Influence of the life cycle of the organization on the strategy of human resource management. Organizational Life Cycle and Human Resource Management

MINISTRY OF EDUCATION AND SCIENCE, YOUTH AND SPORT

AUTONOMOUS REPUBLIC OF CRIMEA

REPUBLICAN HIGHER EDUCATION INSTITUTION

CRIMEAN PEDAGOGICAL ENGINEERING UNIVERSITY

FACULTY OF ECONOMICS

Department of Economics and Management

on the subject: "Management by human resourses»

on the topic of: " Life cycle organizations and HRM "

completed by a 2nd year student

daytime education

specialties 6.030601

"Management"

Groups M-13

A. A. Kucheryavaya

Simferopol

Introduction

Organization development stages

Human Resource Management Objectives at the Stages of the Organizational Life Cycle

Introduction

An organization is a group of people working together to achieve common goals. To successfully achieve these goals, the activities of the people in the group must be coordinated. Therefore, an organization can be viewed as a group of people whose activities are deliberately coordinated to achieve a common goal or goals.

Human resource management is an approach to enterprise personnel management, in which employees are viewed as the most valuable resource in the competitive struggle, which must be motivated and developed in order to achieve the strategic goals of the organization.

The main purpose of human resource management is to provide the organization with people who will enable the organization to effectively achieve its goals. V modern conditions when the personnel of the enterprise turns out to be a critical resource, one of the main tasks of the heads of human resource management services is to participate in the formation of the strategy of the enterprise, based on the state of human resources.

In the process of its development, an organization usually goes through four main stages: formation; growth; maturity; reduction and reorganization of production or termination of activities.

Factors influencing the change of life cycles in the organization

Consider the factors that affect the average life of an economic organization (firm). The first, already noted by us, is the size of the firm. Further - the industry of application, the type of product, the degree of combination, diversification, horizontal and vertical integration, the technical level, the general state of the national and world market conditions, the success of management (structure, strategy<#"justify">Organization development stages

management human resource personnel

At the stage of organization's formation, personnel training<#"372" src="doc_zip1.jpg" />

Features of personnel development depending on the stages of the life cycle

New philosophy of formation personnel policy <#"justify">- Innovation.

Influence of the size of the organization on the characteristics of human resource management

The size of the organization has a significant impact on the specifics of work with personnel in enterprises and organizations.

Thus, it is generally accepted that large organizations are more stable. They are more likely to survive crisis situations. For those who work in large organizations, there are great opportunities for participation in various projects, moving within the organization both horizontally (from one position to another) and vertically, up the career ladder. In addition, large organizations tend to have a strong HR function. Its employees have the opportunity to specialize in various areas of HR management, such as recruiting<#"justify">Environment and features of human resource management

There are various indicators that characterize the environment in which the organization carries out its economic activity... In this case, we will focus on three most important characteristics environment that have an impact on human resource management and workforce management.

Resource security: financial, material and labor. Their excess, as a rule, is accompanied by their irrational use, a decrease in work efficiency. However, lack of resources can lead to conflicts. So, excessive savings on personnel, a lack of work force relative to the planned scope of work lead to poor-quality performance and an increase in rejects. In addition, work in conditions of constant overstrain is accompanied by stresses with all the ensuing negative economic and social consequences for the employee and the organization as a whole.

2. The dynamism of the environment, the degree of its mobility in response to changing conditions. Where there are frequent changes, such as in the area high tech, strategy<#"justify">The goals of human resource management at the stages of the organization's life cycle.

For each of the stages of development of the organization, specific goals for the development of employees corresponding to these stages are allocated.

Table 3 Organizational life cycle and HRM goals

Stage of development of the organization Tasks facing the organization Human resource management Formation of the organization Stabilize transactions, generate cash flow, determine the market profile of the company At this stage, most often, human resource management is not allocated into a special function. Hiring, onboarding employees, defining functional responsibilities etc. are carried out by the leaders themselves. For the function of personnel management, as well as for the entire system of enterprise management, the main task is to stabilize the activities of the enterprise Intensive growth To preserve the management of the company when the structure grows and it is necessary to determine the main area of activity At this stage, personnel management is separated into an independent management function. The main task is to ensure the growth of the company through the attraction and training of personnel. Of particular importance are the tasks of training line managers in the main tools of regular management, improving the organizational structure and developing the basic professional competencies of employees; The main task is to increase the efficiency of the main processes of the enterprise, to create a system of long-term and purposeful development of the employees of the enterprise - the personnel reserve of the enterprise, the targeted development of employees. The system of motivation is being improved, measures are being taken to increase labor productivity. Actions aimed at mobilizing employees to achieve the strategic goals of the organization are of great importance; innovative activities of the company's employees - new, experimental forms of organizing the interaction of employees and departments (quality circles, interdisciplinary teams, etc.), reduction of ineffective personnel, etc.

In modern conditions, when the personnel of the enterprise turns out to be a critical resource, one of the main tasks of the heads of human resource management services is to participate in the formation of the enterprise strategy, based on the state of human resources.

In reality, it can be difficult to distinguish one stage of an organization's development from another. Sometimes several stages can take place at the same time. A transition from a higher stage to a lower one is possible, for example, after the stage of production reduction, a period of rapid growth of the organization may again begin.

Features of the organization's activities at various stages of its formation and development have a direct impact on the strategy<#"justify">List of used literature

1. Kushelevich E.I., Filonovich S.R. I. Adizes' Theory of Organizational Life Cycles and Russian Reality // Sotsis. - 2006, No. 10.

Akulov V. B., Rudakov M. N. Organization theory: Tutorial... - M., 2005

M; Lobanov A.A. Human resources management. - M .: Delo, 1993.

Dyrin S.P. Organization theory: Textbook. - Naberezhnye Chelny, Publishing House of the Institute of Management, 2006.

5. Organizational life cycle and human resource management http://studme.org/

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Introduction

The main purpose of human resource management is to provide the organization with people who will enable the organization to effectively achieve its goals. In modern conditions, when the personnel of the enterprise turns out to be a critical resource, one of the main tasks of the heads of human resource management services is to participate in the formation of the enterprise strategy, based on the state of human resources.

In the process of its development, an organization usually goes through four main stages:

1. Becoming;

3. Maturity;

4. Reduction and reorganization of production or termination of activities.

1. Factors influencing the change of life cycles in the organization

It must be said that in the life cycle of a company a very important place belongs to the fourth (last) phase. The emerging “fork” either gives the firm an opportunity to develop in the future, or leads to the dying of the economic organization.

Development opportunities in organizational plan the most varied are provided. These are mergers and acquisitions of companies, the creation of financial-monopoly and financial-industrial groups. As a result, a new intercompany structure appears that is different from the previous one. It can be either a higher hierarchy (the number of "levels" of management increases and, accordingly, the cost of coordination), or flatter (the creation of financial and industrial groups, the transition to network structures, etc.).

One should not think that the stage of withering away of the organization is irreversible. Above, the authors very carefully formulated the trajectory of the movement of firms that find themselves in such a position. This is primarily due to the fact that in this phase there is an organizational method (organizational technology) that saves the company from bankruptcy and destruction. Probably, this is also a transition to a different quality, but not accompanied by an increase in the size of the firm and its business (this thesis is very important when we consider the life cycle of a firm in its fourth phase, which is associated either with positive development of the firm, or with negative development).

We are talking about the restructuring of companies in crisis. As a result of strong and directed actions, firms can survive the crisis and remain as real economic agents, but this is achieved at a great cost (reduction in the size of the companies' business, painful restructuring, staff cuts, austerity in management costs, a partial loss of independence and sovereignty is also possible, and etc.). If the restructuring fails, then nothing can save the firm. It ceases to exist, at least as an independent market participant.

2. Stages of development of the organization

At the stage of the organization's development, personnel training in most cases is not as crucial as at the subsequent stages of the organization's development, especially if time and funds are limited. The main emphasis here is placed on the administrators' attraction of already formed and trained specialists, as well as on the formation of a team of talented managers and production organizers. This often requires the establishment of wages at a level not lower, and sometimes significantly higher than it is currently in the labor market.

At the growth stage of the organization, new personnel problems appear, in particular, the task of maintaining equality in pay in the internal labor market, maintaining optimal pay ratios between managers and subordinates, between those who already work in the organization and new employees. The decisions made during this period have a cardinal impact on the fate of the organization, its further development. At this stage of development, organizations, as a rule, make serious financial investments in the development of production, including in human resources, their training and development, in order to provide significant advantages over competitors. In this regard, the problem arises of assessing the effectiveness and payback period of these investments.

At the stage of maturity, many approaches to solving personnel problems and organizational culture have already taken shape. This provides the organization with a stable and efficient operation. At the same time, it is at this stage that there is a serious danger of the appearance of stagnant phenomena in the development of the organization, the weakening labor motivation... If an organization does not adhere to the concept of continuous renewal and development, it may face serious economic and social problems in the future.

The stage of reduction and reorganization of production (crisis), as a rule, is accompanied by a serious aggravation of labor problems, the solution of which requires special efforts and purposeful actions on the part of personnel services workers.

The specifics of the personnel decisions taken in certain periods of the organization's existence are shown in table. one.

Table 1. Organizational life cycle and human resource management

3. Features of personnel development depending on the stages of the life cycle

The new philosophy of the formation of personnel policy in Russia should proceed from the fact that personnel policy must be integrated into the development strategy of the enterprise, taking into account the economic laws of this development.

Peculiarities human resources organizations, depending on the stage of the life cycle and the strategy of personnel development, are given in Table 2.

It should be noted that, depending on the stage of the life cycle and the type of personnel strategy of the organization, this or that direction becomes the leading or most important type of activity of employees of personnel services. It is advisable to talk about the content of personnel activities characteristic of open and closed types of personnel strategies. In this case, it is necessary to take into account three levels of planning: long-term (strategic), medium-term (tactical) and short-term (operational).

Table 2. Characteristics of the characteristics of personnel, depending on the stages of the life cycle and development strategy of the organization.

Organizational life cycle stage	Strategy type	Brief description of the strategy	Feature characteristics human resources
Organization formation	Entrepreneurial	Insufficient resources to meet growing demand Projects with high degree financial risk. Fast implementation of immediate action - short term plans	Employees should be proactive, communicative, innovative, willing to take risks, not afraid of responsibility.
Organization growth	Dynamic growth or limited growth strategy	Creation of the foundation for the stable development of the organization. Reduced risk. Determination of the mission of the company and the policy of the development of the company.	Organizational staffing Flexibility in changing conditions.
Period of stable development	Profitability strategy	Maintaining the existing level of profitability. Cost minimization. Low risk. The management system is well developed.	Termination of staff recruitment. Maximum performance staff.
	Liquidation strategy	Sale of assets. Elimination of possible losses. Falling profits.	Reduction of workers. Narrowly oriented workers. The staff is ready to work for a short time.
	Entrepreneurial strategy	Reducing costs in order to survive in the near future. Measures related to the stabilization of the enterprise. Flexibility to changing conditions.	The dedication of the staff. Staff willingness to tolerate temporary discomfort in conditions and wages. Innovation.

4. Influence of the size of the organization on the characteristics of human resource management

The size of the organization has a significant impact on the specifics of work with personnel in enterprises and organizations.

Thus, it is generally accepted that large organizations are more stable. They are more likely to survive crisis situations. For those who work in large organizations, there are great opportunities for participation in various projects, moving within the organization both horizontally (from one position to another) and vertically, up the career ladder. In addition, large organizations tend to have a strong HR function. Its employees have the opportunity to specialize in various areas of human resource management, such as recruiting, training company employees, planning their career growth, organizing a compensation system. The ability to concentrate on specific areas of work increases its efficiency.

Small businesses are often unable to maintain their own HR department. The development and implementation of HR solutions are usually carried out by top officials in the organization, for example, its owner. At the same time, it is positive that the person who determines the development strategy of the organization simultaneously makes strategic personnel decisions that ensure the implementation of the development strategy of the organization. It is good if the owner has sufficient knowledge in the field of personnel management and natural intuition in these matters. If both are absent, serious problems and miscalculations in personnel work can arise. Moreover, in small businesses, their negative impact on performance is even more obvious than in large organizations. For example, in small enterprises, due to the specifics of the work of personnel, which manifests itself in close interaction and interchangeability of employees, special requirements are imposed on the selection of personnel. In addition to the requirements for professional qualities employees, it is imperative that new employees correspond to the spirit and culture of the organization, are accepted by its other members. Indeed, in small organizations, each employee is in full view of the rest. In addition, each employee informally participates in assessing the labor contribution of others and the degree to which remuneration is consistent with the results achieved.

5. Environment and features of human resource management

competitive economic personnel

There are various indicators that characterize the environment in which an organization conducts its business activities. In this case, we will focus on three critical environmental characteristics that affect human resource management and workforce.

1. Availability of resources: financial, material and labor. Their excess, as a rule, is accompanied by their irrational use, a decrease in work efficiency. However, lack of resources can lead to conflicts. So, excessive savings on personnel, a lack of labor in relation to the planned volume of work lead to poor-quality performance and an increase in rejects. In addition, work in conditions of constant overstrain is accompanied by stresses with all the ensuing negative economic and social consequences for the employee and the organization as a whole.

2. The dynamism of the environment, the degree of its mobility in response to changing conditions. Where there are frequent changes, for example, in the field of high technologies, the strategy for the selection, assessment, training and incentives of personnel should be structured in such a way as to stimulate high labor mobility of workers and facilitate their adaptation to constant changes in production and business conditions.

3. The degree of complexity of carrying out economic activities, depending on the level of competition in the industry and in the regional market for products and services. An environment is considered quite difficult if there are several strong competitors on the market, between whom there is a fierce struggle for the redistribution of the market. New competitors appear, pursuing an aggressive policy on the market. The peculiarities of the organization's work in such difficult conditions leave a direct imprint on the adoption of personnel decisions. HR departments are forced to reckon with the situation in this segment of the labor market, to monitor trends in the level of wages in order to prevent employees from leaving for competitors. For these purposes, salary surveys are widely used. The interest of HR managers in them is growing significantly. Personnel management services foreign companies doing business in Russia constantly use salary surveys to make personnel decisions.

6. Objectives of human resource management at the stages of the organization's life cycle

For each of the stages of development of the organization, specific goals for the development of employees corresponding to these stages are allocated.

Table 3. Organizational life cycle and HRM objectives

Development stage of the organization	The challenges facing the organization	Human Resource Management
Organization formation	Stabilize transactions, generate cash flow, determine the company's market profile	At this stage, most often, human resource management is not separated into a special function. Recruitment, adaptation of employees, definition of functional responsibilities, etc. are carried out by the leaders themselves. For the personnel management function, as well as for the entire enterprise management system, the main task is to stabilize the enterprise
	At this stage, personnel management is separated into an independent management function. The main task is to ensure the growth of the company through the attraction and training of personnel. Of particular importance are the tasks of training line managers in the basic tools of regular management, improving the organizational structure and developing the basic professional competencies of employees.
	Human resource management activities are carried out in all major areas. The main task is to increase the efficiency of the main processes of the enterprise, to create a system of long-term and purposeful development of the employees of the enterprise - the personnel reserve of the enterprise, the targeted development of employees. The system of motivation is being improved, measures are being taken to increase labor productivity. Actions aimed at mobilizing employees to achieve the strategic goals of the organization are of great importance.
	Entering new markets, creating new products, or the death of an organization	At this stage, the search and selection of creative and active top managers of the enterprise, training of top management, actions aimed at improving the quality of innovative activities of the employees of the enterprise - new, experimental forms of organizing the interaction of employees and departments (quality circles, interdisciplinary teams, etc.) etc.), reduction of ineffective staff, etc.

Conclusion

The peculiarities of the organization's activities at various stages of its formation and development have a direct impact on the organization's strategy, and, consequently, on the choice of an adequate human resource management strategy.

List of used literature

1. Kushelevich E.I., Filonovich S.R. I. Adizes' Theory of Organizational Life Cycles and Russian Reality // Sotsis. - 2006, No. 10.

2. Akulov V.B., Rudakov M.N. Organization Theory: A Study Guide. - M., 2005.

3M; Lobanov A.A. Human resources management. - M .: Delo, 1993.

4. Dyrin S.P. Organization theory: Textbook. - Naberezhnye Chelny, Publishing House of the Institute of Management, 2006.

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Organizations start, grow, succeed, weaken, and eventually cease to exist. Few of them exist indefinitely, none of them live without change. New organizations are formed daily. At the same time, every day hundreds of organizations are liquidated forever. Those who adapt thrive, the inflexible ones disappear. Some organizations develop faster than others and do their job better than others. The leader must know at what stage of development the organization is, and evaluate how the adopted leadership style corresponds to this stage. That is why the concept is widespread life cycle of organizations as predictable changes with a certain sequence of states over time. Applying the concept of the life cycle, you can see that there are distinct stages that organizations go through, and that the transitions from one stage to the next are predictable and not random.

The life cycle of an organization is directly and closely related to product life cycle- a time interval, which includes several stages, each of which is distinguished by a special nature of the process of changing the volume of production over time. A distinction should be made between: the complete life cycle of a product; life cycle of products in the field of production; life cycle of products in the field of consumption. The complete life cycle of a product includes the time of creation, the duration of production and the life of the product by consumers. This concept is used for planning marketing and supply and sales activities, organizing after-sales service of products, choosing adequate forms of management and creating the necessary structural links.

The life cycle concept has received a lot of attention in the market research literature. The life cycle is used to explain how a product goes through the stages of birth or formation, growth, maturity, and decline. Organizations have some exceptional characteristics that require some modification to the concept of a life cycle. One of the options for dividing the life cycle of an organization into appropriate time intervals involves the following stages.

1. Entrepreneurship stage... The organization is in its infancy, the product life cycle is being formed. The goals are still unclear, the creative process is free, moving to the next stage requires a stable supply of resources.

2. Collective stage... The innovative processes of the previous stage are developing, the mission of the organization is being formed. Communication within the organization and its structure remain essentially informal. Members of the organization spend a lot of time developing mechanical contacts and demonstrate high commitment.

3. Formalization and management stage. The structure of the organization is stabilized, rules are introduced, procedures are defined. The emphasis is on innovation efficiency and sustainability. Decision-making and decision-making bodies become the leading components of the organization. The role of the top management of the organization is growing, the decision-making process is becoming more balanced and conservative. The roles are clarified in such a way that the withdrawal of certain members of the organization does not pose a serious threat to it.

4. Structure development stage... The organization increases output and expands the service market. Leaders identify new development opportunities. The organizational structure is becoming more complex and refined. The decision-making mechanism is decentralized.

5. Decline stage... As a result of competition, a shrinking market, an organization is faced with a decrease in demand for its products or services. Leaders are looking for ways to hold onto markets and seize new opportunities. The need for workers, especially the most valuable specialties, is increasing. The number of conflicts often increases. New people are joining the leadership, trying to contain the decline. The mechanism for developing and making decisions is centralized.

The main stages of the organization's life cycle are graphically presented in Fig.

In the figure, the part of the curve with a positive slope reflects the stages of creation, growth and maturity of the organization, the other part with a negative slope reflects the stage of the organization's decline.

When creating an organization, when the creative process flows freely, the desire for stable and sustainable development is manifested. At the same time, two tasks are being solved - ensuring access to the necessary resources and mastering the mechanism of competition. Analysis of the situation, obtaining objective information plays a key role here.

The main criterion when choosing the type of management should be maintaining a stable balance between constancy and innovation, the implementation of effective activities in the present while planning the future.

The maturity of the organization is manifested in the fact that the emphasis is on the effectiveness of innovation and stability, the output of products increases and the market for the provision of services is expanding, managers are identifying new opportunities for organizational development. All of this is aimed at ensuring the strategic viability of the organization, maintaining and strengthening a stable position in the market. At the stage of maturity, it is especially important to periodically and timely adjust the management structure of the organization, to abolish the bodies that have completed their task, to introduce new subdivisions into the structure in a timely manner, to create temporary target structural units to solve certain problems, to allocate specialists to analyze the state of affairs and develop development prospects etc.

The concept of the life cycle indicates the most characteristic symptoms of the collapse of the organization, which appear during the decline stage. These include, in particular:

Decrease in demand intensifies competition and complicates its forms;

The competitive power of suppliers is increasing;

The role of price and quality in the competitive struggle is increasing;

The complexity of managing the increase in production capacity is increasing;

The process of creating product innovations becomes more complicated;

Profitability decreases.

Tasks and functions of the personnel management service The personnel management service is a functional unit, without directly participating in the main activities, ensures the normal functioning of the organization. The personnel management service is a set of specialized structural units in the field of enterprise management, together with the officials employed in them, designed to manage personnel within the framework of the selected personnel policy. The work of personnel services has two directions: tactical and strategic. Within the framework of the tactical direction, current personnel work is being carried out to form labor resources. The essence of personnel work in this direction is to determine what exactly, by whom, how and with the help of what should be done in practice at the moment in the field of personnel management. The solution to these day-to-day tasks is based on administrative methods. Strategic direction the work of personnel services is focused on the formation of the organization's personnel policy, that is, a system of theoretical views, ideas, requirements, practical measures in the field of work with personnel, its main forms and methods. Personnel management functions Personnel management functions are specific types of management work that form a cyclical process of personnel management. The functions of the personnel management service determine its organizational structure. There are several approaches to the classification of personnel management functions. By the direction of work with personnel: 1. Social function... It is reflected in the provision of employment, safe working conditions, labor protection. 2. Normative or Regulatory. Expressed in the establishment of working conditions, compliance labor legislation, labor protection rules, labor dispute resolution. This function follows from the position of the personnel service as a system for resolving the conflict between the interests of the organization and the interests of employees and other subjects of personnel management. 3. Educational. It is reflected in the way employees are motivated. 4. Information and analytical. It consists in the information support of the organization's activities. 5. Control. Allows the personnel service to track the evolving situation both within the organization and in the labor market. By the nature of the work performed: Office work function (preparation of orders for personnel, time keeping and other functions). Administrative activities (adoption of basic legislative provisions in the field of organization and remuneration of labor, conclusion of collective agreements). Employment (hiring, familiarization with the workplace, translation). Personnel development functions (training, personnel assessment, career management of employees). Personnel maintenance and stabilization functions (material remuneration, social issues). A group of heterogeneous functions - discipline management, working conditions and safety, control over labor relations... The following main functions of the personnel department of the middle and large enterprise: - staffing; training, retraining and advanced training of personnel; - registration of labor relations; organization of remuneration; identification of social tension in the team and its removal; - development of relations with workers' self-government bodies; coordination of work to stabilize working conditions and comply with safety regulations; provision of each division of the organization with qualified personnel. The table summarizes the main typical HR functions and tasks. Functions The content of tasks in the functional block Determination of personnel requirements Planning of high-quality personnel requirements. The choice of methods for calculating the quantitative requirements for personnel. Planning for quantitative personnel requirements. Provision of personnel Receiving and analysis of marketing (in the field of personnel) information. Development and use of tools to meet the need for personnel. Personnel selection, its business assessment. Personnel development Planning and implementation of career and service movements. Organization and delivery of training. Use of personnel Determination of the content and results of labor in the workplace. Industrial socialization. Introduction of personnel, their adaptation to work. Streamlining of workplaces. Ensuring labor safety. Release of personnel. Motivation of labor results and personnel behavior Management of the content and process of motivation of labor behavior. Conflict Management. The use of monetary incentive systems: wages, personnel participation in the profits and capital of the enterprise. The use of non-monetary incentive systems: group organization and social communication, leadership style and methods, workplace regulation. Legal and Information Support personnel management process Legal regulation labor relations. Personnel accounting and statistics. Informing the team and external organizations on personnel issues. Development of personnel policy. Modern HR services are implementation-oriented innovative functions, which include: = determining the need for personnel, both for the current period and for the future; = development of the "Personnel" section of the organization's business plan; = certification of workplaces and the development of professiograms; = development of systems for checking the professional and personal qualities of applicants for the lesson vacant post; = planning the personnel reserve and the career of employees; = research to identify the motivation of workers to work; = development of innovative behavior and the creative level of employees; = research to build effective work teams; = analysis of the causes and settlement of labor conflicts, etc. 2. HR service in the personnel management system The organizational structure of the personnel management service The organizational structure of the personnel management system is a set of interconnected subdivisions of the personnel management system and officials. Subdivisions - carriers of personnel management functions - can be considered in a broad sense as a personnel management service. The specific place and role of the specified service in common system management of the organization are determined by the place and role of each specialized unit for personnel management and the organizational status of its immediate leader. In the very general view four groups of factors can be distinguished that must be taken into account when creating a project of an organizational structure: 1) the external environment and infrastructure in which the organization operates; 2) technology of work and type joint activities; 3) the characteristics of the staff and corporate culture; 4) prototypes and already existing, and proved to be effective organizational structures of similar organizations. The initial data for building the organizational structure of management are: - calculation of the number at the level of management; - calculation of the number of personnel; - typical management structures. When building an organizational structure, the following principles must be observed: Flexibility. Characterizes the ability to quickly reorganize in accordance with changes in personnel and production. Centralization. It consists in the reasonable centralization of the functions of employees in the departments and services of the enterprise with the transfer of the functions of operational management to the lower link. Specialization. It is ensured by the assignment of certain management functions to each subdivision. Normability. Ego observance of a rational number of subordinates for each manager: top level - 4-8 people, middle level (functional leaders) - 8-10 people, lower level (foremen, brigades) - 20-40 people. Unity of rights and responsibility. Means that the rights and responsibilities of departments and employees must be in dialectical unity. Delimitation of powers. Linear leadership provides decisions on product release, while functional leadership provides preparation and implementation of decisions. Profitability. Characterizes the achievement of the minimum necessary costs on the construction and maintenance of the organizational structure of management. Under organizational form you can understand a combination of two important concepts: = organizational and legal form; = parameters of the organizational structure (type of structure, the capacity of individual departments, features of the configuration of the structure, etc.). The ability of the system to respond to the environment, defined as its adaptation, should be taken into account when designing the organizational structure and carrying out production, management and other activities. The management structure is an accepted form of the division of labor in the personnel management system, which assigns the appropriate management functions to individual services and employees. The totality of all functions and management bodies determines the organizational structure of the personnel and production management system. Any organizational structure, firstly, includes the number and types of management links at each of its levels, secondly, it establishes the mutual arrangement, connections and subordination of these links, thirdly, determines the goals, objectives, rights and obligations of each link, a list and the volume of general and special functions performed, fourthly, characterizes the number and professional qualifications of the personnel. As part of each system or subsystem, the following factors or elements interacting with each other can be distinguished: = people, employees who take part in the implementation of the main tasks of the organization; = means, objects of labor at the disposal of this enterprise; = information, communications, establishing connections between people and the objects of their activity. The main connections and relations between the elements of the management structure between personnel and heads of services can be of two types: vertical - communication of subordination and management, horizontal - communication of relations and cooperation of equal elements. Vertical links, in turn, can be linear and functional. Linear connections provide for mandatory subordination on all management issues, for example, director - shop manager - foreman - worker, functional ones involve subordination for a certain group of personnel problems, for example, selection, training, placement, assessment, motivation, etc. An important characteristic the main connections are the scale of manageability, the range and scope of leadership, determined by the number of subordinate employees or links to one leader. To establish the scale of horizontal ties, an indicator of the total number of employees or links with whom the necessary contacts occur in the management process are used. The sequence of measures to create a personnel service In order to optimize financial and time costs in the formation of a personnel service, the following sequence of work is possible. 1. Conduct a general diagnosis of the effectiveness of functional interaction between structural divisions of the organization and a selective analysis of the business potential of certain categories of workers, identify "pain points" that require priority "treatment" with the help of the newly created personnel management service. 2. On the basis of the information received, make a comparative analysis of the real state of organizational culture with the management's understanding of its level, develop a plan of priority and promising measures to bring the organizational culture into line with the strategic goals of the enterprise. 3. To adjust the proposed organizational and staff structure of the personnel service and detail the volume of financial costs for its creation and ensuring effective functioning. 4. Pick up additional staff for the service and train specially allocated employees (if necessary) in modern technologies for studying the business potential of personnel and "targeting" it to achieve the goals of the organization. Formation of the organizational structure of the EMS includes the following stages: = structuring the goals of the personnel management system; = determination of the composition of management functions, allowing to realize the goals of the system; = formation of the composition of the organizational structure subsystems; = establishing links between the subsystems of the organizational structure; = determination of the rights and responsibilities of subsystems; = calculation of the complexity of functions and the number of subsystems; = building an org chart configuration. After determining the functional structure of the personnel service, its constituent units (departments, bureaus), the issue of the tasks of each structural unit, its functions, the number of employees and the job structure of employees, their job responsibilities, as well as the relationship of units with each other within the personnel service and with other units of the enterprise, etc. The quantitative composition of the personnel management service is determined by the organizational and staff structures and the Charter of the organization. The following factors are taken into account: the total number of employees in the organization; the scope of the organization, its scale; social characteristics of the organization, the structural composition of its employees; technical support of managerial work. The qualification handbook establishes the categories of positions and their titles.

The process of forming a personnel strategy consists of several stages (phases). It is most often carried out not in a "pure" form, but is marked by many deviations, especially if it is carried out according to a resource-oriented model.

Rice. 3.5. Stages of HR strategy formation

On the first stage carried out situational analysis , which pursues two main goals: 1) determining what human resources the company has ( enterprise analysis); 2) identifying its chances and risks in relation to personnel in comparison with competitors ( environmental analysis). The central question that needs to be answered as a result of the situational analysis is: “What position does the company currently take with the available human resources?

Enterprise analysis, the result of which should become the realization of the first goal of the initial stage of developing a personnel strategy, is essentially an analysis of the personnel employed in it. It is aimed at studying “the human resources of an enterprise from the point of view of their presence in the organization and their suitability for implementing strategic decisions.” matrix (Figure 3.6).

Rice. 3.6. "Human Resources Portfolio"

TO "Stars" ranked as the most valuable asset human capital enterprises - firstly, because the level of productivity of their work is already high, and secondly, because they also demonstrate potential in their further development. Abilities and capabilities "Rutinshchikov" in achieving significant (maximum) results are limited a certain framework, which must be taken into account when setting goals and formulating tasks and, accordingly, in organizational expectations from the employee. "Problem workers" there can be both managers and ordinary employees. Their difference from other categories of personnel is the absolute registered inadequacy of labor results and, at the same time, limited personal development potential. When implementing strategy in an organization, these people are dangerous. Question marks are a group of workers who are united, on the one hand, by high potential performance at work, and, on the other hand, by the achievements they demonstrate, qualified as “below available opportunities”. Working with such personnel should include in-depth situational analysis of the task at hand and thoughtful motivation to enable them to demonstrate their ability to achieve organizational goals.

Employee categorization and analysis quantitative indicators of the received shares show the possibilities of development and increase in the effectiveness of personnel. The division of employees into categories of performance should be carried out and analyzed in each of the groups formed.