The concept and models of social management - features and characteristics. Coordination as a model of social management Graphical model of social system management

social management represents the impact on processes, which are also called social in the narrow sense, occurring in one of the main spheres of social life - social. These include processes directly related to the development of the conditions and lifestyle of people, their social qualities and the ability to satisfy their vital needs, with the development of social communities, organizations and other social formations as integral systems.

Each social system consists of two independent, but also interconnected subsystems: managed and managing. The managed subsystem includes all elements that provide the direct process of creating material and spiritual wealth or providing services. The control subsystem includes all the elements that ensure the process of purposeful influence.

Management appears as a social process of conscious, based on reliable knowledge of the systematic impact of the subject of management (managing subsystem) on a social object (managed subsystem) through decision-making, planning, organization and control necessary to ensure the effective functioning and development of the social system ( organization to achieve its goals.

Laws of social management express the essential relations that develop between the object and the subject of management:

1. The law of the unity of the system of social management, due to cultural, political, economic and other factors of social development.

2. The law of proportionality of the control and controlled subsystems is a rational ratio both within the systems and between them in order to ensure the most efficient functioning of these subsystems.

3. The law of the optimal ratio of centralization and decentralization of social management functions. It consists in the fact that the level of centralization of management changes in the process of social development.

4. The law of participation of various segments of the population in social management, which will increase the responsibility of the population itself, and therefore will affect the effectiveness of social management itself.

Principles of social management- these are guiding ideas, starting points that reflect the laws of development of management relations. The main principles of social management include the following principles: unity of command in decision-making and collegiality in their discussion; the unity of the impact of all management methods to maintain the integrity of the social system; combinations of branch and territorial management; priority in achieving strategic goals; scientific character of social management; forecasting social management; motivation (stimulation) of labor; responsibility for the results of social management; rational selection, training, placement and use of personnel; economy and management efficiency; consistency (consideration of the object or subject of management as a system consisting of various links); hierarchy (consideration of systems as multi-stage, multi-level, which require division into elements; in this case, each stage controls a lower level and at the same time is an object of control in relation to a higher level); the necessary diversity (the control system must have no less complexity and diversity than the controlled system); obligatory feedback (obtaining information about the results of the impact control system on the controlled system by comparing the actual state with the given one); combinations of unity of command and collegiality; situational management for predicting disturbances; target software; delegation of authority; humanism and morality in management; transparency in decision making.

Three main groups can be distinguished methods of social management: Organizational - administrative: the system of legislative acts of the country; system normative documents higher management structures; a system developed in the organization, firm plans, programs, tasks; system operational management incentives, sanctions, transfer of powers. Economic: based on the action of economic mechanisms of motivation - the tax system of the country; credit - financial mechanism; system wages; system of responsibility for the quality of work; a system for stimulating innovation activity. Socio-psychological mechanisms - a set of specific ways of influencing an individual, social group or community; on the relationship and interaction between them in order to improve the efficiency of the managed object.

Models of social management:

Relations coordination express the connections of non-subordinate directly subjects management activities, coordination is characterized by agreement in the course of the implementation of one's own and common goals. These relations are in many ways: they are a manifestation of the independence of the subjects of managerial relations, horizontal links between them. Coordination relations are established between the individual links of social management, which are included in different levels of subordination.

Relations subordination- these are the relations between the subjects of management activity, expressing the direct subordination of one to the other in the process of managing a single object, vertical links between them. In the relations of subordination, centralism finds its concrete realization in management. Subordination indicates the priority of common interests, common goals over special ones, their interconnection and subordination.

Reordination in social life occurs constantly and this type of social control is associated with objective factors. Reordination in a social system acts as a consequence of the internal development of the system or adaptation to changing factors. external environment.

social entity management: just as the joint work of people is the basis of any human society, so management is a necessary element common labor, existence and development of society.

Management model - a theoretically constructed conscience of ideas about how the management system looks and how it should look, how it affects and how it should affect the control object, how it adapts and how it should adapt to changes in the external environment so that the managed organization can achieve its goals, sustainable development and sustainability. Includes: basic principles of management, strategic vision, goals and objectives, values, structure and order of interaction, organizational culture, analytical monitoring and control, motivational policy.

We consider MU in a social system. The social system is a holistic formation, the main elements of which are people, their stable connections, interactions and relationships. The subject of management will have to influence a person or a group of people. Human resource is a unique resource and it requires a certain approach.

Criteria for classification and corresponding to them MU in social systems: by the nature of the exercise of power (authoritarian - all power in the company is accumulated in the hands of the leader, democratic - democracy); by territorial origin and place of wide adaptation (American - individualization, achieving results, vocational training, Japanese - team, achieving harmony, personal informal relations, Russian - combines 2 models, but closer to the concept of "team", etc. ); by belonging to the appropriate schools of management (the school of "scientific management" (Taylor - man - machine, it is necessary to study the cost of time, effort), the school of "rational bureaucracy" (Weber - everything is according to instructions, a strict hierarchy, organization is a machine), school " human relations "(Mayo), motivational school (Maslow - Pyramid: natural needs-security-about, respect, self-realization); on the role and place of a person in the management system (models based on theory X - management by coercion, authoritative scheme and Y - motivation, responsibility, self-control (McGregor), Z - Ouchi, combines theories "X" and "Y").

Also, management models can be classified:1. Subordination, Such a model of social management, in which a vertical ordering is carried out by one of the elements, which is the leading one and determines the beginning of the activities of the rest. Instead of co-disposition, subordination operates here. This model is mainly applicable to the civil service, government agencies. She exists certain period time. 2. Relationships coordination- This is a management model in which horizontal ordering is carried out, and the parties, parts and elements of the same social community are characterized by identity and equal size. Example: the relationship of people within a family is the relationship of families within nations. 3. Reordination- If subordination is characterized by the presence of powers of authority at the highest level in the management system relative to the lower one, this does not mean that the lower level does not have powers relative to the higher one. The relations that may arise in the process of exercising such powers are the relations of coordination. The most common case is when the managed entity announces its intentions or submits a petition, and the managing entity is obliged to respond to them in a certain way. Such a model of social management, in which the legal subordination of one community to another is carried out, both horizontally and vertically.

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MAKEEVSK ECONOMIC AND HUMANITARIAN INSTITUTE

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« Mmodels of social management"

Completed by: Denis Somov,

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Makeevka, 2010

Introduction

2. Relations of coordination

3. Reordination - a model of social management

Introduction

Management is a function of organized systems of various nature (biological, technical, social), ensuring their integrity, i.e. achievement of the tasks facing them, preservation of their structure, maintenance of the proper regime of their activities.

Management consists in streamlining the system, ensuring its functioning in accordance with the laws of its existence. This is a purposeful ordering influence, implemented in the relations between the subject and the object.

Management is real when there is a subordination of the object to the subject of management. The control action is the prerogative of the subject of control.

Management communications are realized through the relations of people. Society is an integral organization with a complex structure. Hence the need to express the general connection and unity of social processes, which finds its manifestation in the implementation of social management.

Social management exists only where the joint activity of people is manifested. Only management organizes people for joint activities to certain teams.

Social management is the impact on society as a whole or on its individual links in order to ensure the preservation of their qualitative specifics, their normal functioning, development, and successful movement towards a given goal.

Social management has the main goal of ordering the impact on the participants in the activity. This ensures the consistency of individual actions, as well as general functions necessary to regulate such activities (planning, control, etc.).

Social management is based on a certain subordination of the wills of people - participants in managerial relations. The will of the rulers takes precedence over the will of the ruled. Hence the authoritativeness of social control - the subject forms and implements the dominant will, and the object obeys it.

In conditions state organization public life, the necessary intervention of state power in social relations is ensured.

Social management needs a mechanism for its implementation. This role is played by a certain group of people, organized in the form of appropriate governing bodies, or individual authorized persons. Their activity is called managerial.

1. Subordination as a type of social control

Subordination (subordination) is a type of social management in which vertical ordering is carried out, and one of the elements of a community or one of the interacting communities plays the role of a leading, determining principle in the activities of all the others. In the public service, subordination is a system of official subordination based on the rules of service discipline. These rules are determined by departmental regulations, instructions, other regulations. With subordination, each employee is subordinate not only to his immediate, but also consistently to all higher leaders of this department. Subordinate management is characteristic mainly of the main forms of interaction of another pair of universal carriers. social activities-- social subject and social object. There is a hierarchical dependence between the social subject and the social object, due to which the object depends on the subject. Subject-object and object-subject relations have a subordination character. The other two types, by the nature of managerial influences, are related to coordination.

The concept of "hierarchy" is used when it comes to complex forms subordination. It arranges along the line of subordination not just integrity, but systems in which the activity of one order turns out to be dependent on the activity of the second order, the activity of the second order - on the activity of the third order, and so on. The organizational structures of the social sphere are distributed by industry in accordance with the classifier of technical and economic social information: education, culture and art, healthcare, tourism, recreation, Physical Culture and sports, science and innovation, housing and public utilities. Management must ensure balance in the managed system, the solution of social problems that have arisen as a result of insufficiently substantiated economic decisions, the aggravation of the political situation, natural disasters, and other reasons. Social problems that need to be addressed: employment and unemployment, labor protection, forced migration, subsistence level, child neglect, the formation of incomes of the population, the formation of the middle class, lifestyle, assessment of the activities of governments at various levels and public organizations.

Unity of centralism and independence in the practical activities of the participants management process is achieved through the establishment of relationships of subordination and coordination. They are based on the relationship certain types activities, their position in relation to each other in the implementation by the subjects of the common goal of management. Relations of subordination are such relations between the subjects of management activity that express the subordination of one to the other in the process of managing a single object.

Relations of subordination take place both between management bodies, labor collectives, and at an individual, personified level - between managers and performers. Subordination is caused by the need to implement common interests, common goals, their relationship with special interests through a certain subordination. That is, the higher subjects of management set goals for the lower ones, which are called upon to implement them taking into account their individual interest.

Relations of subordination are inherent in the corresponding ones that ensure their implementation. organizational forms management. These are linear management structures, in which the subordination of organizational links is established along the chain from the bottom up, has the character of an unambiguous connection, when each lower-level subject of management is subordinate to only one higher-level one. Such a relationship is typical, for example, for government bodies.

Subordination is characterized by the use of direct authoritative methods of managerial influence. For example, administrative management, the essence of which is that, on the basis of orders and instructions, specific work goals and tasks for the activities of subordinates are set.

However, excessive subordination leads to strict regulation of the activities of performers to the detriment of their independence, underutilization of their creative potential.

2. Relations of coordination

Coordination is a type of social management in which horizontal ordering is carried out, both at the intra-group and at the inter-group level, and the sides, parts and elements of the same social community or the interaction of several communities are characterized by identity, equal size.

Coordination relations characterize the relationship of directly non-subordinate subjects of management activity, the process of coordination, the combination of their actions in the course of implementing individual and common goals. Relationships of coordination - this is a manifestation of the independence of the subjects of management. Coordination relations are established between separate links of social management, which perform relatively independent specific functions and are included in various lines of subordination. For example, management bodies of enterprises, workshops - in the economic sphere; public organizations - in the political sphere.

Coordination provides the participants in the management process with the necessary independence, ample opportunity to express and defend their own interest in the implementation of common work.

Coordination is the interaction of the parties when they act as equal participants in the relationship. A.E. Lunev pointed out that coordination means the coordination and unification of actions with the aim of the fastest and most right decision tasks with the least expenditure of forces, means and material assets. He distinguished two types of coordination: vertical and horizontal.

Vertical coordination is the managerial relationship that arises between higher and lower executive authorities. At the same time, the subjects of relations may be in organizational dependence (one of them is subordinate to the other), or they may not be in it.

Horizontal coordination occurs between two or more bodies that are at the same organizational level of the organ system.

Other types of coordination are also distinguished in the literature: coordination, hierarchical coordination, subject-technological, staff and others.

The existence of coordinating management relations not only between non-subordinate authorities, but also between subordinates is a confirmation of the diversity of forms and methods of public administration, provides an opportunity for subordinate executive authorities to be fully independent in the implementation of management activities, coordinating it with the coordinating body.

Thus, coordination is ensuring the consistency of actions of all levels of management, maintaining, maintaining and improving a sustainable mode of operation of the production mechanism. The goal is to establish interaction in the work of production units, heads of specialists and eliminate interference and deviations from the specified mode of operation.

At the present stage of development of production, the process of further division of labor in the field of management continues. This requires strengthening the coordination of the activities of managers, specialists and individual parts of the management system. Disruption of coordination - leaders are not informed about each other's work, act in isolation - violation of cooperation. Coordination is carried out through meetings, personal contacts between managers, coordination of work plans, schedules, making adjustments to them, linking work between performers.

3. Reordination

In the block with coordination and subordination, reordination (resubordination) is considered. Reordination - ordering from the bottom up.

If the subordination is characterized by the presence of power at the highest level in the management system relative to the lower one, this does not mean that the lower level does not have powers relative to the higher one. The relations that may arise in the process of exercising such powers are the relations of coordination.

The most common case is when the managed entity announces its intentions or submits a petition, and the managing entity is obliged to respond to them in a certain way. In addition, coordination links are not necessarily a reaction to one or another managerial influence, but can arise independently of them and are not just informational, but managerial in nature.

G.V. Atamanchuk singles out reverse managerial relations, which, in his opinion, are characterized mainly as a reaction of a lower body to one or another influence. He identifies two types of feedback: objective and subjective, which are associated with the place of their occurrence and implementation.

Objective feedback reflects the level, depth, adequacy of perception by the objects that are managed, the influence of the components of the subject of public administration, the real role of the latter in their functioning and development. The absence or incompleteness of semantic and truthful objective feedback does not make it possible to determine the rationality and effectiveness of the organization and activities of a public administration entity and work out measures to improve them. Subjective feedbacks characterize the rationality of one's own, internal organization and activities of the subject of public administration as a whole, its subsystems, links and individual components. They make it possible to understand and evaluate what is happening as a result of his own activity, what is his real relationship to the highest level, and so on.

Thus, reordination is one of the organizational and technical forms of human interactions, along with subordination and coordination, manifested in vertical ordering from the bottom up (the managed takes organizational actions to which the manager is obliged to respond, for example, makes a proposal, files a complaint, refuses to comply with the order due to its illegality, etc.).

Each subordinate relationship in vertical managerial relations corresponds to a subordinate relationship. The coordination relations include the powers of state authorities and local self-government bodies to appoint and determine the procedure for elections and referendums, issue legislative acts that determine the procedure for the activities of parties, associations, control over the implementation of these norms, etc.

Thus, three models of social management can be distinguished. Firstmodel- coordination (from lat. means location). This is such a management model in which horizontal ordering is carried out, and the parties, parts and elements of the same social community are characterized by identity and equal size. Example: the relationship of people within a family is the relationship of families within nations.

Second - subordination (from lat. -sopaboutwork). Such a model of social management, in which vertical ordering is carried out by one of the elements, which is the leading one and determines the beginning of the activities of the rest. Instead of co-disposition, subordination operates here. This model is mainly applicable to the civil service, government agencies. It exists for a certain period of time.

And the third model - reordination (from Latin - resubordination). Such a model of social management, in which the legal subordination of one community to another is carried out, both horizontally and vertically.

All these types of managerial relations are closely intertwined with each other, with their help the elements of the state-administrative system create a certain integrity and unity. One and the same body of executive power can be the subject of many managerial relations at once.

Taking into account the features characteristic of certain types of managerial relations, it is possible to assess their content in a deeper and more detailed way. And this will make it possible to improve them in the interests of providing more efficient operation control systems.

List of used literature

1. Atamanchuk G.V. Theory of public administration [Text]: Course of lectures / G.V. Atamanchuk. - M.: Yur. lit., 1997. - p. 98

2. Vikhansky O.S., Naumov A.I. Management: Textbook for universities / O.S. Vikhansky. - M.: Higher. school, 1994. - 224p.

3. Gerchikova I.N. Management [Text]: Textbook / I.N. Gerchikov. -- 2nd ed., revised. and additional - M.: Banks and stock exchanges, UNITI, 1995. - 480 p. - 10000 copies. - ISBN 5-85173-039-0.

4. Meskon M.Kh. Fundamentals of management [Text]: Per. from English. / Michael Mescon, Michael Albert, Franklin Hedouri. - M.: "Delo", 1993, - 703 p.

5. Social management [Text]: Textbook / ed. D.V. Gross. - M .: CJSC "Business School "Intel - Synthesis", Academy of Labor and Social Relations, 1999, - 384 p.

6. Social management [Text]: Textbook for universities / S.D. Ilyenkov, V.N. Zhuravleva, L.L. Kozlova and others. Under. Ed. Ilyenkova S.D. - M.: Banks and stock exchanges, UNITI, 1998.

7. Udaltsova M.V. Sociology of Management [Text]: Tutorial/ M.V. Udaltsov. - M.: INFRA - M, Novosibirsk: NGAEiU, 2000. - 144 p.

2. Models of social management and their characteristics.

A management model should be understood as a theoretically constructed integral set of ideas about how the management system looks and how it should look, how it affects and how it should affect the control object, how it adapts and how it should adapt to changes in the external environment so that the managed organization can achieve its goals, develop sustainably and ensure its viability. The management model includes the basic principles of management, strategic vision, goals and objectives, jointly developed values, the structure and order of interaction of its elements, organizational culture, analytical monitoring and control, driving forces for development and motivational policy. Models of social management: The model of coordination (lat. - co-location) is a management model in which horizontal ordering is carried out, and the parties, parts and elements of the same social community are characterized by identity and equal size. Coordination relations are aimed at achieving coordination of actions in order to successfully solve the tasks assigned to the control object. They are formed not only between individual performers, but also between different departments of the same object. Coordination is used to ensure the synchronization of activities and interaction between different parts of the organization. It is a process of distributing activities in time, ensuring the interaction of various parts of the organization in the interests of fulfilling its tasks. Coordination maintains the integrity, stability of the organization. The model of subordination (lat. - subordination) is a model of social control, in which vertical ordering is carried out by one of the elements of the activities of others. This element is the leading one, which determines the beginning of the activities of the others. The relationship of subordination is the relationship of administration, management, on the one hand, and performance, subordination, on the other. In the public service, subordination is a system of official subordination based on the rules of service discipline. Relations of subordination acquire a linear or functional character. The mixed type is the most rational type of managerial relations. The subordinate management model should be built in accordance with the needs of the enterprise. The model of reordination (lat. - resubordination) is a model of social management in which the legal resubordination of one community to another is carried out, both horizontally and vertically. (the managed takes organizational actions to which the manager is obliged to respond, for example, makes a proposal, files a complaint, refuses to comply with the order due to its illegality, etc.). Different management styles use different models of social management. At the same time, it should ensure balance in the managed system, the solution of social problems. 3.Characteristics of the control environment. Methods of management in an aggressive social environment.

Since the organization always, one way or another, adapts to the environment, it must find adequate ways to manage in an aggressive social environment. Elements of aggression are introduced into the organization by the worker himself as a component of a wider social system. Ways of management in an aggressive social environment can be: - social forecasting; - social planning; - social regulation. Each of them includes a set of different methods, their implementation depends on: the resources of the external environment (its potential) and the potential of the organization itself. Pathological phenomena in the activities of the civil service as a social institution create additional elements of aggression of the social environment as a whole in relation to, for example, business organizations. Business organizations, trying to defend their place in the social space, are forced to apply such methods of management as: - violation of the law in order to adapt to the negative realities of the organizational environment; - the use of a bribe as a way to ensure communications, etc. If there are not enough forces to refract negative processes, then there is nothing left but to adapt to them. The main rule of management in an aggressive environment is to avoid it whenever possible. If aggression cannot be avoided, it must be foreseen and expected. Each individual and organization strives for optimal conditions of existence, guided by subjective criteria of optimality. There are three options for responding to aggression: ignoring - the lack of a well-thought-out strategy of behavior in the authorities, which increases the spontaneity of the conflict, its aggravation and escalation; forceful solution (or pressure) - focused on the development of alternative conflict resolution strategies; productive compromise - focused on developing alternative conflict resolution strategies. Establishing a hierarchy of authority streamlines the interaction of people, decision-making and information flows within the organization. If two or more subordinates have disagreements on some issue, the conflict can be avoided by contacting their common boss, inviting him to make a decision. The principle of unity of command facilitates the use of hierarchy to manage a conflict situation, since the subordinate knows perfectly well whose decisions he should obey. Integration tools such as management hierarchy, use of services that link between functions, cross-functional teams, task forces, and cross-departmental meetings. Research has shown that organizations that maintained the level of integration they needed were more effective than those that did not. 4. The concept and types of information technologies used in management.

Management information technologies are methods and methods of interaction between the control and managed subsystems of production based on the use of modern tools. Modern tools for managing a single information field in everything life cycle the existence of the organization consists of: electronic computers, communication systems and computing systems, data and knowledge banks, software and information tools, economic and mathematical methods and models, expert systems.

Information Technology(IT, from the English information technology, IT) - a wide class of disciplines and areas of activity related to the technology of management and data processing, including the use of computer technology.

Recently, information technology is most often understood as computer technology. In particular, IT deals with the use of computers and software to store, transform, protect, process, transmit and receive information. Computer technicians and programmers are often referred to as IT professionals.

According to the definition adopted by UNESCO, IT is a complex of interrelated scientific, technological, engineering disciplines that study methods for the effective organization of the work of people involved in the processing and storage of information; computer technology and methods of organizing and interacting with people and production equipment, their practical applications, as well as the social, economic and cultural problems associated with all this. IT itself requires complex training, high initial costs and knowledge-intensive technology. Their introduction should begin with the creation of software, the formation of information flows in specialist training systems.

The main features of modern IT:

computer processing of information according to specified algorithms;

storage of large amounts of information on machine media;

transmission of information over any distance in a limited time.

There are: information systems of the operational (operational) level - accounting, bank deposits, order processing, ticket registration, salary payments; information system of specialists - office automation, knowledge processing (including expert systems); tactical level information systems (middle link) - monitoring, administration, control, decision making; strategic information systems - goal setting, strategic planning.

Information systems of the operational (operational) level The information system of the operational level supports specialists-executors by processing data on transactions and events (accounts, invoices, salaries, loans, flow of raw materials and materials). The purpose of the information system at this level is to respond to queries about the current state and track the flow of transactions in the firm, which corresponds to operational management. To cope with this, the information system must be easily accessible, continuously operating and provide accurate information. Tasks, goals and sources of information at the operational level are predetermined and highly structured. The solution is programmed in accordance with the given algorithm. The information system of the operational level is the link between the firm and the external environment. If the system does not work well, then the organization either does not receive information from outside, or does not issue information. In addition, the system is the main supplier of information for other types of information systems in the organization, because contains both operational and archival information.

Information systems of specialists

Information systems at this level help data scientists increase the productivity and productivity of engineers and designers. The task of such information systems is the integration of new information into the organization and assistance in the processing of paper documents.

As the industrial society transforms into an information society, the productivity of the economy will increasingly depend on the level of development of these systems. Such systems, especially in the form of workstations and office systems, are the fastest growing in business today. Office automation information systems, due to their simplicity and versatility, are actively used by employees of any organizational level. Most often they are used by middle-skilled workers: accountants, secretaries, clerks. The main goal is data processing, increasing the efficiency of their work and simplifying clerical work. Office automation information systems link together information workers in different regions and help keep in touch with buyers, customers and other organizations. Their activities mainly cover document management, communications, scheduling, etc.

In F. Kerzhentsev's scientific management concepts that have become classic, they assumed that the management mechanism will reduce all management functions to the simplest actions: the people management system will be replaced by the things management system. The object and subject of management according to this model form a system of social ...

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Page 9

Introduction …………………………………………………………………………… 3

Chapter 1. Place of subordination in social management ……………………. four

Chapter 2. Models of social management in state and local government ………………………………………………………………………..8

Conclusion ………………………………………………………………………… 12

List of used literature …………………………………………..13

Introduction

In the classic concepts of "scientific management" by F. Taylor and "rational bureaucracy" by M. Weber, management has traditionally been viewed as the impact of one system on another to purposefully change the latter. A similar approach, later called technocratic, was also observed in the works of Russian scientists of the early 20th century. (A. Gastev, E. Rozmirovich, P. Kerzhentsev), who assumed that the control mechanism would reduce all control functions to the simplest actions: "the people management system will be replaced by the things management system."

Like foreign scientists, in Russia for a long time the idea of an optimal management model was associated with subject-object relations. In this case, the object was considered everything that is subject to the control action, and the subject is that which carries out such an action. The object and subject of management, according to this model, form a system of social management, and the links between them represent the structure of the management system. The specificity of the subject of management is determined by its influence directed at the object, and consists in coordinating and harmonizing the interests of individual communities in the process of exercising their vital activity. However, according to the observations of researchers, the inability of the subject of management to act in the interests of the object often led to the fact that the latter began to function for the sake of its own interests, which became an end in itself; at the same time, society turned into a means of their implementation.

The purpose of the work study of subordination, coordination, coordination as models of social management.

Chapter 1. Place of subordination in social management

And today, despite declarations about the need to take into account the social factor, the mechanisms of social management often continue to be interpreted as subject-object: for example, in a specialized dictionary-reference book published at Moscow State University in 1994, social management is defined as “conscious, systematic, specially organized impact on society to streamline and improve its social and active structure in the process of developing and achieving the goal.

In the 1980s and 1990s, the conceptual apparatus and technologies of a new model of social management were developed - a model of socially oriented management, which, unlike the authoritarian-technocratic one, "includes feedback as part of the management cycle." This management “is based on the understanding that its object (city, enterprise, organization) is conceived not in isolation from people, but precisely as the fruit of their self-organization. This model is based on the ecoanthropocentric paradigm of social cognition and management developed by T. Dridze. This paradigm integrates scientific knowledge about nature, man and society into the practice of socially oriented management, which assumes the presence of a “reverse communicative connection with the object of management”.

According to the new paradigm, in the context of increasing interdependence of the diverse socio-political and economic processes limiting the strategy of managing the sphere of the economy becomes ineffective. Therefore, the management model feedback» binds effective management with the tasks of organizing a communicative space for dialogue, taking into account and coordinating the opinions of all parties interested in the decision being made.

Thus, ordinary citizens become not objects, but subjects of management, and relations in the system “administrative body population” (or “QMS body audience”) become subject-subject. Thanks to the partnership participation of the population in solving socially significant problems (the principle of social participation), mechanisms of self-organization and self-regulation begin to operate. Another condition for their operation is the regular conduct of socio-diagnostic and socio-project studies (the technologies of such studies are also developed within the framework of the new research paradigm) and, accordingly, the inclusion (accounting) of their results in management decisions.

In the model of socially oriented management, as already mentioned, a fundamental role is assigned to dialogic communication between the links of the (subject-subject) system, and adequately organized information serves as a guarantee of the effectiveness of management decisions made and implemented.

The principles of operation of the socially oriented management model are applicable to the entire management system, and to its individual bodies, and to the mass media, which also, to one degree or another, implement the function of social management.

small organization has one leader. With an increase in the size of the organization and the expansion of its functions, there is a need for a certain number of leaders at the head of various departments. At the same time, official subordination is established, that is, a system of official subordination of some leaders, together with their divisions, to other leaders occupying a higher level on the hierarchical ladder.

The length of the hierarchy ladder varies from organization to organization. In some cases, only one or two levels separate the head of the organization from those who are at the lowest organizational level. In other organizations, between the highest and lowest levels, there are at least a dozen management levels.

It is believed that a short hierarchical ladder is more desirable. Otherwise, problems will arise related to the remoteness of top-level managers from ordinary members of the organization.

Recently, Western firms have shown a tendency to reduce the length of the hierarchical ladder. At the same time, the role of horizontal relations increases, which become just as important as vertical relations of subordination. Ultimately, decision-making opportunities for ordinary members of the organization expand. Many significant management decisions are no longer accepted at the very top of the organization, but through the introduction of various forms of Industrial Democracy.

It is important to note that, regardless of the length of the hierarchical ladder, each of the leaders has the authority to make decisions within the limits of his official responsibility. Ideally, any manager should transfer to higher managerial levels addressing only those issues that are beyond the scope of his official competence. Most often, it is forbidden to violate official subordination when issuing orders: "jump" over the steps of the structure and give orders "over the head" of the immediate supervisor. This can lead to inconsistent instructions, and to undermine the authority of the immediate supervisor.

Therefore, new elements should be introduced into the theoretical model, the intervention of which could explain the diachronic transformations of the structure; at the same time it would reveal the reasons why the social structure is never reduced to the structure of kinship. There are three different ways to answer this double question.

As always, we must begin by asking what the facts are. Since the time when Lowy deplored the lack of anthropological work on political organization, there have been some advances, which we owe primarily to Lowy himself: in his new book, he paid much attention to these problems and regrouped the facts related to the North American region. Recently, a book about Africa was published, created under the leadership of Fortes and Evans-Pritchard. Lowy managed to identify several main categories: the social stratum, "partnerships", the state, and distinguishing between them The best way organization of the still confusing factual material.

The second method consists in establishing a connection between phenomena ascending to an already identified level, i.e., to phenomena of kinship, and phenomena of a higher level directly adjacent to them, to the extent that they can be connected with each other. In this case, two problems arise: 1) whether structures based on kinship can themselves exhibit dynamic properties; 2) how do communication structures and subordination structures influence each other? The first of these is the problem of education: at a certain time, each generation actually finds itself connected with the previous or subsequent generation in a relationship of subordination or domination. Margaret Mead and others have formulated the problem in this way.

Chapter 2. Models of social management in state and local government

Analyzing the interaction of public authorities and local governments, as the relationship of the parties in state-administrative relations, and trying to highlight the essence of these relations, one should first turn to the foundations of the constitutional system of the Russian Federation. Article 3 of the Constitution, revealing the principle of democracy in the Russian Federation, affirms the concept of the people as the only source of power. At the same time, the second part of the article, defining the main forms of democracy (direct - direct exercise of power and through state authorities and local self-government), puts the bodies of state power and local self-government in the same row in the form of forms of its implementation that are equally important for democracy.

When describing this system of relations, one can use the scheme of the socio-organizational characteristics of managerial relations. In accordance with this, three types of ordering actions are distinguished here:

Subordination - ordering from top to bottom, from manager to manager. AT this case people, society as a whole is in a subordinate position in relation to state authorities and local governments. Its impact on controlled objects can manifest itself in the form of free elections, the results of referendums, public opinion, activities of political parties, public associations, religious denominations, deputies different levels etc., that is, mainly through the institutions of democracy,

Reordination - ordering from the bottom up, from the ruled to the manager. Each subordinate relationship in vertical managerial relations corresponds to a subordinate relationship. Leadership ties include the powers of public authorities and local governments to designate and determine the procedure for elections and referendums, to issue legislative acts that determine the procedure for the activities of parties, associations, control over the implementation of these norms, etc. It is about organizational measures and legal regulations that ensure the effective functioning of the institutions of democracy,

Coordination - ordering at the same level, between two or more equal subjects. In the scheme under consideration, relations between public authorities and local self-government bodies are horizontal. (For example, joint, coordinated actions for the implementation of state and regional programs, organizational and technical support election campaigns, law enforcement and other activities that are mainly contractual in nature.
However, coordination, ordering at the same level between two or more equally spaced objects does not exclude the fact that, in general, they can be located on different levels hierarchically more complex organized system management.

Analyzing such relations, one should pay attention to one important feature that follows from the very concept of the state. "The state is a political-territorial sovereign organization of public authority, which has special apparatus for the purpose of exercising a managerial-supporting, protective function and capable of making its decrees obligatory for the population of the whole country.

Given this, it is logical to state that it cannot exist in public administration an object that should be considered absolutely equal to the subject of management (the state). Even with only coordination interaction between them. Since state-administrative relations in a generalized form are legal relations, i.e. relations based on law, legislation, the state (its bodies) determines legislative framework existence and functioning of the object, the limits of its powers and can change these "rules of the game". In addition, it also controls the legality of the behavior of the object of control, determines and applies sanctions in case of violations, using special power for this - the judiciary and the apparatus of coercion.

It should be noted that when drafting the Constitution of 1993, its authors faced the question: what model of relations between local self-government and the state should be chosen: Anglo-Saxon, in which local self-government is absolutely independent of the state, or continental, providing for the supervision of state authorities over local self-government bodies. And it should be noted that initially preference was given to the first. The first version of the presidential draft of the Constitution stated that local self-government is separate from state power and acts independently and independently, i.e. according to its internal laws, has its own field of activity.

However, as V.I. Vasiliev, for all the democratic significance of the independence of local self-government, this independence cannot be absolute, since local self-government exists and operates within the framework of a single state, in the system of relations of public power16.
As a result, a more streamlined formula was adopted in the Constitution of the Russian Federation: local self-government bodies are not separated from state authorities, but "are not included" in them, i.e. separated organizationally, not functionally (art. 12).

In relations with objects, which the subject of management (the state) enters into when implementing the function of ensuring the rule of law, the subordinate nature of relations prevails. All these relationships, if they develop, operate and terminate according to the rules established by the state and described in the rules of law - legislative acts government agencies are called relationships. Characterizing such relationships of a vertical nature, i.e. legal relations between the state and local self-government, the state and other objects, it should be noted that their structure and content "is entirely determined by the measure of the ability of the subjects of public life to self-regulate their relations, i.e. to such self-government, which, on the basis of consciousness and voluntariness, would guarantee the interests society as a whole. As long as this is not the case, the state remains a necessary powerful intermediary in regulating relations between the collective and individual members of society"17.

Of all the objects of public administration, local self-government, by its nature, the nature of its formation, and the conditions for its functioning, is closest to such self-government, which would guarantee the observance of the interests of society as a whole. Therefore, in relation to him, the state may well limit itself to the dominant function of management - ensuring the rule of law, excluding all other subordinate control actions. At the same time, the state does not lose the opportunity to indirectly, by influencing other participants in social relationships, exert its control influence.

Conclusion

Thus, in Russia, as a result of a continuously developing process of expansion, overlap and interweaving of functions state regulation carried out by both levels of government, a very complex, multi-link and multi-aspect organizational mechanism for coordinating the relationship between the federal and regional state apparatus has been formed. With the further development and improvement of this mechanism, many statesmen and researchers pin their hopes on easing the sharpness of federal-regional contradictions.

As is known, Russian society and the state are currently undergoing a complex process of reform, transition to a new qualitative state. Those foundations and principles of the political, economic and spiritual organization of society, which are both prerequisites and foundations for the development of local self-government, themselves need support and strengthening. This is possible only on the path of forming a democratic, rule-of-law state that determines the prospects for social development. Of particular importance is the organization of the system of federal-regional relations.

In Russia, almost the entire system of political and economic ties central and territorial government bodies is reduced to federal-regional relations. The legislation of Russia actually does not allow the federal government to establish direct relations with local self-governing authorities, considering the activities of the latter to be a sphere of exclusively regional jurisdiction.

List of used literature

Adamyants T.Z. Towards Dialogic Telecommunications: From Influence to Interaction. Moscow: Institute of Sociology RAS. 2015. 223p.
Dridze T. M. mass communication in the formation of modern socio-cultural space. // Sociol. research 2015. No. 7. P.73-78.
Osnovin V. S. Fundamentals of the science of social management. Voronezh: VGU, 2013. 240p.
Slepenkov I.M., Averin Yu.P. Fundamentals of the theory of social management. M.: Higher. school, 2014. 120p.
Social management: Dictionary-reference book. M.: Publishing House of Moscow State University, 2014. P. 169.

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