivation and taking into account his interests. The technocratic (or technical) approach is based on an analysis of the dynamics of market prices of securities over past periods and the volume of stock transactions for the purchase and sale of these instruments.