Methods of personnel management (PMP) - methods of influencing teams and individual employees in order to coordinate their activities in the process of the organization's functioning. Science and practice have developed three groups of MUP: administrative, economic and socio-psychological (Fig. 2.5).
Rice. 2.5. The system of personnel management methods in the organization
Administrative methods are based on power, discipline and punishment and are known in history as "whip methods". Economic methods are based on the correct use of economic laws and are known as "carrot methods" by the methods of influence. Socio-psychological methods come from motivation and moral influence on people and are known as "methods of persuasion".
Administrative methods are focused on such behavioral motives as the conscious need for labor discipline, a sense of duty, a person’s desire to work in a particular organization, and culture. labor activity. These methods are distinguished by the direct nature of the impact: any regulatory and administrative act is subject to mandatory execution. Administrative methods are characterized by their compliance with the legal norms in force on certain level administration, as well as acts and orders of higher authorities. Economic and socio-psychological methods are indirect in nature of managerial influence. It is impossible to count on the automatic action of these methods and it is difficult to determine the strength of their influence on the final effect.
Administrative methods of management are based on the relationship of unity of command, discipline and responsibility, are carried out in the form of organizational and administrative influence. Organizational Impact is aimed at organizing the production and management process and includes organizational regulation, organizational regulation and organizational and methodological instruction.
Organizational regulation defines what a management employee should do, and is represented by provisions on structural divisions establishing the tasks, functions, rights, duties and responsibilities of departments and services of the organization and their leaders. Based on the provisions, it is compiled staffing of this unit, its daily activities are organized. The application of the provisions allows you to evaluate the results of the activities of the structural unit, make decisions on the moral and material incentives for its employees.
Organizational regulation provides for a large number of standards, including: quality and technical standards ( specifications, standards, etc.); technological (route and technological maps, etc.); maintenance and repair (for example, preventive maintenance standards); labor standards (categories, rates, bonus scales); financial and credit (the size of own working capital, repayment of bank loans); profitability standards and relationships with the budget (deductions to the budget); material supply and transport standards (rates of consumption of materials, rates of downtime of wagons under loading and unloading, etc.); organizational and managerial standards (internal regulations, procedures for hiring, dismissal, transfer, business trips). These standards affect all aspects of the organization's activities. Of particular importance is the rationing of information, since its flow, volumes are constantly increasing. Under the conditions of functioning of an automated control system, arrays of norms and standards are organized on information carriers of a computer in an information-computing center (ICC).
Organizational and methodological instruction is carried out in the form of various instructions and instructions in force in the organization. In the acts of organizational and methodological instruction, recommendations are given for the use of certain modern management tools, and the richest experience that employees of the management apparatus have is taken into account. The acts of organizational and methodological instruction include: job descriptions that establish rights and functional responsibilities management personnel; guidelines(recommendations) describing the implementation of work packages that are interconnected and have a common purpose; methodological instructions that determine the procedure, methods and forms of work for the implementation of a separate technical and economic task; work instructions that define the sequence of actions that make up the management process. They indicate the order of actions for the implementation of operational management processes.
The acts of organizational regulation and organizational and methodological instruction are normative. They are issued by the head of the organization, and in cases provided for by the current legislation - jointly or in agreement with the relevant public organizations and are mandatory for departments, services, officials and workers to whom they are addressed.
Regulatory influence expressed in the form of an order, order or instruction, which are legal acts of a non-normative nature. They are issued to ensure compliance, enforcement and enforcement of applicable laws and other regulations, as well as to give legal force to management decisions. Orders are issued by the line manager of the organization.
Orders and instructions are issued by the head of the production unit, division, service of the organization, the head of the functional unit. An order is a written or oral requirement of a leader to solve a specific problem or perform a specific task. An order is a written or oral requirement for subordinates to resolve certain issues related to the task.
The administrative impact more often than the organizational one requires control and verification of execution, which must be clearly organized. To this end, it establishes a unified procedure for accounting, registration and control over the implementation of orders, orders and instructions.
Economic methods - these are elements of the economic mechanism by which the progressive development of the organization is ensured. The most important economic method of personnel management is technical and economic planning, which combines and synthesizes all economic methods management.
With the help of planning, the program of the organization's activities is determined. Once approved, the plans go to line managers to guide their implementation. Each division receives long-term and current plans for a certain range of indicators. For example, the foreman of the site daily receives a shift-daily task from the administration of the shop and organizes the work of the team using personnel management methods. At the same time, prices for manufactured products, which affect the size of the organization's profits, act as a powerful lever. The manager must ensure that profit growth is ensured by reducing the cost of products. Therefore, it is necessary to apply a clear system of material incentives for finding reserves to reduce the cost of production and real results in this direction. Of great importance in the system of material incentives is effective organization wages in accordance with the quantity and quality of work.
Under the conditions of a market system of management and the complex interaction of the system of prices, profits and losses, supply and demand, the role of economic management methods is increasing. They become the most important condition for creating a coherent, efficient and flexible system for managing the economy of an organization that acts on the market as an equal partner of other organizations in the social cooperation of labor. An economic development plan is the main form of balancing the market demand for a product, necessary resources and production of products and services. The state order is transformed into a portfolio of orders of the organization, taking into account supply and demand, in which the state order no longer has a dominant value.
To achieve the goals set, it is necessary to clearly define the criteria for efficiency and the final results of production in the form of a set of indicators established in the economic development plan. Thus, the role of economic methods is to mobilize the workforce to achieve final results.
Socio-psychological methods management are based on the use of a social management mechanism (a system of relationships in a team, social needs etc.). The specificity of these methods lies in a significant proportion of the use of informal factors, the interests of the individual, group, team in the process of personnel management. Socio-psychological methods are based on the use of laws of sociology and psychology. The object of their influence are groups of people and individuals. According to the scale and methods of impact, these methods can be divided into two main groups: sociological methods, which are aimed at groups of people and their interaction in the process of work; psychological methods that directly affect the personality of a particular person.
Such a division is rather arbitrary, since in modern social production a person always acts not in an isolated world, but in a group of people with different psychology. However, effective management by human resourses, consisting of a set of highly developed personalities, involves knowledge of both sociological and psychological methods.
sociological methods play an important role in personnel management, they allow you to establish the appointment and place of employees in the team, identify leaders and provide their support, connect people's motivation with the final results of production, ensure effective communications and conflict resolution within the team.
The setting of social goals and criteria, the development of social standards (standard of living, wages, the need for housing, working conditions, etc.) and planned indicators, the achievement of final social results are ensured by social planning.
Sociological research methods, being scientific tools in working with personnel, provide the necessary data for the selection, evaluation, placement and training of personnel and allow you to reasonably make personnel decisions. Questioning allows you to collect the necessary information through a mass survey of people using special questionnaires. Interviewing involves preparing a script (program) before the conversation, then - in the course of a dialogue with the interlocutor - receiving necessary information. Interview - the ideal version of a conversation with a leader, politician or statesman - requires highly qualified interviewer and considerable time. The sociometric method is indispensable in the analysis of business and friendly relationships in a team, when a matrix of preferred contacts between people is built on the basis of a survey of employees, which also shows informal leaders in a collective. The method of observation allows you to identify the qualities of employees, which are sometimes found only in an informal setting or extreme life situations (accident, fight, natural disaster). An interview is a common method in business negotiations, hiring, educational events, when small personnel tasks are solved in an informal conversation.
Psychological methods play an important role in working with personnel, as they are aimed at the specific personality of the worker or employee and, as a rule, are strictly personalized and individual. Their main feature is an appeal to the inner world of a person, his personality, intellect, images and behavior in order to direct the inner potential of a person to a solution. specific tasks organizations.
Psychological planning is a new direction in work with personnel to form an effective psychological state of the organization's team. It proceeds from the need for the concept of the comprehensive development of the individual, the elimination of negative trends in the degradation of the backward part of the labor collective. Psychological planning involves setting development goals and performance criteria, developing psychological standards, methods for planning the psychological climate and achieving final results. It is advisable that psychological planning be carried out by a professional psychological service of the organization, consisting of social psychologists. The most important results of psychological planning include: the formation of units ("teams") based on the psychological compliance of employees; comfortable psychological climate in the team: the formation of personal motivation of people based on the philosophy of the organization; minimization of psychological conflicts (scandals, resentment, stress, irritation); development of a service career based on the psychological orientation of employees; the growth of the intellectual abilities of the members of the team and the level of their education; formation corporate culture based on the norms of behavior and images of ideal employees.
Personnel management methods can also be classified on the basis of belonging to management functions (rationing, organization, planning, coordination, regulation, motivation, incentives, control, analysis, accounting). A more detailed classification of MUP on the basis of belonging to a specific function of personnel management allows you to build them into the technological chain of the entire cycle of work with personnel. On this basis, methods are distinguished:
recruitment, selection and admission of personnel; business evaluation personnel;
socialization, career guidance and labor adaptation of personnel; motivation of labor activity of personnel; organization of the personnel training system; conflict and stress management, personnel safety management, personnel work organization, business career management and professional promotion of personnel; release of staff.
Management methods- these are ways of implementing managerial influences on personnel to achieve the goals of production management.
There are 3 groups of management methods that differ in ways of influencing people: administrative, economic, socio-psychological.
administrative methods. The implementation of managerial influences on personnel is based on power, discipline and penalties. Administrative methods are focused on such motives of behavior as the conscious need for labor discipline, a sense of duty, a person’s desire to work in a particular organization, etc. These methods have a direct impact: any regulatory or administrative act is subject to mandatory execution. Ways of administrative influence:
1) organizational impacts: staffing; regulations on subdivisions; job descriptions; organization of the workplace; collective agreement; regulations work schedule; organizational structure of management; the charter of the institution. These documents (except for the charter) can be drawn up in the form of institution standards and must be put into effect by order of the head. On the other hand, the implementation of organizational impacts in to a large extent depends on the mentality of employees, their readiness to strictly follow the instructions and work according to the rules approved by the administration;
2) administrative influences: orders; orders; instructions; instruction; instructions; target planning; regulation of labor; work coordination; execution control. Administrative influences are aimed at achieving the goals of management, the execution of internal normative documents or maintaining the management system of the institution in the given parameters by direct administrative regulation. The most categorical form of administrative influence is an order. Failure to comply with it entails the appropriate sanction (punishment);
3) material liability and penalties: voluntary compensation for damage to an institution or a patient who was harmed to health or provoked the development of another disease; deductions from wages; deprecation; full financial responsibility; collective liability;
4) disciplinary liability and penalties: remark; rebuke; severe reprimand; demotion; dismissal;
5) administrative responsibility: warnings; fines; compensation for damage. The role of administrative responsibility has recently increased. Increasingly, fines for violations labor discipline, failure to comply with orders and orders, etc.
Administrative methods of management can have both positive and negative impacts.
Positive and negative impact of administrative management practices
| positive impact | Negative impact |
| 1. Growth in the level of management regulation (organizational impact): 1.1. The presence of a well-designed charter of the institution with free access to it for employees 1.2. Development of clear internal labor regulations and work with personnel in accordance with the Civil Code and Labor Code of the Russian Federation 1.3. Having a clear organization and staff structures, their annual adjustment due to changes in operating conditions 1.4. Having clear job descriptions with the definition functional features employee and labor regulation 1.5. Development contract system organization and wages |
1. Ineffective organizational impact on staff: 1.1. Model charter of an institution 1.2. Use of standard or outdated internal labor regulations, work with personnel in violation of the Labor Code and the Civil Code 1.3. Absence or use of an outdated organizational structure 1.4. Lack of job descriptions, focus on verbal instructions from management, use of outdated instructions 1.5. Absence or liquidation of the contract system of organization and remuneration of labor |
| 2. Effective types of administrative influences: 2.1. Clear orders indicating the status of the issue, activities, resources, deadlines and responsibilities 2.2. Clear verbal guidance from management at all levels of management 2.3. Application of a quality control system for the work performed |
2. Ineffective types of administrative actions: 2.1. Vague or contradictory orders with a statement of the state of the issue and without indicating clear measures 2.2. Vague and conflicting verbal guidance from management 2.3. Lack of a quality control system or its low efficiency |
| 3. Balance between administrative methods of punishment and encouragement: 3.1. Reducing staff turnover, analyzing the reasons for dismissal and developing measures to eliminate them 3.2. Effective application of methods of administrative incentives for employees for the results achieved (promotion, increase in wages, referral for an internship) 3.3. Using the Japanese Rule: Omissions are Recorded, Achievements are Rewarded |
3. Imbalance between administrative methods of punishment and encouragement: 3.1. Increasing staff turnover, lack of analysis of the reasons for dismissal 3.2. Lack of connection between administrative incentives and the results achieved by the employee (announcement of a reprimand, and then a promotion) 3.3. Lack of clear rules for punishment and rewards |
At present, the role of administrative methods has decreased. A number of contradictory processes in society also hinder the use of administrative methods: these are the growth of unemployment and part-time employment, significant inflation in recent years and late payment wages, excess growth in prices for consumer goods over wage growth.
Economic methods. Control actions on personnel are carried out on the basis of the use of economic laws and categories. In the Soviet period, economic methods were considered to be central planning, economic accounting, wages, i.e. the role and place of economic methods were interpreted narrowly, which limited the range of decisions made and the levers of regulation at the institution level. Economic methods should be based on the commodity-money relations of a market economy, which necessitates a new theoretical substantiation of the role of economic methods.
Economic management methods can be classified as follows:
1) planned management of the economy: free enterprise; economic development plan; portfolio of orders; efficiency criterion; final results. The role of economic methods is to link the listed categories and mobilize the workforce to achieve final results;
2) wages: official salary for doctors; tariff rate for middle and junior medical personnel; additional salary; remuneration; premium. The head of the institution with the help of the 5 listed components can regulate material interest employees in accordance with the economically possible production costs under the item "wages", apply various systems wages (piecework or time), to form the material and spiritual needs of workers, to ensure the growth of their living standards;
3) work force: labor market; demand (need); presence (number); labor cost; standard of living;
4) market pricing: cost; price; cost price; income; profit;
5) forms of ownership: state (federal); municipal; private; public; intellectual. Forms of ownership are an important economic category that determines the nature of relationships within an institution.
Economic management methods can affect the staff both positively and negatively.
Positive and negative impact of economic management practices
| positive impact | Negative impact |
| 1. Planned housekeeping: 1.1. An economic development plan is developed based on the set long-term goals, the volume of production of medical services and the consumption of resources are calculated based on economic standards |
1. Unscheduled housekeeping: 1.1. An economic development plan is not being developed; medical care and the required resources are not produced, economic standards are absent or outdated |
| 1.2. The end results are clearly defined (revenue, sales, productivity, quality, cost, etc.). They are the basis of planning, accounting and analysis, motivation and stimulation of labor, they are stable over time and by management levels. | 1.2. End results are not clearly defined or blurred. They are not the basis for planning, accounting or analysis, motivation and stimulation of labor, they often change over time and by management levels |
| 2. Wage growth: 2.2. Development of forms of additional wages, taking into account working conditions and qualifications (consulting, expansion of the service area) |
2. “Freeze” of wages: 2.1. Fixed salary at the lowest level in the industry 2.2. Payment of additional wages at a minimum within the Labor Code |
| 3. Development of a bonus system from profit: 3.1. Bonuses to personnel from profit as a percentage of the official salary (tariff rate) 3.2. Distribution of bonuses from profits based on the final results of the activities of departments and within the team itself 3.3. Development of financial assistance payments from profit, taking into account the personality of the employee and various situations 3.4. Existence of a clear provision for bonuses |
3. Liquidation of the bonus system from profit: 3.1. Episodic bonuses to personnel from the wage fund without reference to profit 3.2. Centralized distribution of the premium proportionally official salaries 3.3. Termination of financial assistance payments or its provision only in emergency cases 3.4. Absence (cancellation) of the provision on bonuses |
| 4. Encouraging the growth of material needs: 4.1. Providing employees with interest-free loans for the purchase of durable goods 4.2. Providing employees with free or partially paid housing (hostel) 4.3. Providing employees with free or minimally paid social infrastructure (children's institutions, a health complex, a dispensary, parking lots, etc.) |
4. Ignoring the growth of material needs: 4.1. Lack of loans or their provision at bank interest 4.2. Lack of housing provision or sale at market prices 4.3. Elimination or lack of free social infrastructure for employees of the enterprise |
Socio-psychological methods impacts on personnel are based on the use of laws of psychology and sociology. Sociological methods play an important role in personnel management, they allow you to establish the appointment and place of employees in the team, identify leaders and provide their support, link employee motivation with the final results of production, ensure effective communication and conflict resolution in the team.
The impact of socio-psychological methods can be both positive and negative.
Positive and negative impact of socio-psychological methods
| positive impact | Negative impact |
| 1. Effective social methods impact: 1.1. Constant conduct of sociological surveys in the team about the state of the psychological climate and the role of leaders 1.2. The use of social experiments preceding cardinal changes in the team 1.3. Planning social development team on the basis of ensuring the growth of living standards and social standards 1.4. Support for the initiative of employees, taking into account the accumulated traditions |
1. Ineffective social methods of influence: 1.1. Ignoring sociological surveys and supporting informal methods of collecting information (rumors, gossip, etc.) 1.2. Ignoring social experiments, carrying out radical changes without preparing and informing the team 1.3. "Dumping" the problems of the social development of the team on the city authorities and the infrastructure of the service 1.4. Focus on market competition, ignoring the initiative of employees |
| 2. Rational psychological methods of influencing personnel: formation of a good psychological climate in the team based on strict observance of human rights and psychological research methods |
2. Ineffective psychological methods of influence: creating nervousness and psychological discomfort in the team, ignoring human rights and psychological methods |
Psychological methods play a very important role in working with personnel, since they are aimed at the specific personality of the worker or employee and, as a rule, are strictly personalized and individual.
Over the past 100 years, the place of personnel management in the management system has changed many times. Along with this, approaches and theoretical bases were revised. The situation in Russia is no exception. Personnel management is recognized as one of the most important areas of an organization's life, capable of greatly increasing the efficiency of the latter. In order to effective management personnel of medical institutions also need to competently use appropriate technologies and methods of personnel management.
Management is a complex and dynamic process. Its goal is to achieve the competitiveness of the services provided, products manufactured. The division into administrative, socio-psychological and economic methods of personnel management is traditionally used. Despite the fact that these management methods are completely different, they are used in combination, which allows you to achieve the greatest effect.
A distinctive feature of the methods is the degree of freedom that is provided to the employee. There is even a certain classification of degrees of freedom:
- Limited. The employee is forced to fulfill a certain plan, which was drawn up by the management team.
- Motivational. Management must find a motive (necessarily beneficial for the employee) that will encourage him to implement this plan or instructions.
- High degree of freedom. In this case, the management must, with the help of logical and mental influence, induce the object of management to perform certain actions.
- The administrative method (organizational or organizational-administrative) is a method that requires employees to observe discipline and strictly follow the instructions of the management. Leadership style is usually authoritarian. Provides for top-down planning, inspections to monitor the implementation of management instructions and, if necessary, the removal of obstacles that appear in the way of employees in the course of following these instructions. Most often, this form is typical for public institutions.
- Socio-psychological methods of management provide for the perception of each employee as an individual personality, which needs an approach. Mutual understanding with management is one of the important components of the company's success. This method of management is most often used in private enterprises. The leader who makes decisions is based on his own experience. Moral stimulation, psychotechnologies, questioning, personnel testing and monitoring are used.
- Economic methods of personnel management are methods based on the economic impact on employees. That is, the main thing in this case is precisely the financial side of the issue. The main principles of the economic method are consistency and complexity. Based on all the levers of management, this method relies on the following factors:
What are the characteristics of classical management methods?
- capital productivity,
- profit,
- loans,
- profitability,
- finance,
- wage.
Specificity of economic methods
- Managed processes are becoming more elastic and adaptable.
- There are opportunities for more effective control.
- Administrative control ceases to be so mandatory.
- The spread of economic methods of influence is often combined with the separation of departments and their self-regulation.
The economic methods and technologies of personnel management include the following activities:
- organizational and production planning)
- commercial settlement)
- system of economic regulators)
- program-target management)
Organizational and production planning
It is a developed system of indicators covering the entire company. That is, for a certain time, a specific contractor or a specific department is shown a report relating to the activities of the entire enterprise - production, procurement, finance, stocks of materials, labor.
Commercial calculation
It is based on the principles of a market economy - it is responsibility for performance, free pricing, competition among producers of various services and goods.
System of economic regulators
Consists of the following aspects:
- National regulators - taxes, regulated prices, tariffs, loans and economic incentives.
- Local regulators are local taxes, fees, rent payments that local authorities use to replenish their budgets.
- Internal regulators economic activity supra-departmental enterprises - centralized creation of funds (training, insurance). The management bodies of the organization and the enterprise establish the norms for deductions to these funds.
Program-targeted management
A "backup" method used when situations arise for which solutions have not yet been developed.
Economic methods of management
Economic methods of personnel management are based on the understanding that a person is an individual who has his own needs. It is these needs that become the main motivation that encourages them not only to work, but also to work well.
Specific methods and methods of management can be divided into several types.
Economic and mathematical modeling
It is a process that expresses economic phenomena in the form of mathematical phenomena. A model is a conditional image of a control object. They make it possible to find solutions to various problems. Mathematical modeling allows you to get a complete and detailed idea of the object being modeled, thereby simplifying it.
The economic and mathematical model should reflect all aspects of this object, being its mirror image. It has the following characteristics:
- Analysis of the patterns that are characteristic of the object or process under study, its structure, features, which allow creating a model based on this knowledge.
- Determination of methods that help to solve the problem.
- Analysis of the results obtained during the study.
Arsenal of economic levers
Planning is very important aspect economic management personnel, which makes it possible to determine the program for the development and work of both the company itself and departments.
Lending is a method that involves creating conditions that allow you to increase profitability and rationally use loans and own funds. This method combines economic independence and centralized management. Usually, the bank that provides the company with a loan controls the objectivity of the project, its urgency, repayment and targeted nature.
Pricing - occupies a central place among the various levers of the economic mechanism. The price reflects the necessary costs in a competitive environment, and also distributes demand.
Cost accounting is a method that encourages staff as a whole to fully reimburse production costs, economical use of resources, material interest of company employees for the result of labor. The main tools of this method are self-sufficiency, self-financing, independence of the unit, economic standards.
Budget calculation - suggests that most often the costs of the enterprise fall on the budget of the owner, in the role of which the state often acts.
Stimulation and motivation
They are, in fact, synonyms (although some managers believe that these terms are completely different). Why is motivation needed? Motivation, as well as stimulation, allows you to achieve noticeable success in business, because when employees do their work, knowing that they will receive some kind of reward for it, the result of their work is of high quality. And this increases the competitiveness of the company in the global market.
Economic incentives are an integral part of the success of the company's employees.
Financial incentive
Material incentives form the basis of economic management methods. Everything is explained quite simply - any employee, getting a job, wants to receive a decent salary, since the quality depends on the salary. In the presence of low wages (or its constant cuts), there is a risk of demotivation among employees. The system seems quite simple, but it also has its subtleties.
- Firstly, economic methods and methods of personnel management with the help of motivation must be clearly synchronized with the company's work plans.
- Secondly, monetary motivation must be implemented to achieve a specific goal - employees must know what exactly they receive additional remuneration for. If the manager accrues a certain amount in the form of an increase in salary, he must inform his subordinates for what merits they received it.
- Thirdly, in no case should remuneration be made a regular procedure that is regularly repeated. Eventually, for employees, additional wages will become so familiar that it will no longer motivate them to work. Best if on stands (you can also use corporate newspapers) the results of the work of certain specialists or departments will be posted periodically. This will enable employees to see who is in the lead and who is a little behind, mobilizing their forces to achieve more.
- Finally, cash reward must be related to the result of labor - that is, it must be paid immediately after the work done and in the amount that corresponds to this work.
In what form is the monetary reward:
- additional payment for working conditions,
- allowance,
- premium.
Economic methods and methods of personnel management: what are the benefits?
The main advantage of the economic method is its flexibility, because the impact on employees occurs while taking into account their interests. Such a system is extremely mobile - it changes depending on the task of control.
At the same time, the manifestation of initiative is stimulated, the creative potential of employees is noticeably increased in order to achieve material rewards.
Are there any disadvantages to the economic methods of personnel management?
There is only one drawback: as studies show, it is important for a person to enjoy his work, regardless of material needs. If an employee is engaged in unloved, but profitable business, his motivation is significantly reduced. Many needs of employees in companies dominated by economic methods remain unmet. As a result, even with a favorable salary, an employee may cease to perform his work qualitatively.
- Corporate culture
1 -1
10.3. Economic methods of personnel management
Economic methods of personnel management are a set of methods of managerial influence on the economic interests of personnel, ensuring the unity of the goals of the employer and the employee. They are divided into two main groups - financial incentives and economic responsibility.
Material incentives are the impact on staff through cash payments and the provision of other material rights, the value and nature of which contributes to an increase in the employee's contribution to achieving the goals of the organization. Material incentives are carried out in monetary and non-monetary form. Financial incentives include: the main and additional part of wages (stimulating cash payments and compensation payments provided for by the legislation of the Russian Federation, tariff agreements and internal regulations
organizations), entrepreneurial income of employees, other cash payments provided for by the internal regulations of the organization. Non-monetary material incentives include non-monetary forms of remuneration and other material rights and benefits provided to the employee by the state and the organization in accordance with applicable law, labor agreements, collective and labor contracts and other internal regulations of the enterprise. Forms of non-monetary material incentives are:
- payments in kind (goods issued in the form of payment in kind);
- discounts on the purchase of goods, including those from the assortment sold in the store);
- payment for services and various kinds of benefits (for the purchase of vouchers, payment for food, housing, study, transport, medical services);
– payment of medical insurance;
– non-monetary material assistance in difficult and crisis situations (due to illness, accidents, loss of close relatives);
– material non-financial rewards (large and small gifts, souvenirs);
- gifts for a birthday, for a wedding, on the occasion of the birth of a child;
- family gifts (holiday food packages, subscriptions to health and cultural institutions, theater tickets);
- joint leisure activities organized by management (holidays and anniversary celebrations, out-of-town excursions, trips, joint dinners and corporate parties).
The impact of non-cash payments on staff behavior is twofold. On the one hand, they increase the level of consumption of the employee, on the other hand, they serve as a means of moral and psychological stimulation. Economic methods provide for the impact on an individual employee, a group of employees (for example, divisions of an enterprise) or on the whole team. Ensuring the functions of monetary material incentives is achieved by building a competent system of remuneration. The solution to this problem for Russian trade enterprises is especially important, since the methodological support used by practitioners for developments in the field of building wage systems often does not correspond to the socio-economic conditions of their functioning. The foregoing is confirmed by the results of sociological surveys conducted at trade enterprises, which testify to the low efficiency of material incentives to work.
Determining the role of material incentives in the system of personnel management methods, one should take into account the boundaries of its impact on the employee. The use of material incentives, and in particular money, will be effective if the following conditions are met:
1. The size of the incentive must be significant for the employee. “The threshold of the significance of money” is a critical amount below which money ceases to be an incentive for a person. Payments below this threshold will not stimulate the employee, and the costs of the administration will be useless. The individual threshold of significance is determined by the level of consumption of a person, his system of values and a number of other factors that require special study. Monitoring of these factors makes it possible to timely take into account the change in the value of the threshold of significance.
2. The team should be dominated by people either with a pronounced pragmatic structure of motivation, or people who, due to life circumstances, are interested in this moment in money. It should be borne in mind that for employees oriented towards the intangible structure of values, the threshold for the significance of money is significantly higher. Thus, women with children of preschool age often refuse additional remuneration, preferring a more convenient work schedule. To change their attitudes, a larger amount of additional remuneration is needed compared to other employees.
3. The stimulating function of money is realized in conditions when the amount of payments is perceived by the employee as fair, corresponding to his ideas about the price of his own labor (labour effort expended, qualifications, contribution to the overall result) and payment for similar work of other employees.
4. The stimulating role of money is enhanced if the staff feels their involvement in the fate of the organization, is sure that the level of remuneration for their work corresponds to the capabilities of the organization.
5. Money performs a stimulating function if the organization has formed the trust of the staff in the administration, and remuneration is paid in accordance with the agreements on time and in full.
6. Money stimulates staff if a healthy moral and psychological climate has formed in the team, orienting staff towards earning, and not receiving money. The presence of informal groups or individual workers whose value orientations are not related to conscientious work demoralizes the entire team. Increasing the amount of payments in this situation will still not increase labor efficiency.
7. The impact of monetary incentives is reduced by an unfavorable working atmosphere associated with unprofessional and dishonest work of the administration. This is the presence in the team of “people” of the administration, whose earnings do not depend on their performance, a liberal attitude to the facts of violation of the rules of trade (shortcut, overweight of buyers, theft of goods and money), deception of business partners, etc.
8. Reduces material incentives to work inefficient system of remuneration, built on the "equalization". The use of inadequate wage criteria makes the employee indifferent to the results of his own activities.
9. Interest in money increases if a market for various goods and services with an affordable price level develops in the region. Big choice goods encourages the worker to earn additional money, ensuring the availability of material goods. The "economics of scarcity" reduces the value of money as an instrument of distribution.
10. The stimulating function of money increases if the amount of payments is interconnected with the satisfaction of other human needs, such as status needs. We are talking about such forms of payments as interest payments to personnel owning shares of the organization's capital, public bonuses for merit, payment based on the results of the group's work, and others.
Building a system of material incentives, taking into account the forecast of the impact of monetary rewards on the behavior of an employee, ensures the effectiveness of remuneration of personnel (planned rate of income per ruble of costs).
Methods of economic responsibility involve the impact on the economic interests of the employee with the help of sanctions and refer to the methods of negative reinforcement. The form of realization of economic responsibility is liability. It represents the obligation of the employee to compensate for the damage that may be caused to the employer in the event of illegal actions in the course of performing official duties and is determined by official responsibility. The liability of an employee is regulated by the Labor Code of the Russian Federation (Chapter 39). Within the framework of the current legislation, the types and forms of economic responsibility are established by internal regulatory legal documents and acts of the enterprise. Economic responsibility can be individual and collective. The latter is due to the joint performance of work. In addition to the legal aspects governing the application of economic responsibility, the manager must take into account the individual psychological characteristics of the perception of this group of methods by the staff. This requires the adoption of thoughtful and reasonable decisions to eliminate conflicts and maintain a satisfactory moral and psychological climate in the team. Special tricks to solve this task, are part of another group of methods for managing the organization's personnel - socio-psychological methods of management.
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Economic methods of personnel management
1. Characteristics of economic management methods
2. Positive and negative impacts of economic methods
List of used literature
1. Characteristics of economic management methods
Economic methods are a way to implement control actions on personnel based on the use of economic laws and categories.
In the Soviet period, central planning, cost accounting, wages were considered the subject of regulation by economic methods, i.e. there was a narrow interpretation of the role and place of economic methods, which limited the range of decisions made and the levers of regulation at the enterprise level. Economic methods should be based on the commodity-money relations of a market economy, which necessitates a new theoretical substantiation of the role of economic methods.
Through a joint analysis of economic laws and categories, commodity-money relations and the principles of a market economy, a new scheme classification of economic management methods (Fig. 1).
Planned management of the economy is the main law of the functioning of any enterprise (organization) that has clearly developed goals and a strategy for achieving them. AT market economy manifestation of economic methods has a different character than in administrative economics. So, instead of central planning, it is argued that an enterprise is a free commodity producer, which acts on the market as an equal partner of other enterprises in social labor cooperation, the Economic Development Plan is the main form of ensuring a balance between market demand for a product, the necessary resources and the production of products and services. The state order is transformed into a portfolio of orders of the enterprise, taking into account supply and demand, in which the state order no longer has a dominant value.
To achieve the goals set, it is necessary to clearly define the criteria for efficiency and the final results of production in the form of a set of indicators established in the economic development plan. Thus, the role of economic methods is to link the categories listed above and mobilize the workforce to achieve final results.
Economic accounting is a method of managing the economy, based on comparing the costs of the enterprise for the production of products with the results of economic activity (sales, revenue), full reimbursement of production costs from the income received, ensuring the profitability of production, economical use of resources and material interest of employees in the results of labor. It allows you to combine the interests of the enterprise with the interests of departments and individual employees. Economic accounting is based on independence, when enterprises (organizations) are legal entities and act on the market as free commodity producers of products, works and services. The self-sufficiency of an enterprise is determined by the lack of budget financing and subsidization in covering losses, i.e. it fully pays for its costs at the expense of income and, in the event of a long-term unprofitability, is declared bankrupt. Self-financing is the main principle of expanded reproduction and development of the enterprise at the expense of its own profit.
Fig.1. Classification of elements regulated by economic management methods.
In some cases, it is possible to reconstruct and expand production at the expense of bank loans, but they are necessarily returned at the expense of profits. Otherwise, the enterprise becomes unprofitable or becomes like a "financial pyramid", i.e. takes loans and loans that he will never be able to repay. The basis of economic calculation is economic standards, which form the basis of planned management of the economy, and the calculation of actual costs for the production of products. Economic incentive funds ensure the observance of the economic interests of the enterprise, its divisions and employees.
Remuneration is the main motive for labor activity and a monetary measure of the cost of labor. It provides a link between the results of labor and its process and reflects the quantity and complexity of the work of workers of various qualifications. By setting official salaries for employees and tariff rates for workers, the management of the enterprise determines the standard cost of labor, taking into account the average labor costs for its normal duration.
Additional wages allow you to take into account the complexity and qualifications of work, the combination of professions, overtime work, social guarantees enterprises in case of pregnancy or training of employees, etc. Remuneration determines the individual contribution of employees to the final results of production in specific periods of time. The award directly connects the results of the work of each department and employee with the main economic criterion of the enterprise - profit.
With the help of the five components of wages listed above, the head of an enterprise can regulate the material interest of workers with economically possible production costs under the item "wages", apply various wage systems - piecework or time, form the material and spiritual needs of workers and ensure the growth of their living standards. . If the leader is excessively greedy or extravagantly generous in remuneration, then his prospects are not cloudless, because. in the first case, the workers will "scatter", and in the second, they will live to see the ruin of the enterprise.
The labor force is the main element of any labor process, ensuring the processing of objects of labor with the help of means of labor into the final product. It is always the main value of any enterprise or organization.
The labor market is an integral part of a market economy and is a set of economic relations that develop in the sphere of exchange. It is an integral part of the mechanism for forming and changing the proportions of social reproduction, predetermines the distribution of labor in proportion to the structure of social needs and the level material production, ensures the maintenance of a balance between the demand for labor and the supply of labor, forms reserves in the sphere of circulation and allows you to link the economic interests of the subjects of labor relations.
The subjects of labor relations are the employer and the employee, and the intermediary between them is the state and commercial services employment. They develop the basis for the legal regulation of employment relations, take into account the supply and demand of labor, and monitor compliance with laws. The representatives of the interests of workers and employers are trade unions, strike committees, associations, etc., which protect the interests of employers and employees.
When organizing the labor market, an important issue is the development of entrepreneurship and employment. The experience of foreign countries shows that the development of small business creates conditions for economic activity and the adaptability of large-scale production to the new conditions put forward by scientific and technological progress.
The labor market creates conditions that ensure the formation of a person's personal income, the growth of labor activity and the improvement of labor discipline. It eliminates the old methods of wage regulation and income equalization. The labor market affects both the employee and the owners of the means of production and significantly changes the behavior of managers and specialists.
One of the components of the labor market, along with supply and demand, is the price of labor. Paying for labor power as an expensive commodity, the owner seeks to use it most efficiently. And here economic factors come to the fore, forcing managers and production organizers to give priority to eliminating downtime, loss of working time, ensuring an appropriate level of production, labor and management. Efficient use of labor requires that this expensive commodity be in working condition. Therefore, it is necessary to deal with the working and living conditions of workers, constantly develop their ability to work by continuous system training and retraining of personnel, improving their skills. All this increases the price of labor.
At present, due to the low price of labor, it is impossible to talk about the improvement of labor, social progress and the acceleration of scientific and technological progress. Therefore, the impact of the labor market on improving production efficiency is of paramount importance.
Labor costs and living standards are important. The cost of labor is a monetary measure of wages and in market conditions is determined by supply and demand. However, the cost of labor cannot be lower than the subsistence minimum multiplied by the number of members of the worker's family; otherwise, degradation of the working people occurs. Therefore, the manager must take care of the steady growth of the standard of living of his employees - the main factor in the growth of material and spiritual needs.
Market pricing is the regulator of commodity-money relations and an important economic tool in measuring income and expenses, prices and production costs. The cost of goods reflects the public necessary costs labor for production and is determined by the ratio of the gross value of goods produced in the state for the year, to the number of goods. The price is the monetary equivalent of the cost and is formed twice: first by costing (estimated cost), and then as a result of market relations purchase and sale of goods (sales value). If the price is too high, then the product is not sold, and if it is too low, it brings losses to the enterprise. How to define it?
where C is the price of products;
C - the cost of production;
P - profit.
To form the estimated price (C), first determine the cost of production based on the actual costs incurred for its production:
C=M+A+3+0+H,
where M is the cost of materials;
A - depreciation of fixed assets;
3 - salary;
O - mandatory contributions (taxes on wages);
H - overhead.
The calculation of these cost items is made on the basis of economic standards at the planning stage or the actual attribution of expenses incurred to items accounting. In the conditions of the early market and monopoly production of goods in certain regions, the fiscal tax system, some business leaders are trying to significantly inflate prices and solve their problems at the expense of consumers. So, individual enterprises calculate overhead splits in the amount of 500-700% of the basic salary, write off at the expense of certain types goods, excessive general factory costs, which leads to overstocking of warehouses, a decrease in sales volumes and a loss of product competitiveness.
Income characterizes the newly created value, i.e. the monetary equivalent of living labor, and includes wages, payroll taxes, most overheads, and profits. Profit is the main result efficient operation enterprises, a source of further self-financing and an increase in the living standards of workers. It is profit that should be the subject of constant attention of the head.
Securities are the main instrument of the stock market, a non-monetary equivalent of a property right to property, the sale of which is carried out by presenting them for payment or sale. Securities are an integral part of a developed stock market. Before the economic reform, they did not play a significant role in the conditions of state monopoly and socialist production. Market Development valuable papers began with the voucher privatization of state property, the development banking business and the stock market.
Share - A share security, indicating the introduction of a share in share capital enterprise and giving the right to receive part of the profits in the form of dividends. A bill of exchange is a security, a debt document reflecting monetary obligation one person to another. A bond is a bearer security that gives the right to receive an annual income in the form of a fixed percentage, and in the event of a sale, to receive monetary compensation. Credit cards act as money substitutes and entitle their owner to purchase goods and pay for services using non-cash payments within the amount of money on the client's account. Of course, their convenience is obvious in the presence of good electronic communications, computerization of the service and the banking sector. Dividends determine the share of profits on shares that can be paid to their owner based on the results of operations for the year. They perform several functions:
Associate the employee with the results of future work;
Secure ownership and profit sharing;
Are the shape additional payment labor in joint-stock companies.
The head of the enterprise can use the mechanism of securities to achieve economic interests, increase the welfare of employees and form corporate relations. Hopes for future dividends and increase in property (share) are important for a minority of employees, primarily people with an entrepreneurial streak and managers. Only these people until a certain time think about the capitalization of profits and future strategy. The rest quickly cools down to small dividends and thinks about selling shares and deposits to solve personal material problems (car, apartment, furniture).
The tax system is an important economic mechanism for replenishing the state treasury by levying taxes on businesses and citizens. It is set by the state, exists outside the enterprise, has a direct impact on the staff, but always leaves the manager room for maneuver even in the conditions of the fiscal taxation system.
The largest tax on the payroll in the form of mandatory contributions to the pension, social and medical funds is currently 26% of the payroll, although in the early 80s. it was only 7%. These deductions provide social guarantees for citizens (pensions, scholarships, sick leaves, etc.).
Income tax is charged in the amount of 12 to 35% of wages. In Russia, low income tax rates: in developed countries (USA, UK, Belgium, Spain, Sweden), its upper limit reaches 50%. True, the amount of the annual wage, from which the marginal tax rates are levied, characterizes the standard of living of a rich person for Russia (more than 100,000 dollars a year).
Value added tax (VAT) is charged on the newly created value of the product in the amount of 20% each time an act of purchase and sale of goods is made and then, at the end of the month, it is transferred to the budget. This is one of the main sources of the federal budget. The practice of charging VAT on each sale of goods is very imperfect and, in fact, with multiple commercial transactions, leads to a significant overpricing, which falls on the consumer. The most common way to avoid VAT in commercial structures- work with cash ("black tax") - very inconvenient when big deals and is fraught with large fines from the tax inspectorate.
Income tax is one of the most important taxes in a developed economy. provides not coverage of the current needs of the budget, but financing of investments in the economy (new capital construction, investments in science and technology, development of urban infrastructure, etc.).
Forms of ownership - an important economic category that determines the nature of relationships within the enterprise. So, under the state and municipal property the sole owner of the property of the enterprise is government agency, and all employees, including the director, are employees. Presumably, in these enterprises, workers are the most remote from property and will never feel like owners. Therefore, a monitoring system is needed by the control authorities, both for property and for products. Real abuses (bribes) occur when state property is leased to commercial structures.
Private property always has an owner in the person of a specific owner, shareholders or founders of the enterprise. She is more focused on rational use property, results of labor and profit, and in all developed countries dominates over other forms of ownership. Personal and private property are the same for employees, for example, family businesses, farms. The task of the head of a private enterprise (LLC, CJSC, OJSC) is to properly regulate the interests of individual groups, divisions and employees in terms of equity participation in profits and ownership of those who have a personal interest and wish to be a co-owner; those who prefer to be just an employee and receive a decent wage.
Intellectual property covers works of art, copyright inventions, software products, works of art, new
technologies and teaching methods, scientific methods and research results. Intellectual property belongs to a particular individual or group of authors and is protected by copyright.
Preservation intellectual property in Russia is still an unresolved problem at the legislative and moral level. The use of non-certified software products, plagiarism methodological developments and books
the use of foreign technologies, copying licensed video and audio materials is a fairly common phenomenon.
The phases of social reproduction form the basis of commodity-money relations between people in the process of production, exchange, distribution and consumption of goods. In the scheme of simple reproduction C - M - C, the produced goods (C) in the sphere of material production are exchanged for money (D), which are used to purchase raw materials and materials, tools and means of labor, labor force for the production of a new product (C).
In the scheme of expanded reproduction, materials, labor and tools are purchased with the money received from the sale of goods (D) and the production of goods with an increased value (T) is carried out, which is then sold on the market at a higher price, and the proceeds (D ") are used for expansion of production The difference (D 1 - D) is the gross profit of the commodity producer and is used to increase the production of better goods, as well as to improve the living standards of the enterprise's employees.
Production is the main phase of the circulation of goods, since it is there that value is created. The crisis of the Russian economy is explained by the fact that the administrative system of the USSR fetishized the role of production for the sake of production and made a significant inflection towards the production of means of production, which reached 3/4 of its total volume, while the production of consumer goods was at the subsistence level of an underdeveloped state. The psychology of the production of goods for the sake of production still dominates many state, incl. at large defense enterprises, and led to overstocking and shutdown of such enterprises as Moskvich, KamAZ, VAZ, ZIL, etc.
The exchange of goods in a market economy implements the scheme of changing the form of goods from material to monetary (C - M) and confirms its monetary value in the market, i.e. The consumer wants the product and is willing to pay for it. The phase of the circulation of goods (T - D) is carried out in the sphere of trade (commercial) capital with the involvement of bank capital.
Distribution acts as a phase social production, when the means of production and labor are directed to specific sectors of the economy, and a certain part of the national income is distributed between social groups society and intangible sectors of the economy (national defense, education, science, healthcare, social Security etc.). Distribution, in turn, actively influences production and exchange, accelerating or slowing down the processes within these phases of reproduction.
The fiscal tax system ultimately leads to a decrease in tax collection, because. they go into the shadow economy, and, conversely, the state policy of preferential taxation and lending to commodity producers leads to a revival of the national economy, which is confirmed by the experience of the post-war economy of Germany, Italy, Japan, South Korea, Italy, France, etc.
Consumption is aimed at using the social product in the process of meeting material and spiritual needs and is the final phase of reproduction. Consumption is tangible and intangible, collective and individual. The consumption of the social product in a market economy is carried out in proportion to the capital expended, and within the enterprise according to labor. In a consumer society, the main thing is the personal consumption of citizens. Consumption actively affects all phases of reproduction, especially the production and exchange of goods.
2. Positive and negative impacts of economic methods
Economic methods act as different ways of influencing managers on staff to achieve their goals. With the positive use of economic methods, the end result is manifested in good product quality and high profit. On the contrary, if economic laws are used incorrectly, ignored or neglected, low or negative results (losses, overstocking, non-payments, strikes, bankruptcy) can be expected. In table. 1 shows options for the positive and negative impact of economic management methods in the enterprise.
Table 1 - Positive and negative impact of economic management methods
| positive impact | Negative impact |
1. Planned housekeeping 1.1. The enterprise is a free commodity producer and operates on the market on the basis of a developed marketing strategy according to a long-term plan 1.2. An economic development plan is being developed based on the long-term goals set, a matrix calculation of the volume of production and consumption of resources is carried out based on economic standards 1.3. The portfolio of orders is formed in advance, serves as the basis for the development of an economic development plan, the portfolio of orders is optimized in terms of time and cost 1.4. The criteria for the efficiency of the enterprise are clearly defined and ranked by importance (the most important is profit); plans are optimized based on selected performance criteria 1.5. The end results of production are clearly defined (revenue, sales volume, productivity, quality, cost, etc.). They are the basis of planning, accounting and analysis, motivation and stimulation of labor, are stable over time and by management levels, ordinary employees know about them |
1. Unscheduled housekeeping 1.1. The enterprise is not a free commodity producer, does not have its own marketing strategy, there is no long-term plan 1.2. An economic development plan is not developed, there is no link between production volumes and the required resources, there are no economic standards 1.3. The portfolio of orders is formed spontaneously, does not serve as a basis for economic planning, the plan is not optimized according to economic criteria 1.4. The performance criteria of the enterprise are not clearly defined. Profit is not "the main criterion. Optimization and evaluation of the effectiveness of work according to the criteria are not carried out 1.5. The end results of production are not clearly defined or blurred. They are not the basis for planning, accounting and analysis, motivation and stimulation of labor, they often change over time and by management levels, and are not communicated to ordinary employees. |
2. Development of economic accounting 2.1 Decentralized planning 2.2. Normative method of mutual settlements of divisions 23. Equity of divisions in profit 2.4. Opening personal accounts of divisions Approval of the regulation on intra-economic cost accounting |
2. Liquidation of economic accounting 2.1. central planning 2.2. Plant-wide production cost accounting system 2.3. Lack of participation of divisions in profit 2.4. Liquidation of personal accounts of divisions 2.5. Cancellation of the provision on intra-economic cost accounting |
3. Wage growth 3.1. Indexation of wages taking into account inflation and increase in production volumes 3.2. Development of forms of additional wages, taking into account working conditions and qualifications 3.3. Distribution of remuneration for the final result according to KTU (KTV) directly in departments 3.4. Existence of a clear regulation on the remuneration of staff |
3. "Freezing" wages 3.1. Fixed salary at the lowest level in the industry 3.2. Payment of additional wages at a minimum within the Labor Code 3.3. Centralized distribution of remuneration by the management of the enterprise 3.4. Lack of a clear provision on the work of personnel on remuneration of personnel |
4. Development of a bonus system from profit 4.1. Bonuses to personnel from profit as a percentage of the official salary (tariff rate) or according to KTU 4.2. Distribution of bonuses from profits based on the final results of the activities of departments and within the team itself 4.3. Development of financial assistance payments from profit, taking into account the personality of the employee and various situations 4.4. Existence of a clear provision for bonuses |
4. Liquidation of the bonus system from profit 4.1. Episodic bonuses to personnel from the wage fund without reference to profit 4.2. Centralized distribution of bonuses in proportion to official salaries ( tariff rates) enterprise management 4.3. Termination of financial assistance payments or its provision only in emergency circumstances 4.4. Absence (cancellation) of the provision on bonuses |
5. Encouraging the growth of material needs 5.1. Providing employees with interest-free loans for the purchase of durable goods 5.2. Providing employees with free or partially paid housing (hostel) 5.3. Providing employees with free or minimally paid social infrastructure (children's institutions, a health complex, a dispensary, parking lots, etc.) |
5. Ignoring the growth of material needs 5.1. Lack of loans or their provision at bank interest 5.2. Lack of housing provision or sale at market prices 5.3. Elimination or lack of free social infrastructure for employees of the enterprise |
6. Development of social and medical security 6.1. Establishment of a non-state pension fund or additional payment pensions at the expense of the enterprise 6.2. Insurance of employees at the expense of the company 6.3. Providing employees with free or partially paid branded clothing and footwear, food, transport |
6. Ignoring social and medical security 6.1. Use of pension provision only 6.2. Elimination or lack of employee insurance at the expense of the enterprise 6.3. Elimination or lack of provision of branded clothing, food, transport |
List of used literature
1. Egorshin A.P. Personnel management. - N. Novgorod: NIMB, 1999. S.-484.
2. Management in the agro-industrial complex / Yu.B. Kororlev, V.Z. Mazloev, A.V. Mefed et al. Kolos, 2002 S.-125
3. Management of the agro-industrial complex: Textbook / ed. V. V. Kuznetsova, Moscow, 2003 S.- 80.
4. Popov N.A., Fedorenko V.F. Fundamentals of management in agricultural production, Moscow, 2001. P. - 107