Socio-psychological methods of personnel management are among the main ones. This is the largest group of methods by which management influences the work of the team as a whole. Unlike economic and administrative methods, the socio-psychological aspects of personnel management are based on knowledge of psychology and sociology, and such knowledge should be deep enough and, of course, professional. Currently, there is a huge competition among employers in the market for goods and services. They are fighting to improve the quality of services provided, as well as to increase efficiency. own employees. When traditional methods of influence, for example, economic ones, cannot be coped with, psychology and knowledge of the peculiarities of the structure of society come to the rescue.
In this regard, this group of methods is subdivided into sociological methods proper, which are aimed at a group of employees in an enterprise, and psychological ones, with the help of which they influence a specific person. The ideal option is when the staff psychologist has social skills.
Man in the system of labor values
A modern employer considers a person as the highest link in the chain internal system organizations.
The success of the enterprise as a whole depends on the attitude of a particular individual or group of employees to work. And for the employer, the main thing is the development of an organization, an enterprise, he is directly interested in ensuring that his structure works flawlessly and the business generates income. In this regard, many companies now have crisis managers and full-time psychologists. They are working to create the “right” employee, focused on achieving results.
An important aspect for organizing successful work in a team is its cohesion. It can be difficult to achieve because of the biological and psychological characteristics of an individual in a team. In this case, sociological methods of management come to the rescue.
An experienced psychologist who works with this group of methods of influencing members of the work team will definitely note psychodiagnostics. It is aimed at individual work with each person, identifying the prospects for the development of his personality, determining the so-called "maximum".
Sociological methods are very important. With their help, it is possible to track the place of each person in the team. In the labor collective, as in any society, there are leaders, a group of close associates, outsiders, rejected members of the collective.
After ranking the employees, the social planning method is applied. Its essence is to develop social norms assets and applying them to each employee. After the research, the management understands what each employee needs: what is the cost of living, social claims and much more.
Modern methods of socio-psychological personnel management
It is worth saying that the socio-psychological methods of personnel management were of particular relevance in the Soviet period, then they began to be used much less frequently.
They are currently being actively used in foreign companies. However, it cannot be said that this group of methods is not used to manage modern companies.
Currently, the following methods of socio-psychological research have been tested and are actively used: questionnaires, interviews, social observation, and interviews. The latter method is actively used when hiring an employee. This makes it possible to determine whether an employee is suitable for work according to certain criteria.
A fundamentally new direction in working with personnel are the methods of psychological planning. They are aimed at influencing the personality traits of a person. It is in the competence of psychological planning that the setting of development goals and performance criteria is located, which makes it possible to increase the success of collective and individual work.
The result of psychological planning is the formation of groups in the team in accordance with the psychological characteristics of the members of the group. It is known that success in any business can be achieved if we act together. Preference grouping also helps to reduce conflict situations twice. The growth of intellectual abilities and competence of the staff also depends on the psychological climate in the team.
It is worth noting that the listed methods of social and psychological influence are legal and cannot harm the mental health of employees of the labor collective. On the contrary, they are aimed at improving the microclimate of society.
However, it is worth remembering that the socio-psychological methods of managing the personnel of an institution are a very subtle tool that should be used with the utmost care. HR managers at an enterprise, in an institution should use the methods of this group in a dosed and differentiated manner, in accordance with the individual characteristics of each employee.
Socio-psychological methods of personnel management are social politics enterprise, which determines the relationship between employees, the microclimate in the team. Socio-psychological methods of personnel management are based on moral values. They are developed in relation to the conditions of a certain culture, reflect its system of values and norms of behavior: individual and group interests, interpersonal and intergroup relations, motivation and control of human behavior. As a result, their transfer to other conditions is inefficient and often impossible. Reward methods that stimulate individual performance will not work well in a collectivist society; methods of increasing the efficiency of the enterprise, based on confrontation, cannot be used where harmony and the absence of conflicts are among the main values; problem solving methods built on demographic principles are difficult to apply in a traditionally autocratic culture; the matrix system of organization cannot work effectively in conditions where people highly value unity of command and prefer to receive orders from one representative of authority.
Working with people is one of the most complex and multifaceted forms of human activity. Effective management requires a system of motives and incentives that encourage employees to reveal their abilities, work productively and efficiently use production resources, the creation of which is impossible without taking into account the psychology of the individual and the socio-psychological patterns of the development of the team.
The use of socio-psychological methods of personnel management can be effective only if there is complete and reliable information about the processes taking place in the team. It is important to know the composition of the body's team, the interests, inclinations and actions of employees, the causes of many phenomena, the motives of behavior, positive and negative trends in the development of the team.
A workable close-knit team does not appear immediately - this is preceded by a long process of formation and development, the success of which is determined by a number of circumstances that little depend on whether the team is formed spontaneously or is formed consciously, purposefully.
First of all, we are talking about clear, understandable goals for the forthcoming activities of the collective, corresponding to internal aspirations, for the sake of achieving which they are ready to completely or partially give up freedom of decisions and actions and submit to group power. Another important condition for the successful formation of a team is the presence of certain, even minor, achievements in the process. joint activities, clearly demonstrating its clear advantages over the individual.
A close-knit team cannot exist without the compatibility of the people who form it and the correct distribution of responsibilities among them in accordance with the abilities and desires of each, which allows them to cooperate and successfully solve emerging problems. For the success of the official team, a strong leader is needed, to whom people are ready to obey and who they are ready to go to the goal, despite the difficulties and hardships. For the effective formation of a team, the following factors should be taken into account: the size of the team, the composition of the team, group norms, group unanimity, conflict, the status of team members, the roles of team members.
A person interacts with an organization not as a mechanism that performs specific work and operations, but as a person with aspirations, desires, emotions, mood, imagination, following certain traditions and morality.
The interaction of a person with an organization is always wider than just the performance of certain work, because a person cannot be reduced to the state of a machine, and the organizational environment to the workplace. Personality is a person as a carrier of consciousness.
It is impossible to find two people completely identical in psychological, personal properties. At the same time, in each person there are rudiments of common personality traits, which makes him somewhat similar to others. The individuality of a person consists of three components: each is somewhat identical to the others; each is somewhat similar to some; everyone is different in some way. Depending on how these components are combined, the individuality of a particular person is manifested.
The individuality of a person is formed under the influence of three groups of factors: heredity and physiological characteristics; environmental factors; traits and personality traits. Such psychological properties of a person as temperament, character, features of worldview, abilities allow a person to preserve individuality. “Temperament is the most general characteristic of each individual person, the most general characteristic of his nervous system, and this latter puts this or that seal on all the activity of a given individual ”(I.P. Pavlov). The definition of temperament is important for successful professional orientation, and must be taken into account when placing personnel.
In order to match the expectations of a person and an organization in relation to each other and thereby eliminate them or minimize the problems that arise between a person and the environment, it is important to clearly understand what place a person is applying for in an organization, what roles he can and is ready to perform and what role he is supposed to be offered. Often, the discrepancy between the role offered by the organization to a person and his claims becomes the basis of the conflict.
Two approaches are possible to solve this problem. The first is that the role is fundamental. In the second approach, the starting point is the place that a person claims and his potential. In the first case, a person is selected to perform a job, a function, that is, to perform a certain role in an organization. In the second case, the job is selected for a person in such a way that it optimally matches his capabilities and claims for a place in the organization.
There are methodological methods for studying personality. One of them is the study of the external appearance of a person. Details of appearance, clothing, demeanor allow us to make some assumptions about the character, profession and habits.
For social psychology, the main guideline is the relationship of the individual with the group; identification of patterns that govern the behavior and activities of a person included in a certain social group.
The structure reflecting official relations in the team was called official. The official structure is impersonal: the rights and duties that prescribe a certain set of actions and a style of behavior are vested not in a certain person, but in any one occupying a given place or position. Any formal group, along with the official structure, fixed by the staff list, necessarily has an unofficial structure, which arises spontaneously, spontaneously, but often it turns out to be the most effective. It is important for the leader to know what this structure is (who is the informal leader of the group). This can be diagnosed using the method of sociometry, which allows you to accurately determine the relationship in the team (it comes down to a survey of group members according to criteria that are significant for assessing any aspect of interpersonal relationships). The survey is conducted in a non-personal way, it is possible to obtain a fairly large amount of additional information.
Rituals are used to develop a sense of corporateness. In the daily life of the enterprise, they can play different roles: to strengthen the structure of the enterprise or weaken it. Anniversaries, celebrations of achievements, enrollment in the ranks of the best employees, public incentives, participation in incentive trips, etc. demonstrate what the interests of the enterprise are, what is rewarded.
An excellent measure for stimulating staff can be the participation of employees in the management process, but the situation should be objectively assessed, there are circumstances when an autocratic, authoritarian, unilateral solution to the problem is appropriate. Incentives are tools that cause the action of certain motives. The incentives are some objects, actions of other people, carriers of obligations and opportunities, everything that can be offered to a person as compensation for his actions, or what he would like to acquire as a result of certain actions.
The response to different stimuli varies from person to person. Hence stimuli have no absolute value if people are unable to respond to them. Thus, in the conditions of high inflation wage, money is largely losing the role of incentives and is already being used to a limited extent in the management of people.
Using a variety of incentives to motivate people provides an incentive process that takes many different forms. One of the most common is material incentives. The role of the latter in a market situation is especially significant. Here it is important to correctly assess the situation in which material incentives are implemented, try not to exaggerate its capabilities, given that a person is characterized by a very complex system of needs, interests, priorities and goals.
The first requirement in developing an effective incentive system is to take into account functional duties performed by employees of the enterprise. At the heart of the fairly widespread, especially in the non-production sphere, employee incentive systems is a simple way to establish a direct relationship between the amount of payment and the volume of sales. This system is known as "commission". Traditionally, the concept of commission is associated with a certain percentage from the amount of sales (as a percentage of turnover), which is received by the employee who sold the goods.
There are many varieties of this method, linking the remuneration of workers in this category with the effectiveness of their activities. The choice of a specific method depends on what goals the enterprise pursues, as well as on the characteristics of the product being sold, the specifics of the market, the cultural characteristics of the country and other factors.
Commissions in the form of a fixed percentage of the sales volume are set, as a rule, in a situation where the company seeks, as in our case, to maximize the total sales volume.
Therefore, at the next stage of developing the system, incentives for employees associated with sales are made dependent on the results of their work, i.e. from the funds received by a specific employee or group of employees from the sale of products.
The most difficult thing is to stimulate personnel who are not directly related to the quantitative characteristics of the organization's work. The remuneration of an employee includes the basic salary (salary) and additional (bonuses, allowances, etc.). In addition to wages, it is possible to introduce a system of bonuses - one-time payments from the profits of the organization. Annual, semi-annual, New Year's bonuses related to length of service and wages.
The second requirement for an effective incentive system is its transparency and objectivity: in case the staff does not understand or does not know why they are encouraged and how they can influence the size of their wages.
The incentive system always consists of two main blocks: material and non-material. The intangible is aimed at increasing the loyalty of the company's employees at the same time as reducing the costs of compensating them for labor costs. Intangible incentives are understood to be incentives that are not issued to employees in the form of cash or non-cash funds, but may require investment from the organization. The main effect achieved with non-financial incentives- this is an increase in the level of loyalty and interest of employees in the organization. Traditionally, there are three groups of non-material incentives: those that do not require investments from the organization; requiring investments and distributed without address; as well as the required investments and allocated targeted.
When creating an incentive system in an enterprise, it is necessary to adhere to the principle of system flexibility. Flexible incentive systems allow the entrepreneur, on the one hand, to provide the employee with certain guarantees of receiving wages in accordance with his experience and professional knowledge, and on the other hand, to make the employee's remuneration dependent on his personal performance in work and on the results of the enterprise as a whole. .
Fair remuneration of managers, specialists and employees should also be based on the same principles, but with the use of indicators specific to these categories of workers, taking into account the complexity of the tasks to be solved, the level of responsibility, the number of subordinates, etc.
The result of the incentive system in the organization should be to increase the efficiency of its activities, which can be achieved, in turn, by increasing the efficiency and quality of work of each employee. At the same time, the entrepreneur must be guided by the need to attract and retain highly qualified employees for a long time, increase labor productivity and improve the quality of products and services, increase the return on investment in personnel, increase the interest of employees not only in personal success, but also in the success of the entire organization as a whole and and, finally, raising the social status of workers.
Ministry of Economic Development and Trade
RUSSIAN FEDERATION
RUSSIAN STATE
TRADE AND ECONOMIC UNIVERSITY
KRASNODAR BRANCH
Faculty of Economics and Management at a Trade Enterprise
Second course
Code 05-FEO-1M
COURSE WORK
According to the discipline "FUNDAMENTALS OF MANAGEMENT"
Topic: "Socio-psychological and economic
methods of personnel management"
Completed by: Lozhkina Marina Gennadievna
Scientific adviser: Ph.D. PhD, Associate Professor
Bychkova Tatyana Vladimirovna
Krasnodar 2006
Introduction…………………………………………………………………………...3
Chapter 1. Philosophy and concept of management
by the staff of the organization……………………………………………………........ 6
1.1. The concept of personnel management…………………………..........6
1.2. Philosophy of personnel management……………………………….8
Chapter 2 Economic Methods control………………………..12
Chapter 3. Socio-psychological methods………………….......19
3.1. sociological methods management…………………….19
3.2. Psychological management methods………………….....25
Conclusion………………………………………………………………..38
List of used literature…………………………………….39
Introduction.
AT modern conditions global competition, when almost all corporations have access to the same technologies, it is impossible to deny the fact that the real difference in achieving the goals of the organization is created at the expense of human resources. In fact, the people of an organization are the main determinant of its long-term success. However, the reality is that most modern enterprises are not able to effectively use the potential of their employees. The methods of personnel management applied by them do not provide the productivity, quality, ingenuity required by the organization, do not satisfy the employees themselves. Effective personnel management is today the exception rather than the rule. Most modern organizations still use the traditional personnel management system that emerged in the Soviet period of the country's history. In fact, such management methods are effective only for organizations operating in stable markets. However, these methods do not provide the necessary level of efficiency, which is necessary for successful work in today's changed conditions. The transition to a market economy has set a number of fundamentally new tasks, the most important of which is the most efficient use of human resources. Moreover, this is true not only for society as a whole, but also to a greater extent for each enterprise, firm, organization.
While in the 1970s priority was given to activities such as improving information support, increasing the reliability and speed of equipment operation, increasing the volume of production based on saving material resources, then at present the emphasis is shifting to increasing the degree of involvement of personnel in the development and decision-making process, training and advanced training, and improving personnel assessment systems.
Thus, everything described above indicates a clear need for deep study modern methods personnel management of the organization, especially economic and socio-psychological methods, since they have a number of significant advantages. For example, economic methods stimulate the manifestation of initiative, creativity, market mechanisms are used in interpersonal relations, and the subject and object of management have sufficient freedom to realize their interests, labor relations are activated. Socio-psychological methods, in turn, have the following advantages: they do not require material costs, socio-psychological mechanisms of motivation are included.
That is why advanced organizations are beginning to create personnel management systems built on other principles, stimulating flexibility, speed, and ingenuity. In addition, today's leaders have no choice - either their organizations will go for change, or they will be crushed by competition. Personnel management in the new conditions is the process of the organization's influence on its employees with the help of special methods aimed at achieving certain goals of the organization. It is about them that will be written next.
Knowledge of these methods is simply necessary for the leaders of a modern company. In this course work, the mechanisms of action of socio-psychological and economic methods are described in depth, as well as the question of the philosophy and concept of personnel management. These two concepts also play a big role in ensuring the efficiency of most processes at the firm level and in their effectiveness.
Such scientists as Albastova L. N., Pilichev A. V., Dokholyan S. V., Aliyev V. G., Vesnin V. R., Mordovin S. K., Nikitina I. A. worked on the technology of effective management. , GerasimovB. N. and many others.
The purpose of this term paper- to analyze and explore the economic and socio-psychological methods of personnel management of the organization.
The objectives of this course are: to reveal the concept of philosophy and the concept of personnel management and to distinguish between them; describe economic and socio-psychological methods of management; explain the principles of their operation in the organization; prove the importance of using these methods for the effective functioning of a modern organization.
The subject of the study is the relationship that arises in the management process between the leader and the subordinate and, accordingly, the methods for implementing these relationships.
The object of study of this coursework is a modern organization, since it is in various kinds of organizations that the largest part of the labor resources of the world is concentrated, and an employee of a company is currently, as you know, its most valuable asset, thus, without in-depth knowledge of personnel management methods, an organization will not be able to most effectively achieve the goals.
Chapter 1. Philosophy and concept of management
organization personnel.
1.1. The concept of personnel management.
The concept of personnel management is a system of theoretical and methodological views on the understanding and definition of the essence, content, goals, objectives, criteria, principles and methods of personnel management, as well as organizational and practical approaches to the formation of a mechanism for its implementation in the specific conditions of the functioning of organizations. The concept of personnel management in an organization includes:
· development of personnel management methodology;
formation of a personnel management system;
· development of personnel management technology.
The methodology of personnel management involves consideration of the essence of the organization's personnel as an object of management, the process of forming the behavior of individuals corresponding to the goals and objectives of the organization, methods and principles of personnel management. The personnel management system involves the formation of goals, functions, organizational structure of personnel management, vertical and horizontal functional relationships of managers and specialists in the process of substantiation, development, adoption and implementation management decisions.
The technology of personnel management involves:
organization of recruitment;
the organization of the selection;
organization of staff recruitment;
business assessment of personnel;
Career guidance and adaptation;
· Training;
management of the business career of the staff and service and professional advancement;
Motivation and organization of work;
management of conflicts and stress;
providing social organization development;
release of staff.
This includes issues of interaction between heads of organizations and trade unions and employment services. The basis of the Organization's personnel management concept is currently the increasing role of the employee's personality, knowledge of his motivational attitudes, the ability to form and direct them in accordance with the tasks facing the organization. The situation that has arisen in our country, the change in the economic and political systems are both great opportunities, and serious threats to each individual, the stability of its existence, make significant degree uncertainty in the life of almost every person. Personnel management in such a situation is of particular importance, because it allows you to implement, generalize a whole range of issues of adapting an individual to external conditions, taking into account the personal factor in building an organization's personnel management system. Broadly speaking, there are three factors that affect people in an organization. The first is the hierarchical structure of the organization, where the main means of influence are relations of power-subordination, pressure on a person from above, with the help of coercion, control over the distribution of material wealth. The second is culture, i.e., joint values developed by society, organization, group of people, social. norms, attitudes of behavior that regulate the actions of the individual, force the individual to behave in this way and not otherwise without apparent coercion. The third - the market - a network of equal relations based on the sale and purchase of products and services, property relations, the balance of interests of the seller and the buyer. These factors of influence are quite complex concepts and in practice are rarely implemented separately. Which of them is given priority, such is the appearance economic situation In the organisation. In the transition to the market, there is a slow departure from hierarchical management, a rigid system of administrative influence, practically unlimited executive power to market relations, property relations based on economic methods. Therefore, it is necessary to develop fundamentally new approaches to the priority of values. The main thing inside the organization is employees, and outside - consumers of products. It is necessary to turn the consciousness of the worker towards the consumer, and not towards the boss; to profit, not to waste; to the initiator, and not to the thoughtless performer. Go to social norms based on common economic sense, not forgetting about morality. Hierarchy will fade into the background, giving way to culture and the market. Generalization of the experience of domestic and foreign organizations allows us to form the main goal of the personnel management system: providing the organization with personnel, their effective use, professional and social development.
1.2. Philosophy of personnel management.
The introduction of the concept of "organizational management philosophy" into Russian reality is taking place before our very eyes. It more and more clearly formulates its goal - to cover all the business processes of a particular organization in their unity, integrity, harmony, to single out the most important thing in them - a person, to find a consensus between the employee and the organization.
The role of the philosophy of personnel management in the system of economic relations is to become initial stage development of the company and consolidation in the future of the fundamental moral and ethical principles, norms and rules of human relations, consistent with the socio-cultural ethnic group and state policy. A single enterprise is a part of the nationwide mechanism of the economic and political system and, as a result, contrary to the popular opinion of the leaders of small and medium-sized companies, is not in an external organizational vacuum. Managers of various levels of these enterprises in their work with personnel take their centrist position as a basis and pass off their moral standards as corporate ones. This provision is unacceptable, as it often violates the rights of the employee.
The philosophy of personnel management should not run counter to the legislative norms of the state within whose borders this particular organization operates, respectively, when developing it, it is necessary to rely on national legislation, in particular on regulatory legal acts regulating the basic rights and obligations of a person and citizen, the rules of economic turnover, labor Relations. A significant part of the foundation of the management philosophy of a particular organization should be the charter, constituent and collective agreements, strategic orders and directives senior management. If the organization has foreign economic relations, it is necessary to take into account, in addition to domestic, national, and foreign legislation, as well as regulations international law. However legal regulations are not the only guideline for building the philosophy of the company's personnel management system in modern conditions. A modern manager in the process of personnel management must take into account such components as religious, moral and ethical standards, business practices, the experience of advanced enterprises in similar and related sectors of the national economy, national and regional features of the personnel policy strategy at the level of the state, region, enterprise and its structural unit.
The development and implementation of the philosophy of personnel management in the company's activities is a complex and systematic process, the implementation of which requires the manager to have comprehensive knowledge in such areas as sociology, psychology, economics, jurisprudence, ethics, logic and, of course, management.
The philosophy of personnel management shows its essential characteristics in the harmonization of relations between the employee and the employer. By providing the opportunity to meet the needs of each individual employee as much as possible, the organization paves the way for success and effective development.
The main principles of the development of the philosophy of the organization are: consistency; exclusion of duplication of the current legislation; compliance with applicable law; the specificity of the provisions to be included; the reality of the enshrined rights and obligations; availability of protection mechanisms in case of violation of the requirements of the philosophy of the organization.
The systematic development of the philosophy of personnel management implies the relationship and the absence of contradictions of its individual elements. In particular, each right must correspond to certain duties. In addition, consistency implies that the realization of the rights of some workers should in no way infringe on the rights of other workers. The principle of avoiding duplication of the current legislation lies in the fact that the employer does not need to include in the philosophy of the organization the provisions already enshrined in regulatory legal acts of various levels. Compliance with the current legislation as the principle of forming the philosophy of personnel management implies the absence of contradiction with the norms of the current law. Also, the philosophy of personnel management should be guided by the rule of law of higher legal force.
The next principle in the development of the philosophy of personnel management is the specificity of the provisions included in it. Following this principle, the manager must avoid vague, so-called rubber wordings that allow interpreting the position of philosophy taken differently depending on the situation and the desire of the subject.
The principle of the reality of assigned rights and obligations implies the existence of organizational and economic prerequisites for the realization of the rights and obligations of employees of the organization. The presence of protection mechanisms in case of violation of the requirements of the philosophy of the organization - this principle, when developing the philosophy of personnel management, materializes in the formation of specific institutions for the protection of assigned rights from violation, for example creation and operation of the Commission on labor disputes, courts of honor, etc.
The developed philosophy of personnel management needs to be brought this document to the team, as well as fixing in the minds of all employees of the organization. Besides, Special attention management should devote to the promotion of the accepted philosophy, having developed and implemented the maximum possible number of measures to consolidate it in the minds of the workforce. The philosophy of personnel management adopted and fixed in the labor process is designed to ensure fair, equal, mutually beneficial relations in the organization, built on a trusting basis. In the process of such relations, it is easier for the employees of the organization to make the most of their labor skills and find their niche in the development and adoption of managerial decisions at all levels. In addition, a really implemented and operating philosophy of personnel management allows personnel to work in optimal conditions and be socially protected. By such actions, the management of the organization creates for itself the prerequisites for the manageability of hired personnel, directs the work team to achieve the set tactical and strategic goals.
Chapter 2. Economic methods of management.
Economic methods are indirect in nature of managerial influence. Such methods provide material incentives for teams and individual workers, they are based on the use of the economic mechanism.
In the Soviet period, central planning, economic accounting, wages were considered the subject of regulation by economic methods. 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 commodity-money relations market economy, which necessitates a new theoretical substantiation of the role of economic methods (Fig. 1).
Planned housekeeping is the main law of the functioning of any enterprise (organization) that has clearly developed goals and a strategy for achieving them. In a market economy, the manifestation of economic methods has a different character than in an administrative economy. Thus, instead of centralized planning, it is argued that enterprises are a free commodity producer who acts on the market as an equal partner of other enterprises 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 enterprise, taking into account supply and demand, in which the state order no longer has a dominant value.
 |
|
Rice. 1. Classification of elements regulated by economic management methods
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 plan for economic development. 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 volume, 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. 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.
Salary is the main motive 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. Installing 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 cost of labor at its normal duration.
Additional wages allow taking into account the complexity and qualifications of work, combining professions, overtime work, social guarantees of the enterprise in case of pregnancy or training of employees, etc. The 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.
The head of the enterprise can, with the help of the five components of remuneration listed above, regulate the material interest of employees with economically possible production costs under the item “wages”, apply various systems wages - piecework or time, to 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 “run away”, and in the second they will live to see the enterprise go bankrupt.
Work 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.
One of the components in the labor market, along with supply and demand, is the price of labor. Paying for labor power as an expensive commodity, the owner strives 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. Consequently, it is necessary to deal with the working and living conditions of workers, constantly develop their ability to work through a continuous system of training and retraining of personnel, and raising their qualifications. All this increases the price of labor.
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 head of the enterprise 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 a regulator of commodity-money relations and an important economic tool in the correlation of income and expenses, prices and production costs. The cost of goods displays publicly 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.
Securities are the main instrument of the stock market, a non-monetary equivalent of the property right to property, the implementation of which is carried out by presenting them for payment or sale. Securities are an integral part of a developed stock market. The head of the enterprise can use the mechanism of securities to achieve economic interests, increase the welfare of employees and form corporate relations.
Tax system constitutes an important economic mechanism for replenishing the state treasury by levying taxes on enterprises 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.
Forms of ownership - an important economic category that determines the nature of relationships within the enterprise. Thus, under state and municipal ownership, the state body acts as the sole owner of the property of the enterprise, and all employees, including directors, 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.
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).
The gross profit of the commodity producer is used to increase the volume of production of a better product, as well as to improve the living standards of the enterprise's employees.
So, 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 quality products and high profit. On the contrary, if economic laws are misused, ignored or neglected, low or negative results can be expected.
As an example of the manifestation of economic methods of personnel management, the following can be cited:
· Personnel subsidies. Many companies have subsidized canteens and restaurants for their staff. This may not be possible for small businesses in financially, but consider installing vending machines for hot drinks and snacks and offering breakfast vouchers.
· Goods at a discount. Most businessmen allow their employees to purchase goods and services of the company at a discount of 10% or more. You should always provide your employees big discounts. This will increase staff loyalty.
· Loans. Some employers give their employees interest-free or low-interest loans for various purposes (such as relocation).
· Private health insurance. Some firms provide private health insurance for their employees. Many of these workers will feel more comfortable and confident knowing that they will be taken care of if they fall ill. Prompt medical care for employees will also be beneficial - the employee will return to work sooner and be ready to perform their duties.
Chapter 3. Socio-psychological methods.
Socio-psychological methods are methods of implementing managerial influences on personnel, based on the use of the laws of sociology and psychology. The object of influence of these methods are groups of people and individuals. According to the scale and methods of influence, these methods can be divided into two main groups: sociological methods that are aimed at groups of people and their interaction in the production process (the outer world of man); psychological methods that directly affect the personality of a particular person (the inner world of a person).
Such a division is rather conditional, because 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.
3.1. Sociological methods of management.
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 classification of elements regulated with the help of sociological methods is shown in fig. 2. Let's consider them in more detail.
social planning ensures the setting of social
Rice. 2. Classification scheme for elements regulated by sociological methods
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. For example: an increase in life expectancy, a decrease in the incidence rate, an increase in the level of education and skills of workers, etc.
Sociological research methods constitute a scientific toolkit in working with personnel, they 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, during the dialogue with the interlocutor, obtaining the necessary information. An interview - an ideal 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 the team. 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.
Personal qualities characterize the external image of the employee, which is quite stable in the team and is an integral part of the sociology of personality. Personal qualities can be divided into business (organizational),
which are necessary to perform specific functions and tasks, and moral (moral), reflecting the manifestation of a person's personal morality. AT personnel work it is also necessary to know the advantages and disadvantages of employees, on the basis of which they select a workplace, plan a career and ensure promotion.
Morality is a special form of social consciousness that regulates the actions and behavior of a person in society with the help of moral norms. In the process of the historical development of mankind, moral norms have received ordinary expression in the form of folk wisdom and ideological justification in religious teachings based on the ideals of good and evil, honor and dishonor, wisdom and stupidity, approval or condemnation, etc.
At present, the best Western companies (Sony, Nissan, Ford, IBM, Mitsubishi) put the formation of corporate morality and culture as a top priority.
partnership is an important component of any social group and consists in establishing various forms of relationships on the basis of which communication between people is organized. In partnership, people act as equal members in the relationship between themselves, in contrast to the formal connection between the leader and the subordinate, where there is a dependence of one person on another. There are such forms of partnership: business, friendly, hobbies, family - between relatives, sexual - intimate relationships between people. In partnership, relationships are built on the basis of mutually acceptable psychological methods of persuasion: imitation, requests, advice, praise. When at work business relationship supported in the form of friendly partnership and common hobbies, this always contributes to the creation of a good psychological climate in the team. However, when they take the form of a sexual partnership of individual employees, this often hurts the cause, because. entails family conflicts, jealousy, and in addition, possibly, the disclosure of official secrets, violation work schedule, the destruction of formal ties between the leader and the subordinate. Thus, partnership is one of the key components corporate culture enterprises and sociological methods in work with personnel.
Competition is a specific form of social relations and is characterized by the desire of people for success, superiority, achievements and self-affirmation. The history of competition comes from the depths of centuries. It was a form of survival of the best representatives of the family - strong, intelligent, courageous, healthy, and eventually became the driving force behind the development of society.
Interestingly, Western and, above all, Japanese companies have successfully applied the method of competition to the national mentality of their workers and the corporate interest of the company in the form of quality circles, workers' councils, etc.
Communication - it is a specific form of interaction between people based on the continuous exchange of information. Interpersonal communication occurs between different people in the forms of a leader - a subordinate - an employee - a friend and others more. complex forms communication of several people. Personal communication takes place in simple forms the relationship of a manager with a subordinate, employees among themselves, when there are two subjects of communication. Verbal, or verbal, communication occurs in the process of oral or written exchange of information. Non-verbal communication takes place when other sign forms of information transfer are used, for example, gestures, facial expressions, sounds, posture, etc. Management communication includes three main stages: the issuance of administrative information, the receipt of feedback information, the issuance of evaluation information.
It should be borne in mind that even when a person understands you, this does not mean that he unconditionally agrees with you; other equal conditions people more easily accept the position of the person to whom they feel sympathy; the general tone during communication should be friendly, trusting, disposing the interlocutors to each other.
Negotiation - this is a specific form of human communication, when two or more parties with different goals and objectives try to link different interests together on the basis of a well-thought-out conversation (dialogue) scheme and, as a rule, avoid direct conflict.
Conflict - a form of confrontation between the opposing sides, which has its own plot, composition, energy, which, in the course of action, transforms into a climax and denouement and ends with a positive or negative solution to the problem. There are interpersonal conflicts, personal conflict between the external environment and internal morality, conflicts over the distribution of roles at work, business conflicts due to a clash of interests of various departments, family conflicts over various problems, etc.
Conflict signals are a social crisis, tension in a group, misunderstandings due to actions, deviations from the norms, psychological and ethical incidents at work and at home, discomfort or an intuitive feeling of awkwardness in a company or at work.
3.2. Psychological methods of management.
Psychological methods play a very important role in working with personnel, since they are aimed at a specific personality of a worker or employee and, as a rule, are strictly personalized and individual. Their main feature is the appeal to the inner world of a person, his personality, intellect, feelings, images and behavior in order to direct the inner potential of a person to a solution. specific tasks enterprises . The classification of elements regulated by psychological methods is shown in fig. 3. Let's give their characteristics.
Psychological planning constitutes a new direction in work with personnel on the formation of an effective psychological state of the enterprise team. It proceeds from the need for the concept of the comprehensive development of a person's personality, 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. The most important results of psychological planning we include:
formation of divisions ("teams") on the basis of psychological compliance of employees;
Comfortable psychological climate in the team;
formation of personal motivation of people based on the philosophy of the enterprise;
minimization of psychological conflicts (scandals, resentment, stress, irritation);
development of a career on the basis of psychological
Rice. 3. Elements regulated by psychological methods
employee orientation;
the growth of the intellectual abilities of the team members and the level of their education
Formation of a corporate culture based on the norms of behavior and images of ideal employees.
It is advisable that psychological planning and regulation be carried out by a professional psychological service of the enterprise, consisting of social psychologists.
Branches of psychology and knowledge of their research methods allow us to make a correct analysis of the state of mind of people, build their psychological portraits, develop ways to eliminate psychological discomfort and form a good team climate. Labor psychology studies the psychological aspects of professional selection, career guidance, professional fatigue, tension and intensity of work, accidents, etc. Management psychology analyzes aspects of people's behavior in a work team, relations between a leader and a subordinate, problems of motivation and psychological climate. Psychotherapy studies the methods of mental influence by word, deed, situation on a person with certain mental disorders for the purpose of treatment. Methods such as self-hypnosis (autogenic training), suggestion (hypnosis), meditation are gradually entering the practice of management.
Personality types characterize the inner potential of a person and his general orientation towards the performance of certain types of work and areas of activity. There are several approaches to typing a person's personality: 16-factor personality characteristics according to Cattell's quality, Freud's theory of dreams and drives, based on the classification of behavioral roles, etc.
Temperament is very important psychological characteristic personality to determine the purpose and place of each employee in the team, the distribution of managerial tasks and psychological methods of working with a particular person. Four basic temperaments are known: sanguine, phlegmatic, choleric and melancholic.
Character traits determine the direction of the human world, the level of need for communication. According to the predominance of certain character traits, people are divided into extroverts and introverts. Extrovert - extremely sociable, responds to everything new, interrupts the type of activity, sometimes without finishing work, if a new interlocutor appears, stimulus. Motivation for activity is fickle and is directly dependent on the opinions of others, altruistic inclinations are expressed, sometimes for the sake of others a person forgets himself.
Introvert - closed, in behavior proceeds only from internal considerations, therefore, sometimes his actions seem pretentious and eccentric to those around him. Intuition is well developed, he calculates the situation very accurately, his decisions are often promising and justified in the future. An introvert is emotionally cold, poor facial expressions and gestures alert interlocutors and prevent frankness in conversation.
Personal orientation is an important psychological characteristic of a person and is considered from the point of view of needs, interests, motives, beliefs and worldviews.
Intellectual abilities characterize the possibilities of understanding, thinking, memory, consciousness of a person and are important for professional orientation, evaluation of people, career planning and organization of career advancement. The main attention should be paid to the level of intelligence of the employee, which has three gradations (high, medium, low). The ability of rational thinking is an essential requirement for management personnel and specialists. The level of consciousness determines the compliance of the employee with the moral code of the enterprise. Logic skills are indispensable in engineering and scientific activity. Intellectual abilities are revealed with the help of psychological methods.
Methods of knowledge are the tools with which a person studies reality, processes information and prepares draft decisions. The most famous methods of cognition are analysis and synthesis, induction and deduction. Analysis involves the study of a phenomenon based on classification, division into elements, identification of alternatives, and the study of internal patterns. Synthesis, on the contrary, is based on the study of interelement relationships, the construction of a system of individual elements, the study of external patterns and relationships. In the process of cognition, analysis and synthesis are used together, for example, when constructing a diagram of the organizational structure of enterprise management. Induction is a conclusion from the particular to the general based on the study of various facts and events, the results of which develop a hypothesis (general statement) about a certain pattern. Deduction, on the contrary, is a conclusion from the general to the particular, when hypotheses (rules, principles) are put forward in the form of absolute truth, from which a conclusion is drawn about particular patterns.
Psychological images allow for training of personnel based on typical patterns of behavior of historical figures, major managers and production innovators. Artistic images are used for aesthetic and cultural education of the company's employees, especially young people. Visual images are very useful in personnel work, because allow to ensure the recognition of a particular person in the work collective. Psychological images are an ideal form of reflection of objects and phenomena of the material world in the human mind. Psychological images at the sensory level of cognition are formed by sensation, perception and representation. In the process of thinking, images are formed on the basis of concepts, judgments and conclusions. Practical actions, colloquial language, writing, various sign models are the material form of the embodiment of images.
In the management process, historical, artistic, graphic, audiovisual and iconic images are most often used. Historical images are widely used by describing the lives of great people to educate young workers and justify decisions.
Methods of psychological influence are among the most important elements of psychological management methods. They concentrate all the necessary and legally permitted methods of influencing people for coordination in the process of joint labor activity. The methods of psychological influence include suggestion, persuasion, imitation, involvement, coercion, inducement, condemnation, demand, prohibition, placebo, censure, command, deceived expectation, "explosion", the Socratic method, hint, compliment, praise, request, advice. Let's consider them in more detail.
Suggestion represents the psychological purposeful impact on the personality of a subordinate by the leader with the help of his appeal to group expectations and motives for inducing work. Suggestion can cause a person, sometimes in addition to his will and consciousness, a certain state of feelings and lead to a person committing a certain act. An extremely negative form of suggestion is the zombification of the personality, when strictly defined forms of behavior that go beyond moral standards(mafia groups, formation gangs, religious sects like "aum senrike", etc.).
Belief is based on a reasoned and logical impact on the human psyche to achieve goals, remove psychological barriers, eliminate conflicts in the team.
Imitation is a way of influencing an individual worker or a social group through a personal example of a leader or innovator of production, whose behavior patterns are an example for others.
Involvement is a psychological technique by which employees become accomplices in the labor or social process, for example, the election of a leader, the adoption of agreed decisions, competition in a team, etc.
Motivation- a positive form of moral impact on a person, when the positive qualities of the employee, his qualifications and experience, confidence in the successful completion of the assigned work are emphasized, which allows increasing the moral significance of the employee in the enterprise. In the Soviet period, such forms as enrollment on the Board of Honor, presentation of a Certificate of Honor, conferment of the title "Winner of the Competition", "Drummer of Labor", etc. were widely used to induce labor.
Compulsion- an extreme form of moral influence, when other methods of influencing a person have not yielded results and the employee is forced, perhaps even against his will and desire, to perform certain work. It is advisable to use coercion only in emergency (force majeure) circumstances, when inaction can lead to casualties, damage, loss of property, people, accidents.
condemnation- reception of psychological influence on a person who allows large deviations from moral norms in the team or the results of labor and the quality of work of which are extremely unsatisfactory. Such a technique cannot be used to influence people with a weak psyche and is practically useless for influencing the backward part of the team.
Requirement has the force of an order. In this regard, it can be effective only when the leader has great power or enjoys unquestioned authority. In other cases, this technique may be useless or even harmful. Prohibition implies an inhibitory effect on the individual. We refer to it the prohibition of impulsive actions of an unstable nature, which, in essence, is a variant of suggestion, as well as the prohibition of unlawful behavior (drinking, inactivity, attempted theft or marriage).
placebo has long been used in medicine as a method of suggestion. Its essence lies in the fact that the doctor, prescribing to the patient some indifferent remedy, claims that it will give the desired effect. The psychological attitude of the patient to the beneficial effects of the prescribed medication often leads to a positive result. In the workplace, a placebo is an example of behavior of an authority figure, when workers are easily shown any action, overcoming pain, excessive fatigue, fear of heights, etc. Seeing this, workers can just as easily repeat the shown actions without experiencing unpleasant sensations. If the observers notice that the demonstration is carried out through force, then there will be no effect. In general, the placebo effect lasts only until the first failure, until the workers realize that the ritual actions that they so scrupulously performed have no real basis.
censure has persuasive power only under conditions when the interlocutor identifies himself with the leader: "he is one of us." In other cases, censure is perceived as a mentoring edification that can be listened to, but which does not need to be followed. Due to the fact that a person quite actively defends his "I", he often considers this technique as an attack on his independence.
Command is used when fast and accurate execution is required without any critical reactions. When executing commands, they do not reason. In life, there are prohibitive and incentive varieties of commands. First: "Stop!", "Stop being nervous!", "Shut up!" etc. - aimed at immediate inhibition of undesirable acts of behavior. They are given in a firm calm voice or a voice with an emotionally colored tone. Second: "Go!", "Bring!", "Perform!" etc. - are aimed at turning on the behavioral mechanisms of people.
Deceived expectation effective in a tense situation. Previous events should form a strictly directed train of thought in the interlocutor. If the inconsistency of this orientation is suddenly discovered, then the interlocutor is at a loss and perceives the idea proposed to him without objection.
"Explosion"- a technique known as instant personality restructuring under the influence of strong emotional experiences. The use of "explosion" requires the creation of a special environment in which feelings would arise that could amaze a person with their unexpectedness and unusualness. In such an environment, a person's nervous processes fail. An unexpected irritant causes him severe stress. This leads to a radical change in views on things, events, individual people and even the world as a whole.
Socratic method based on the desire to protect the interlocutor from saying "no". Once the interlocutor says "no", it is very difficult to turn in the opposite direction. The method is named after the ancient Greek philosopher Socrates, who often used it, trying to conduct a conversation in such a way that it was easier for the interlocutor to say "yes". As we know, Socrates certainly proved his point of view, without causing not only obvious indignation from his opponents, but even the most insignificant negative reactions.
Hint- reception of indirect persuasion through jokes, irony and analogy. The essence of a hint is that it appeals not to consciousness, not to logical reasoning, but to emotions. Since the hint is fraught with the potential for insulting the personality of the interlocutor, it is best to use it in a situation of a specific mood.
Compliment often mixed with flattery. If you say to a person: "How well you speak!", then it will flatter him. Flattery is not pleasant to everyone, although often people do not dismiss it. A French proverb says "" Flattery is the ability to tell a person what he thinks of himself. " A compliment does not offend anyone, it elevates everyone. Flattery is simple and understandable. A compliment prompts a person to think, to conjecture. The subject of flattery is people and their qualities, and the subject of a compliment is things, deeds, ideas, etc., indirectly related to people.
Praise is a positive psychological method of influencing a person and has a stronger effect than condemnation. Sometimes it is enough to say to a young employee: "Today you work much better and if you improve the quality even a little bit, you will achieve excellent results." However, such praise for an experienced worker can be perceived as an insult, and it is better to celebrate his success in a solemn atmosphere in front of the whole team. .
Request is a very common form of communication between colleagues, young and experienced workers and is less often used in the relationship between a manager and subordinates. The applicant turns to another employee for advice, help, instructions when he doubts the forms and methods of performing work or is unable to do it on his own. The manager's request is an effective method of leadership, because is perceived by the subordinate as a benevolent order and demonstrates respect for his personality.
Advice- a psychological method based on a combination of request and persuasion, often used in the relationship of colleagues, mentors of young workers and experienced managers. However, in operational work requiring quick decisions, the use of advice and requests from the manager should be minimized and excluded in cases where the worker allows marriage and disruption of tasks.
Behavior - a set of interrelated reactions carried out by a person to adapt to external environment. Human behavior can be represented as a sinusoid of oscillations or Brownian motion within a fairly wide field formed by moral norms accepted in the social group (collective, family) to which the person belongs. Public morality depends on the economic structure of society, nationality, social class, standard of living, education and a number of other signs, the formation of public morality historically for many millennia has been carried out by religion and fixed in the scriptures (Bible, Koran) in the form of patterns of behavior of God, angels and the devil. This allows us to propose a classification of five basic forms of human behavior in a social group:
· “angelic”, tuned to patterns of supernatural behavior, denial of evil and violence, fetishization of the principle “man is friend to man, comrade and brother”. Very few people in society can be attributed to this form of behavior;
Highly moral, proclaiming human virtue, observance of only high principles of behavior (honesty, decency, disinterestedness, generosity, wisdom, sincerity, etc.);
normal, built on the principles of public morality, allowing deviations and shortcomings, recognizing the dialectical unity of good and evil, power and money;
Immoral behavior is characteristic of people who constantly violate the moral code of society. People of this type put personal interests, motives and needs above the prevailing norms in the social group, they do not feel remorse when violating the law and religious precepts;
· “devilish”, i.e. absolutely immoral, illegal and contrary to the law, excluding the observance of public morality, opposed to "angelic" behavior.
The classification of people according to the above forms of behavior allows you to choose the right methods of psychological influence (Table 1).
Behavior and methods of influence
So, socio-psychological methods are the most subtle tool for influencing social groups of people and a person's personality. The art of managing people consists in the dosed and differentiated use of certain methods from those listed above.
Conclusion.
Below are the results and short review everything that was studied in this work:
1. The concept of personnel management is a system of theoretical and methodological views on the understanding and definition of the essence, content, goals, objectives, criteria, principles and methods of personnel management, as well as organizational and practical approaches to the formation of a mechanism for its implementation in the specific conditions of the functioning of organizations.
2. The basis of the Organization's personnel management concept is the increasing role of the employee's personality, knowledge of his motivational attitudes, the ability to form and direct them in accordance with the tasks facing the organization.
3. Economic methods are based on the commodity-money relations of a market economy and provide material incentives for teams and individual workers.
4. Sociological management methods allow the team leader to objectively carry out social planning, regulate the socio-psychological climate, ensure effective communications and maintain a good corporate culture.
5. Psychological methods are aimed at the specific personality of a worker or employee, addressed to the inner world of a person, his personality, intellect, feelings, images and behavior in order to direct the inner potential of a person to solve specific problems of the enterprise.
Bibliography.
1. Egorshin A.P. "Personnel Management", N. Novgorod 1997
2. "Reference book of the director of the enterprise", Moscow, 2001
3. Goncharov V.V. "In Search of Management Excellence", Moscow 1999
4. Starobinsky E.K. "Fundamentals of Management on commercial firm”, Moscow 2001
5. Mercer D. “IBM. Management in the most successful corporation in the world”, Moscow, 2002
6. Jan Maitland "Human Resource Management in Small Business", Moscow 1999
7. Yakovleva N. G., Gerasimov B. N., Chumak V. G. “Personnel management: a study guide” / Series “Textbooks, study guides” - Rostov n / D: “Phoenix”, 2003 - 448 p.
8. Journal "Personnel management", N18 2006, Philosophy of personnel management of the company in modern conditions, O. Yu. Chashina.
In addition, social management mechanisms are used (a system of relationships in a team, social needs and 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 influence, these methods can be divided into two main groups:
Sociological methods that are aimed at a group of people and their interaction in the process of work;
Psychological methods that are aimed at influencing the personality of a particular person.
sociological methods allow you to establish the appointment and place of employees in the team, identify leaders and ensure their support, connect people's motivation with the final results, ensure effective communication and conflict resolution in the team. They involve 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, and the achievement of final social results is ensured by social planning.
Psychological methods play an important role in the work of the manager, 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 the appeal to the inner world of a person, his personality, intellect, image and behavior in order to direct the inner potential of a person to solve specific problems of the organization. The manager must carry out psychological planning.
The most important results of psychological planning include:
Formation of divisions (team) on the basis of psychological compliance of employees; comfortable psychological climate in the team;
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 team members and the level of their education;
Formation of a corporate culture based on the norms of behavior and images of ideal employees.
The leader must be able to influence individual employees, stimulating them to high labor results, in the arsenal of the leader there are ways of psychological influence:
- suggestion- psychologically targeted impact on the personality of a subordinate by the leader by appealing to group expectations and motivation to work. Suggestion can sometimes be caused in a person, in addition to his will and consciousness, a certain state of feelings and lead to the commission of a certain act by a person;
- belief is based on a reasoned and logical impact on the human psyche to achieve the set goals, remove psychological barriers to eliminate conflicts in the team;
- imitation- is a way of influencing an individual employee or a social group through a personal example of a leader or the best employee, whose behavior patterns are an example for others;
- involvement (participation)- is a psychological example, with the help of which employees become accomplices of the labor and social process, for example, the choice of a leader, the adoption of agreed decisions;
- motivation - a positive form of moral influence in the team, when the positive qualities of the employee, his qualifications and experience are emphasized, confidence in the successful performance of the work "The best in the profession";
- compulsion- an extreme form of moral influence on a person, when other methods of acting on a person have not yielded results and the employee is forced, perhaps even against his will and desire, to perform certain work. It is advisable to use coercion in extreme (force majeure) circumstances, when actions can lead to casualties, damage, loss of property, people, accidents;
- condemnation- reception of psychological influence on a person who allows large deviations from moral norms in the team or the results of work and the quality of work of which are extremely unsatisfactory. Such a technique cannot be applied to people with a weak psyche and is practically useless for the backward part of the team;
- requirement has the force of an order. It can be effective when the leader has great power or enjoys unquestioned authority. In other cases, this technique may be useless or even harmful. In many respects, the categorical requirement is identical with the prohibition, acting as a mild form of coercion;
- prohibition- suggests an inhibitory effect on the individual. We refer to it the prohibition of impulsive actions of an unstable nature, which, in essence, is a variant of suggestion, as well as the prohibition of unlawful behavior (drinking, inactivity, attempts at theft or marriage). This method stands on the verge of two methods of influence - coercion and persuasion;
- command is used when fast and accurate execution is required without any critical reactions. When executing commands, they do not reason. In life, there are prohibitive and incentive varieties of commands. First: “Stop!”, “Stop being nervous!”, “Shut up!” - aimed at immediate inhibition of undesirable acts of behavior. They are delivered in a firm calm voice or a voice with an emotionally colored tinge. Second: "Go!", "Bring!", "Perform!" aimed at turning on the behavioral mechanisms of people.
- praise - positive psychological reception, impact on a person and has a stronger effect than condemnation;
- request- a common form of leadership behavior. It is an effective method of leadership, because perceived as a benevolent disposition, shows respect;
- advice- a psychological method based on a combination of request and persuasion.
These are "methods of persuasion" - they are based on the use of moral influence and a social control mechanism, the main elements of which are the system of relationships in the team and social needs.
According to the scale and methods of influence, these methods can be divided into two main groups:
· sociological methods that are aimed at groups of people and their interactions in the production process (the outer world of man);
· psychological methods that have a direct effect on the personality of a particular person (the inner world of a person).
Such a division is rather conditional, because in modern social production, a person always acts not in an isolated world, but in a group of people with different psychology. However, the effective management of human resources, consisting of a set of highly developed personalities, requires 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 communication and conflict resolution in the team.
Psychological methods play a very important role in working with personnel, since they are aimed at a specific personality of a worker or employee and, as a rule, are strictly personalized and individual. Their main feature is the appeal to the inner world of a person, his personality, intellect, feelings, images and behavior in order to direct the inner potential of a person to solve specific problems of the enterprise.
Socio-psychological methods include:
social analysis in the team;
social planning;
Creation of a creative atmosphere;
participation of employees in management;
social and moral motivation and stimulation;
Satisfaction of cultural and spiritual needs;
formation of teams, groups;
psychological impact on employees;
creation of a favorable socio-psychological climate;
Establishment of social norms of behavior;
development of initiative and responsibility among employees;
Establishment of moral sanctions and rewards.
Personnel management methods can also be classified on the basis of belonging to management functions (rationing, organization, planning, coordination, regulation, motivation, control, analysis, accounting). On this basis, the following methods are distinguished: recruitment, selection and admission of personnel, business valuation personnel, socialization, vocational guidance and labor adaptation, motivation of labor activity, etc.
| | | next lecture ==> | |