By now, in the West, it has essentially taken shape School of Management by human resourses. The construction of management models of this school is based on a systematic approach. Attempts are being made to synthesize new modern requirements for human resource management and highlight the key strategic guidelines for its further improvement.
In the works of its representatives (J. Douglas, S. Klein, D. Hunt and others), the changes taking place in human resources under the influence of the scientific and technological revolution and conditions external to labor activity were recognized. To achieve organizational efficiency, the priority should be given to the requirement of complexity in management and focus on the maximum use of human resources and the smooth functioning of the management system for these resources. At the same time, attention should be paid to situational factors of management, external (pressure from the state and trade unions, market conditions) and internal (philosophy of management, views and expectations of workers, technology).
The concept of "human resources" was a theoretical reflection of the situation in which the supply of qualified personnel, the level of their motivation, organizational forms and other factors that determine the effectiveness of the use of personnel became the decisive factor of competitiveness in many technologically rich industries. As a result, in many organizations the “cost minimization” approach to HR management has proven untenable. One of the authoritative representatives of the School of Human Resource Management (E. Shane) pointed out the following functions of "systemic human resource management":
1. Analysis of labor problems, labor organization and assessment of the potential of employees; recruiting, hiring personnel and creating capable teams.
2. Direct management of labor processes: assessment of the performance of tasks, material incentives, promotion and relocation of personnel, career planning, providing opportunities for advanced training.
3. Improvement of the organization and management of labor processes, development of alternative options for performing work with appropriate remuneration.
4. Forecasting changes in the field of labor, implementation of programs for retraining personnel, if necessary, implementation of qualitative changes in the labor management system.
“In order for management to be effective, it is necessary to link these components into a single coherent system,” noted Shane. Thus, complexity is considered as the most important condition for the effectiveness of the labor management system.
Other representatives of the School of Human Resource Management (J. Douglas, S. Klein, D. Hunt, etc.) later also pointed to the integrative nature of decisions on human resource management, to the relationship with both the organization's strategy and its various functional components.
The fundamental essence of the modern concept of human resources is the recognition of the economic feasibility of investments in attracting personnel, maintaining their ability to work, training and advanced training, creating conditions for a more complete identification of the capabilities and abilities inherent in the individual. Consideration of employees as a key resource of production and rejection of ideas about labor force, as about gratuitous wealth, the development of which does not require Money and organizational efforts on the part of the employer is the main theoretical premise of the concept. Human resources are able to create an employer's income, the amount of which depends on labor productivity, its duration and efficiency.
The "value" of an employee for the firm is determined by the income that his work brings to the firm. This approach to determining the "inventory" value of personnel is more consistent with the requirements of practice than the theory used by the concept of "human capital". The characteristic of the latter is an excessive, to the detriment of real work, inclination towards accounting methodology.
Situational characteristics in which the theory of "human resources" proves its validity:
the use of economic criteria in determining the approach to each person in production and management;
empowering workers to influence results economic activity through the growth of their individual powers;
increasing the level of responsibility;
awareness of the limited sources of certain categories of personnel (highly qualified specialists, managers, workers); competition for the possession of the Czech Republic, which translates them from the category of a “free” resource into an object of long-term investment;
the constant growth of requirements for the Czech Republic, which leads to an increase in investments in education, vocational training, systematic advanced training and timely retraining.
Target online course - formation in students basic system knowledge and certain practical skills in the field of theory and practice of human resource management, allowing future specialists to form the ability to make effective personnel decisions at enterprises or organizations.
Human resource management is an independent economic discipline, the subject of study of which is the activities of the organization, the process of development and adoption. effective solutions in the field of personnel management.
The structure of the course is based on the allocation of enlarged, logically interrelated and consistently developing each other sections devoted to theoretical foundations human resource management, basic technologies of human resource management and assessment of the effectiveness of the human resource management system.
Format
The course "Human Resource Management" includes fourteen topics, grouped into three sections (modules):
- human resource management system,
- human resource management technologies,
- analysis of the effectiveness of the human resource management system.
Each topic includes lecture material, presentations, debriefing, Control questions(tests) and assignments that allow you to control the knowledge and skills acquired by the listeners. Each topic starts with a video lecture.
Course program
Introduction
Module 1. Human Resource Management System
1. Concept and system of human resource management
2. Personnel policy of the enterprise
3. Legal framework for human resource management
Module 2. Human Resource Management Technologies
4. Recruitment and selection of personnel
5. Recruitment
6. Personnel adaptation
7. Mentoring and Counseling
8. Personnel assessment
9. Personnel certification
10. Staff training
11. Placement of personnel
12. Personnel motivation system. Methods of direct material incentives for personnel
13. Methods of indirect material and moral incentives for personnel
Module 3. Analysis of the effectiveness of the human resource management system
14. Evaluation of the effectiveness of the use of human resources
15. Socio-economic assessment of the effectiveness of personnel activities
final examination
Learning outcomes
Planned results of studying the discipline ensuring the achievement of the goal of studying the discipline "Human Resource Management":
knowledge basic concepts and features of the formation of a human resource management system in an organization in accordance with changes in the economic and social environment outside and inside the organization, its strategic objectives; understanding the reasons for the many variations in the practice of human resource management in modern conditions;
skill make a choice of methods for training personnel and managing the business career of each employee to achieve the strategic goals of the organization; to form a system of motivation and stimulation of the work of employees of the organization;
possession skills in developing a strategy for human resource management of organizations, planning and implementing activities aimed at its implementation;
modern technologies of human resource management and methods for assessing the effectiveness of human resource management.
Formed competencies
- The ability to find organizational and managerial decisions and the willingness to bear responsibility for them from the standpoint of the social significance of the decisions made;
- Skills possession systems approach to human resource management, the ability to form a budget for personnel costs, monitor its implementation and assess social economic efficiency human resource management systems.
Send your good work in the knowledge base is simple. Use the form below
Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.
Introduction
Chapter 1: School of Human Resource Management
Chapter 2 Modern Concepts of Human Resource Management
Conclusion
Bibliography
Introduction
At the turn of the 1920s and 1930s, preconditions began to form, which two decades later led to a qualitatively different situation in management.
In the context of the transition from extensive to intensive methods of management that began in those years, it became necessary to search for new forms of management, characterized by a more pronounced sociological and psychological bias. The purpose of these methods was to eliminate the depersonalized relationships in production inherent in theories scientific management and bureaucratic models, and replace them with the concept of collaboration between workers and entrepreneurs. Scientific control over the production process was introduced in order to achieve the economic objectives of the enterprise by rational and effective methods... However, nothing similar was observed in the field of interpersonal relationships between entrepreneurs and workers. In the 30s, management theorists turned to the problems of labor motivation, the “human factor”. According to the views of some of them, the rationalization of industrial production depends to a large extent on improving social organization an enterprise that is not limited to purely material elements, but extends to ethical standards and the psychology of workers. At this time, the need arose to bring the scale of administrative structures in line with the needs of the economy. mass production and distribution. Rationalization in the use of material resources and scientific management of production processes to a certain extent made it possible to satisfy it. The era of an unprecedented increase in the economic efficiency of production began. However, the realization soon came that if industrial civilization wants to survive in the future, it needs to develop a new understanding of the role of human motivation and human behavior in organizing business.
Chapter 1. School of Human Resource Management
Two scientists, Mary Parker Follett and Elton Mayo, can be called the greatest authorities in the development of the school of human relations in management. It was Mary Parker Follett who was the first to define management as "making work done with the help of others."
The American sociologist and psychologist Elton Mayo (1880 - 1949) became the leader of the movement for the introduction of new forms and methods of management in industry, which later became known as the "school of human relations". He believed that previous management methods were aimed at achieving material efficiency, and not at promoting cooperation. The school of "human relations" was the realization of a new tendency of management to consider each industrial organization as a certain "social system", which was an undoubted achievement of management thought. The point was that the purely technological aspect of production efficiency, like the issues of economic income, should be considered through the prism of the relationship between these aspects of the industrial organization with the human, social factor of the industry itself. Naturally, each worker has certain physiological and material needs, which are relatively easy to satisfy to a reasonable extent in a developed economy. Here it is more important to take into account the fact that social needs - communication, self-actualization, recognition - are inherent in a person, and it is much more difficult to satisfy them.
Elton Mayo's famous experiments, especially those carried out at the Western Electric plant in Hawthorne, opened a new direction in control theory. E. Mayo found that well-defined work procedures and good wages did not always lead to productivity. The forces that emerged in the course of interaction between people could and often exceeded the efforts of the leader. Sometimes workers reacted much more strongly to peer pressure than to management desires and material incentives. More recent research by Abraham Maslow and other psychologists has helped to understand the causes of this phenomenon. The motives of people's actions, assumes A. Maslow, are mainly non-economic forces, as the supporters and followers of the school of scientific management believed, but various needs that can only be partially and indirectly satisfied with the help of money.
Based on these findings, researchers at the School of Psychology believed that if management takes greater care of their employees, then the level of employee satisfaction should increase, which will lead to increased productivity. They recommended the use of human relations management techniques that include more effective action by supervisors, consultation with employees and giving them more opportunities to communicate at work.
1.1 ResearchMary P. Follett
Mary P. Follett (1868 - 1933) studied social relations in small groups. She outlined her views in books, some of which were published only after her death: Creative Experience (1924), Energetic Administration (1941), Freedom and Subordination (1949). From her point of view, conflict in work collectives is not always destructive; in some conditions it can be constructive. Power, taken as the subordination of one person to another, offends human feelings and cannot be the basis of an effective industrial organization. Democracy is that tremendous force that uses everyone and compensates for the imperfection of individual individuals by what it weaves in the life of society. Leadership is not the lot of a person accustomed to dominate; they become leaders not only by birth, but also through appropriate training. A true leader must not only anticipate the future situation, but also create it. In the article "Management as a profession" (1925), she identified the following factors in the growing need for management:
Effective management replaces exploitation natural resources whose days are numbered;
· Management is conditioned by - intense competition;
lack of labor resources;
a broader concept of the ethics of human relations; growing awareness of business as a public service, with a sense of responsibility for its effective conduct.
Initially, theorists of "human relations" in their works adhere to the following argumentation: in pre-industrial society, a person knew his place, his future, and social solidarity reigned in him; the patriarchal system, which arose on the basis of family and kinship relations, gave a person satisfaction in work and, to some extent, in social life. The factory system and the accompanying process of personality isolation destroyed the former social solidarity, tearing the individual away from his natural social basis... Primarily due to the growth of large-scale organizations, in which the nature of social relations has shifted from personified to formally impersonal dependencies. As a result, a way of life was formed, devoid of moral values, without roots, with the lost individual originality of people, which has sunk into oblivion along with traditional ties and shrines, which for so long and reliably ensure the integrity and purposefulness of human existence. The widespread social anonymity, in the end, led to a deformation of both the personal life of people and to the disorganization of production teams, which was clearly manifested in a feeling of worthlessness, in a feeling of irreparable loss and in deep disappointment with the achievements of industrial civilization. The deterioration of the social climate at enterprises had a negative impact on the economic performance of their activities. All this caused alarm among entrepreneurs and managers.
1.2 Research by Elton Mayo
According to E. Mayo, any labor organization has a unified and integrated social structure, the main theses of which are as follows:
· People are mainly motivated by social needs and feel their own individuality through their relationships with other people;
As a result industrial revolution and the rationalization of the labor process, work as such has largely lost its attractiveness, therefore, a person should look for satisfaction in social relationships;
· People are more responsive to the social influence of a group of people equal to them than to the incentives and measures of control emanating from the leadership;
· The employee responds to the orders of the manager if the manager can satisfy the social needs of his subordinates and their desires to be understood.
The task of management at this stage was also to develop fruitful informal contacts in addition to the formal dependencies between members of organizations, the significance of which was revealed in the study of the bureaucratic model of management. They, as shown by the experiments carried out by E. Mayo and his collaborators, have a very significant effect on the results of the joint production activities people. Research at the Hawthorne plant (Illinois), owned by Western Electric, which lasted 12 years (1924-1936), revealed the phenomenon of the informal group in the structure of the production process, the relationship between the members of which had a tangible impact on the rhythm and productivity of labor. It turned out, for example, that the group has an inherent desire to develop its own norms, values and positions, to establish strict social control over the behavior of individual members of the team in the labor process. Research has further shown that informal groups are naturally occurring social formations that have outgrown the behavioral framework created by the formal structure of the organization. According to E. Mayo, the factor of cooperation in a group is an extremely important circumstance, comparable in importance to the management itself. In other words, informal relations in the production process were recognized as a significant organizational force, capable of either boycotting the orders of management or facilitating the implementation of its directives. Therefore, informal relations in no case should be allowed to take their course, they should be learned to manage on the basis of cooperation between workers and the administration.
In this context, it is clear why the main efforts of E. Mayo were aimed at finding means of establishing cooperation between workers both with each other and with the administration. He condemned the loss of the "spirit of solidarity" and "sense of community" in contemporary organizations, sought to develop concrete ways to replace impersonal production relations with closer human contacts. According to the concept of Mayoism, every manager should strive for a balance between the technical and social aspects of the enterprise, to promote the sustainability of social organization so that individuals, cooperating with each other to achieve a common goal, can receive personal satisfaction, which is the basis of their desire for cooperation. Thus, the formal organization was, as it were, supported by informal structures, and the latter were no longer regarded as flawed, but, on the contrary, were recognized as a necessary component of the effective operation of the entire enterprise.
The analysis of the organization as an integral social system made it possible for the theorists of the “school of human relations” to eliminate the contradiction between the “logic of efficiency” required by a formal organization and the “logic of sentimentality” inherent in an informal organization.
In the concept under consideration, the head of an industrial enterprise performs two main functions: economic and social. The first is aimed at maximizing profits, the second at creating and stabilizing efficiently working teams and groups. Previously, the main focus of managers was focused on the first function, while the personality factor of the organization was neglected. However, empirical studies have found that economic activity cannot be torn away from its social fundamental principle and studied as a “thing-in-itself”. By acting in this way, management essentially seeks to subsume the problems of group cooperation with the technological problems of production, and not vice versa. However, modern industry consists of many collectives that form work groups and organizations. In them, methods of behavior have been developed between individuals, reflecting the differences and characteristics of the social status of each employee. Any workplace has a specific significance and a certain rank in the social scale of the enterprise. Therefore, an industrial enterprise is characterized by both specific production and proper social structures; each employee corresponds not only to a place in the working system of the enterprise's organs, but also to a fixed social status. The mistakes of management in understanding the structure and features of the social structure ultimately hit the commercial efficiency of the enterprise.
Researchers of human relations have made many amendments to the previous concepts of management, the main ones of which are:
· Increased attention to the social group needs of a person;
· Committed to enriching jobs by dissipating the negative effects of over-specialization;
· Rejection of the emphasis on the hierarchy of power and the call for “down-to-earthness of management”, for “management of participation”;
· Increasing recognition of the informal side of the organization, the role of the mindset of workers and informal relationships "
· Development of tools and methods for studying the interaction of formal and informal organizations.
By 1970, the management of human relations was constituted into a special management function, called "personnel management", the main goal of which is to increase the welfare of the employee, to enable him to make the maximum personal contribution to the effective operation of the entire enterprise. Personnel management is mainly associated with the method of selection, training and retraining of personnel, as well as with the problems of personnel employment, effective use equipment, the organization of joint consultations between employers and workers, as well as generally accepted procedures for the settlement of labor disputes.
Chapter 2.Cmodern concepts of human resource management
The participation of people in social production has been and can be viewed from various points of view. Consider some modern concepts personnel management.
L.I. Evenko believes that there has been a change in four concepts of the role of personnel in production:
1. The concept of using labor resources (labor resources use). Time: late 19th century - mid 20th century The bottom line: instead of a person in production, only his function was considered - labor, measured by the cost of working time and wages. In the West, this concept is reflected in Marxist and Taylorist theories, in the USSR - in the exploitation of labor by the state.
2. The concept of personnel management. Time: from the 30s of the 20th century. It is based on the theory of bureaucratic organizations, when a person was considered through the formal role he occupied - a position and was depersonalized, and management was carried out through administrative mechanisms (principles, methods, powers, functions).
3. The concept of human resource management (human resource managment). Time: from about 70s. The bottom line: a person began to be considered not as an element of the structure (position), but as a kind of non-renewable resource - an element of social organization in the unity of three main components ( labor function, social relations, the state of the employee). In Russian practice, this concept blossomed in the mid-1980s during the years of "perestroika" and was called "activation of the human factor."
4. The concept of human being management. In accordance with this concept, a person is no longer only a special object of management, but also a subject of management, which can no longer be regarded as a “resource”. Based on the desires and abilities of the person, the strategy and structure of the organization should be built. The founders of the concept are the Japanese K. Matsushita and A. Morita.
From the standpoint of the theory of human relations, the English professor S. Liz singled out seven strategic directions in work with personnel.
1.Reduction of specific gravity wages in the cost of production and wages of workers. Due to the high wages of workers in the United States and Europe, the products of many Western firms have become uncompetitive. As a way out, it is proposed to divide the personnel into two groups: highly qualified permanent workers with social guarantees and high wages "core"; low-skilled seasonal workers without social guarantees and with low wages ("periphery").
2. Workers are a resource that needs to be maximized. It is believed that the only source of long-term market advantage is knowing the abilities of your employees and maximizing their ingenuity, motivation and human relationships, rather than “copying” the experience. best companies... (example "IBM", "Hewlett-Packard").
3. Inseparable connection between the strategy of the enterprise and the strategy of personnel management. Depending on the type of company, it can apply a centralized strategy from a single center (Chandler's cascade model) and a decentralized strategy when independent divisions large company conduct flexible marketing in the market (Porter and Fombrook models).
4. Development of organizational culture: common goals, collective values, charismatic leaders, tough market positions, control of employees using social means. In this case, the task is to achieve "extraordinary results through the activities of ordinary people." It is believed that a high internal organizational culture for some companies, the key to success.
5. "Japaneseization" of personnel management methods, which became widespread after the success of the largest Japanese companies. This is achieved by minimizing the number of management levels, high organizational culture, flexible forms of labor organization, high quality products, loyalty of workers to the firm, etc.
6. Personnel management is a strategic function. This direction involves the development of a personnel strategy, recruitment based on the philosophy of the company, remuneration taking into account quality individual activities, minimizing labor disputes and creating harmony in the workplace, encouraging collective efforts aimed at the survival of the company.
7. Using models managerial choice in working with personnel, taking into account four main aspects: the influence of the employee and ways of influencing him; the procedure for the movement of an employee in the company; reward systems; organization of the workplace.
The model successfully solves the problem of choosing a policy to maximize a person's contribution to the success of the firm.
The proposed areas of work with personnel concentrate the experience of successful companies and modern management concepts in the West.
Our conditions are somewhat different. G.M. Ozerov, a well-known specialist in the field of work with personnel, believes that personnel management in Russia should be based on the following principles:
1. Man is the basis of corporate culture. Successful enterprises pay great attention to their personnel; when people are put at the head of change, they become agents of change.
2. Management for everyone. Management should be carried out at three levels: top management, middle management ("team") and lower management ("employees").
3. Efficiency as a criterion for the success of the organization. It is about achieving goals with optimal use of resources and maximizing profits.
4. Relationships as a criterion for the success of the organization. Problems arising from the "world of psychology" (psychological relations, communications, values, motives) should be prioritized in comparison with problems from the "world of facts" (technique, technology, organization)
5. Quality as a criterion of efficiency. It is necessary to work with five interconnected quality subsystems: personal, team quality, product quality, service quality, organization quality.
6. Teams as a criterion for the success of the organization. All employees of the organization are employees. They are all members of a social group (team). All teams and individuals on a team contribute to both the success and the failure of the organization.
7. Learning is the key to development and change and an integral part of life. important process promoting the organization. Analyzing the above concepts, it is possible to generalize the approaches to personnel management. In many publications, two poles of the role of a person in social production are noted:
Man as a resource of the production system (labor, human, human) - important element production and management process;
Man as a person with needs, motives, values is the main subject of management.
Another part of the researchers considers personnel from the standpoint of the theory of subsystems, in which employees act as the most important subsystem. Two groups of systems can be most clearly distinguished:
Economic, in which the problems of production, exchange, distribution and consumption of material goods dominate, and based on this, personnel is considered as a labor resource or an organization of people (collective);
Social, in which questions of human relations dominate, social groups, spiritual values and aspects of the all-round development of the individual, and the staff is considered as main system consisting of unique personalities.
Conclusion
The main goal of the schools of human relations and the science of behavior in management was to displace rigidly formalized, depersonalized relations in production, which had completely revealed their inefficiency by that time. In this sense, the interpretation of industrial organizations as integral systems has shown the power of social factors proper in the production process. For the first time, the personal factor of the organization received recognition, and attention was also paid to the issues of the indirect influence of informal relations on economic indicators firms and enterprises. Along with this, these theories were characterized by some shortcomings. Thus, they focused their attention on the problems of cooperation, bypassing the complex issues of social conflict. They clearly overestimate the level to which workers can be manipulated using socio-psychological methods. The recognition of the employee as a "factor" that independently affects the production process is, of course, a step forward, but it was not enough to recognize the need for self-organization and self-management of workers in production. Although the question of the "complicity" of workers in decision-making processes was raised, it did not find any positive solution.
The path to effective management lies through understanding a person's motivation. Only knowing what motivates a person, what prompts him to activity, what motives lie at the basis of his actions, can one try to develop effective system forms and methods of human control. To do this, it is necessary to know how certain motives arise or are caused, how and in what ways, motives can be brought into action, how people are motivated.
Bibliography
1. Kondak, A.V. Management [Text]: textbook / A.V. Kontakion. - M .: University, 2000 .-- 456p.
2. Krevinkov, T.S. Management [Text]: textbook / T.S. Krevinkov. - M .: Unity, 2001 .-- 267s.
3. Platonov, S.F. Management [Text]: textbook for universities / S.F. Platonov. - SPb .: Phoenix, 2002 .-- 643p.
4. Management theory [Text]: textbook. manual. / ed. CM. Soloviev. - M .: Pravda, 2000 .-- 572p.
5. Management and management [Text]: textbook / under. ed. A. F. Pokrapivny. - M .: Unity, 2004 .-- 496s.
Similar documents
Description of the state of management science before the emergence of the school of human relations. Study of man as the main factor of production. Classification of his needs. Biographies and main views of the most famous representatives of this school.
term paper, added 12/23/2009
Historical periods of the development of management thought as a prerequisite for the emergence of management. Evolution of management as a science. Four approaches to the development of management theory and practice. School of Human Relations. Behavioral Behavioral School.
term paper, added 01/22/2010
Essence and characteristics of human resources. The concept of human resource management in an organization. Evolution, state of the art, features and ways of improving the mechanism of human resource management in the Russian Federation.
thesis, added 06/09/2010
Study of the evolution of management thought and scientific management. School of Administrative Management, Human Relations and Behavioral Science. Analysis of trends and determination of the direction of development of science, study internal environment a modern enterprise.
term paper added 01/31/2015
Foundations of the origin of management. Stages of development of management thought. The principles of the scientific school of management in the first half of the twentieth century. Classical control theory. Human relations school concept. The evolution of management theories after World War II.
thesis, added 07/25/2010
Changing the concept of human resource management. The structure of the organization's personnel. Personnel potential. Human resource management problems. The quality of human resources. Model personnel policy... Human Resource Management Service.
test, added 12/19/2008
The evolution of management thought. The emergence, formation and maintenance of various schools of management: classical, psychology and human relations, management science. Variety of management models. Management development in Russia.
term paper added 12/13/2003
Management development in Russia. Peter's reforms to improve the economy. The development of management thought in the 18th century. Features of the management of the Russian economy in the XIX century. Scientific schools of management. Management concepts of modern management.
term paper, added 12/18/2011
The development of management thought, the emergence and evolution of management. Industrial revolution and new approaches to management, Taylorism in the USSR. The classical, or administrative, school of human relations management and its behavioral concepts.
term paper, added 12/14/2009
The tasks of human resource management in a market economy. Principles of the concept of human resources management of RAO "UES of Russia". Organization and structuring of the human resource management service: functions and structure of the personnel service.
Until we understand the motivation, value orientations of adults, their peculiarities professional behavior, in other words, in the state of human resources educational organization, any attempts to significantly improve the learning outcomes of children are unproductive. Our schools have changed, and teachers experience the greatest discomfort as a result. They are the ones who are minimally inclined to change their views (such a profession).
Generally speaking, we are used to pointing out the economic situation as the source of all ills. Probably, to some extent this is so, but I ask myself the question: if my salary, as the head of the department, were doubled, would I work twice as good? Everyone will answer this question for himself, but for myself I will answer: "I doubt it!" At the same time, I understand perfectly well that the current level of remuneration for our labor is unworthily low. But the meaning of the above thesis is that there is no direct connection between wages and the quality of work, at least in our area. This means that the quality of our work, the problem of increasing its efficiency will mainly be solved through the use of other, non-financial resources.
These non-financial resources include, first of all, the resources of the organization, and first of all human resources, by the way, the only ones that are inalienable from the head. The quality of the organization's human resources, determined by the qualifications of teachers, the level of consistency of their professional values and actions, their vision of the future of their organization and motivation, attitude to emerging problems and ways to solve them, etc., largely determines the development potential of the organization. The book is devoted to this key problem.
This book is based on several positions that are extremely important for understanding its content.
In today's circumstances, there is no recipe for the unequivocally best managerial actions; the conditions in which we operate have become too different.
The main problems of the school are those of adults. The main potential for improving school organizations lies in the plane of human resource development.
The development of an organization can be facilitated by the presence of several alternative points of view on the assessment of its condition.
It is very important for the author to emphasize that these features, which determine, among other things, the actions of the leader, are neither good nor bad. This is some given, it is uncritical, if only because it cannot be significantly changed in a relatively short time. What is the use of criticizing something if it is impossible to change it.
These circumstances can be considered temporary, and then the school's strategy is to survive and wait for better times. We can assume that the current circumstances in the foreseeable future will not change much, and with such a view of things, we have to look for new opportunities in what we have.
In addition to human resources, there are a few key concepts in this book. These include, firstly, organizational culture. This concept seems to be relevant for describing the state of an organization in a certain period of time, since it is this concept that maximizes the assessment of the state of human resources.
Secondly, the adequacy. In today's circumstances, there are no recipes for the unequivocally best managerial actions; the conditions in which we operate have become too different. Therefore, it seems to me that there are no good or bad management decisions and schemes, there are adequate to the state of your organization and inadequate.
In conclusion, I would like to note that, in presenting these views, I do not pretend to be true. This is a subjective idea of what is most relevant today in management. It is possible that after reading it you will split it and it will become objective.
Where are we?
When we talk about the need to move along the path of development of the education system, educational institution, in order not to get into an awkward position, we need to answer two questions. Where we are and where we are going. As for the second, it is difficult to say anything definite at the present time. At the present time, we, I mean the citizens of our country, have not yet fully decided. There are numerous and influential political groups in society, the orientations of which do not agree well with each other, in any case, the problem of finding a compromise has not been resolved. If it is not solved in society as a whole, then it cannot be solved in a single education system. Therefore, we will wait a bit with the answer to the second question. Something else is unclear here. The future is very uncertain, and its vision is now being built at the level of individuals, relatively small groups and organizations.
Let's try to first decide on the first question.
Before proposing something to dear readers, I would like to clarify the grounds on which further reasoning and conclusions are based. I would like to warn you that this is the personal point of view of the author, and the reader has the right to agree with it or not. It is quite obvious that over the past 10-12 years we have found ourselves in new conditions of existence. How are they, in fact, new from the point of view of the author? Among the many new circumstances, several of the most important are clearly visible, let us call them strategic.
New strategic factors in education
Instability
This is a fairly new factor. Its influence is felt everywhere: in politics, and in economics, and in ideology. Instability is a new factor for most of us, it is extremely difficult to get used to it, considering it the norm. Instability is a consequence of the fact that in society today there are simultaneously several powerful different orientations, which do not agree well with each other, and besides, there is no experience and ability to coordinate anything.
However, to be realistic, it becomes understandable (albeit unpleasant) that instability is long-term. It is clearly enough not only for our children, but also, it seems, for grandchildren. The only thing that can inspire optimism for those who feel discomfort in the conditions of instability and uncertainty is the hope that the amplitude of the oscillations of the pendulum of instability will gradually decrease.
What does the effect of this factor lead to? First, fatigue. We stop responding to new conditions, noticing them. And we begin to act according to the principle "the more everything changes, the more remains the same." It’s not only you, managers who are tired (from irregular funding, weak legislative framework, continuous changes in the rules of the game), teachers and your subordinates get tired. Because with all your desire, you cannot protect them from this. This instability reaches them at home as well. Many of us have exhausted the resources to adapt to the new.
The conditions of instability change managerial and organizational behavior, the planning techniques used, make them change management structures, which in these conditions, as the world experience shows, become more complicated.
For those who are younger, who do not experience very serious problems associated with this factor, who take the current instability for granted, the situation is more favorable. But both of them need new guidelines and new views on management activities.
Here I would note that we (I mean Russia) are not the first to find themselves in such conditions, and these conditions are not yet the worst (I understand the blasphemy of this phrase). All the developed countries of the world at one time or another fell into such conditions and somehow got out of them.
These general remarks apply not only to the state as a whole, but also to each educational organization separately. In almost every school there are groups of teachers with different orientations. One group, for example, believes, and not without reason, that the success of the education system lies in the return to the past organization, when there were universal programs, everyone had to master natural science, humanitarian cycles etc. Another group believes that the actual amount of subject information is not of significant value from the point of view of further life success. Simply put, we all imagine in different ways where we are going, how we will live in 10-15 years, and in what life situation our graduates will find themselves.
How to manage in such a situation and what is the priority?
Here I would like to note that world experience unambiguously testifies that the more complicated and unexpected the future seems (and it will be unexpected for many of us), the more complicated the management systems become, and each next stage of its development complements the previous one.
A note for revolutionaries. If the previous system is completely destroyed when creating a new one, this gives rise to suspicion that new system not so uniquely good.
By destruction, we mean not the replacement of individuals (this does not change the system), but a change in the nature of powers, goals and connections between the elements of the organization's structure. Control systems replacing each other should become more complex and be designed for the ever greater strangeness of events and the ever less predictability of the future. This remark contradicts the traditionally existing myth that the simpler the management system, the better and more efficient it is.
However, complication is not an end in itself. It must be appropriate. How to complicate the system, increasing its efficiency? By what means? What resources are there for this, if we proceed from the assumption that there are no new financial ones? Here, perhaps, one move is decentralization (it is not always possible and not everywhere). The increasing complexity of the management system does not mean, in most cases, an increase in the number of rates and substitutes. Here you can rely on such a factor as the desire (desire) for power (McCleland). Additional powers are payment for additional work performed (in the future we will try to prove this provision).
When the scientific and educational literature talks about the management of employees in an organization, several concepts are used to describe this process - human resource management (HRM), personnel management (HR), or personnel management. There are two main approaches to understanding these concepts. So, some researchers, including K. Legg and E. Lazar, K. Shaw (Legge, 1995; Lazear., Shaw, 2007) consider them synonymous.
Other authors, such as P. Turnbull and P. Blyton, D. Cole, K. Aswatapa, on the contrary, clearly share these concepts: the terms reflect processes that are in the same plane, but have different specifics (Turnbull, Blyton P, 1992; Cole , 2004; Aswathappa, 2005).
In this paper, we will follow the second approach, according to which HRM, HR management and HR management are different from each other.
First of all, it is necessary to determine the difference between human resource management and personnel management. Gerald Cole (Cole, 2004) argues that these concepts, in the first place, can determine different attitude to managing people in an organization. Thus, human resource management assumes that the employee management process has a proactive, innovative role, as well as its strategic nature, while personnel management is assigned a supporting role in the organization and focusing on the implementation of procedures. As a result, the implementation of HRM becomes the task of the entire management of the organization, and the PM is in charge of an independent department (department). It is also important how the personnel is perceived: in HRM, it is a mandatory investment for development, and, on the contrary, in the framework of personnel management, it is a cost that requires control. Finally, there is also an important difference in the workforce and employment planning process: HRM is about decision making by top management, while HR is a matter of collective bargaining (Cole, 2004).
In fact, human resource management should be understood as a more strategic, systematic, person-centered approach than personnel management.
Along with the two considered, there is a third, most "rigid" and impersonal approach - personnel management. In this case, the employees of the organization (or "personnel") are considered exclusively as elements of the system that can be involved in certain processes. Personnel management is a separate function of the organization, which involves formal control, accounting, and workforce planning.
The formalized, "dry" nature of understanding the meaning of people with this method of building a management system is manifested even in the specifics of the terminology that describes it. So, for example, the main task of planning is considered to determine the goal of management and the means to achieve it, and it consists of such stages as "the establishment of legal norms for working with personnel, the development of the structure of the organization, the assessment of the organization's need for manpower and the possibility of its satisfaction" [Sahakyan, p.6]. HR management also operates with such concepts as the organization of personnel, implying their vocational guidance, professional selection, distribution of personnel to jobs, etc., as well as accounting, which includes maintaining state and internal personnel reporting, assessing the labor efforts of employees.
Thus, human resource management, personnel management and personnel management represent three separate approaches to the process of managing people in an organization, differing in their perception of the importance of human resources, as well as the management function itself. Also, the difference between HRM, PM and human resources management can be explained using the concept of "hard" and "soft" people management in the organization. The “hard” option is a highly rationalized approach in which the human resource is viewed as the “good” that should bring the greatest benefit. With the "hard" option, attention is focused on the quantitative measurement of indicators, the relationship with the business strategy of the organization, investment in labor resources in order to obtain added value from employees, quality management (Armstrong, 2010). The "soft" model is based on leadership, communication and motivation, in addition, special attention is paid to corporate culture... Within the framework of this concept, employees, in the event that they are largely committed to the company, are perceived as a valuable asset that gives competitive advantage... Employee commitment can be built, for example, by actively involving them in communication and activities.
In this case, HRM corresponds to the concept of "soft" management, personnel management - "hard", and personnel management involves a combination of these two approaches.
Having analyzed step by step the personnel management system in the school, we will be able to determine which of the three described management approaches are characteristic of an organization of this kind. Until a conclusion is drawn about which particular system they gravitate towards educational institutions, we will use the term "personnel management" to describe employee management processes.
