Abstract of the features of the American model of personnel management. American personnel management system: what are the main advantages

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Work organization criteria	Philosophy of personnel management
	Japanese	American
organizations	Harmony	Efficiency
Attitude to work	The main thing is fulfilling duties	The main thing is the implementation of tasks
Competition	Hardly ever
Guarantees for employee	High (lifetime hire)
Making decisions	Down up	Top down
Delegation of power	In rare cases	Distributed
Relations with subordinates	Family	Formal
Hiring method	After finishing studies	By business qualities
Salary	Depending on experience	Depending on the results

The American philosophy of personnel management is built on the traditions of competition and encouraging individualism of employees and is clearly focused on the company's profit, the size of which determines the employee's personal income. It is characterized by: clear setting of goals and objectives, high remuneration of staff, and promotion of consumer values. It reflects the high level of democracy in society and social guarantees.

The Japanese philosophy of human resource management is based on the traditions of respect for elders, collectivism, consensus, courtesy and paternalism. The theory of human relations prevails here. It is characterized by: devotion to the ideals of the company, lifelong employment of employees in large companies, constant rotation of personnel, creation of conditions for effective collective work.

America

Recruitment

General criteria in personnel selection are education, practical experience work, psychological compatibility, ability to work in a team. Management personnel in the company are appointed.

Working conditions

Transition to flexible forms of remuneration;

Uniting engineers, scientists and production workers into end-to-end (from design to product manufacturing) teams - design-target groups.

American firms that use traditional hiring principles focus on specialized knowledge and skills.

Firms focus on the narrow specialization of managers, engineers and scientists. American specialists, as a rule, are professionals in a narrow field of knowledge, and therefore their promotion through the management hierarchy occurs only vertically, which means, for example, that a financier will make a career only in this field.

When hired, all candidates are tested to determine their professional qualifications. Typically, each company develops its own selection criteria and hiring procedure. After hiring, an induction procedure is carried out, when the employee is introduced to his responsibilities according to instructions corresponding to his narrow specialization, the activities of the company as a whole and its organizational structure.

In American companies, the dismissal of personnel, including managers, is always accompanied by a series of evaluation and educational techniques, with the exception of extreme situations (theft, fraud, obvious violation of order). Each employee is assessed once or twice a year. The results of the assessment are discussed by the employees and their boss and signed by them. They contain a list of shortcomings in work and ways to eliminate them, as well as, if necessary, a warning about dismissal or that continued tenure depends on improvement of work.

The final decision to dismiss an employee is made by a manager two to three levels above the immediate supervisor. If the dismissed person is a member of a trade union, then the reasons for dismissal are discussed with representatives of the trade union in accordance with the labor agreement.

Japan

Japan has its own specifics in personnel management, which is based on the following features: hiring workers for life or for a long term; salary increases with length of service; participation of workers in trade unions that are created at the company.

The following basic principles of the Japanese type of management can be distinguished:

The interweaving of the interests and spheres of life of firms and workers, the high dependence of the employee on his company, providing him with significant social guarantees and benefits in exchange for loyalty to the company and willingness to protect its interests;

The priority of the collective over the individual, encouraging the cooperation of people within the company, within various small groups, an atmosphere of equality between employees regardless of their positions;

Thus, the personnel management system in Japan involves job guarantees, training of new employees, wages depending on length of service, and a flexible salary system.

Guaranteed employment is ensured in Japan to a certain extent by a system of lifetime employment, which applies to workers until they reach 55-60 years of age. This system covers approximately 25-30% of Japanese workers employed in large firms. However, if it worsens financial situation Japanese firms still carry out layoffs; There are no official documents regarding job guarantees.

Japanese companies are of the opinion that a manager must be a specialist capable of working in any area of the company. Therefore, when upgrading qualifications, the head of a department or division chooses to master, new area activities in which he had not worked before.

Firms use as a criterion the combination of professions, the ability to work in a team, understanding the significance of their work for the common cause, the ability to solve production problems, link the solution of various problems, write competent notes and draw graphs.

Typically, candidates are pre-screened for their ability to work in semi-autonomous teams.

In most firms, hiring involves familiarizing the employee with a description of the expected job functions, rights and responsibilities.

Recruitment begins after proposals for a new position have been approved by senior management. The HR department helps the head of the department where the vacancy is advertised to select employee candidates. He usually prepares a short list of candidates who are qualified for the position. Some companies consider it mandatory to include employees from other departments of their company in the list of candidates. Recruitment of external candidates is carried out through advertising, personal connections, and professional hiring firms with electronic databases. Shortlisted candidates usually go through a series of interviews with future managers (two or three levels up), colleagues and, if necessary, subordinates. The interview results are summarized and supplemented with recommendations. The final choice is made by the immediate supervisor.

Personnel management models

Human resource management model represents an established combination of methods and techniques used for the most effective use of the employee’s potential. We can talk about several types of models that take into account the characteristics of the national mentality.

1. American model of personnel management characterized by:

Ø short-term hiring outside the organization;

Ø selection of personnel according to professional criteria;

Ø confrontational relations between the employee and the administration;

Ø minimal training and advanced training of personnel;

Ø ignoring social needs and the predominance of a purely economic orientation of workers (the main motivating factor is monetary reward for individual results);

Ø connection between the level of wages and general economic conditions;

Ø dedication of workers to the profession, not the organization.

2. Model specific to Japan , assumes:

Ø variable employment, in which the staff is divided into temporary and permanent (core) workers, for whom long-term (lifetime) employment is practiced;

Ø investments in training, solving social problems;

Ø continuous education and advanced training in the workplace;

Ø participation of employees in management;

Ø constant rotation of personnel;

Ø group principles of promotion, rewards;

Ø the level of wages is determined by age and length of service.

The Japanese personnel management system was formed in conditions of shortage labor resources and solved the problem of retaining employees and increasing the efficiency of their use. In this system, workers and technology were not seen as opposites, and new technologies were a means of job security.

3. Western European (“partnership”) model based on:

Ø on social partnership and collective agreement;

Ø providing leadership positions primarily to its employees;

Ø reducing or eliminating the status gap between management and subordinates;

Ø creation favorable conditions labor;

Ø encouraging open business communication;

Ø assistance in finding a job during layoffs;

Ø participation in profits;

Ø continuous professional development.

4. Russian model characterized by:

ü paternalism;

ü the focus of most managers on solving problems of the organization, not personnel;

ü vulnerability of qualified workers of any rank from the arbitrariness of owners and administration;

ü unprofessionalism of employees in the field of human resource management (the management of personnel services is carried out by authorized representatives of the owner, and not by specialists);

ü disinterest of the majority of employers and workers in increasing qualifications and increasing labor productivity;

ü weak pressure on the organization of specialists from outside;

ü the difficulty of dismissing workers (therefore we have to rely not on attracting them from outside, but on developing the existing labor potential).

This model was formed on the basis of extremely negative processes taking place in the social and labor sphere of Russia. For a long time in Russia it was believed that personnel management does not require special professional training, and any experienced leader with life experience, discipline and common sense can be a manager in this area.

At the same time, personnel management is of particular importance in Russia because people have great irrational behavior and significant national and cultural differences. Russian people are burdened by extremely rigid routines and clarity of assignments. They are able to set their own regime and method of action. Their creativity is aimed at saving labor - making it so as not to do anything, which is positive if we are talking about doing extra work.

5. HR management model in government organizations assumes:

· reliance on our own personnel and replenishment of personnel only at the expense of young specialists and their internal promotion;

· collective labor results and rewards;

· fostering loyalty and devotion to the organization, readiness to accept norms;

· stimulation of professional development and staff development;

· orientation towards education, intelligence.

The model is typical for government organizations.

See: Kravchenko A.I., Tyurina I.O. Sociology of management: fundamental course: Tutorial For university students. – M.: Triksta, 2004, p. 708.

See: Kravchenko A.I., Tyurina I.O. Sociology of management: fundamental course: Textbook for students of higher educational institutions. – M.: Triksta, 2004, p. 726.

American-style management has its own interesting features. What are the models of personnel management here and in the USA? How effective is the American HR system? How does it differ from the Japanese one and what are the advantages of this or that model?

Fundamentals of the American System of Government

The foundations of the American management system are based on the basic principles of the classical school. Currently, Americans are actively using the most interesting school theories about the psychology of people and the relationships between them. Also, the American management system is distinguished by its strategy and individual approach to each situation. In addition, Americans effectively use internationalization in management (internationalization is the adaptation of a product for use in any situation and anywhere). American specialists are able to work together with other specialists from other fields, which makes their work more productive. Sociologists are sure: the heart of America's economic success lies in its capital and management.

What contributed to the formation of the American system of government?

As you know, the official date of the discovery of America is October 12, 1492. The new world discovered by Columbus became the hope for a new future for both European adventurers and European Christians. People came for a new life, which meant they had to “spin around.” Getting rich quick has become one of the main goals in life. Of course, such a beginning could not but affect the development of relations between partners in the future. Therefore, Americans are not inclined to be trusting in business, preferring to rely on legal assistance in all matters.

The main qualities of Americans, on which the American management system is built, are self-confidence, sociability, pronounced individualism, optimism, and ambition. If a person possesses these qualities, then he will be able to make his way in life. In general, Americans are quite entrepreneurial - they can change jobs up to 30 times throughout their lives.

Americans are somewhat selfish. When achieving success at work, they are guided only by the desire to receive more money and increase your reputation. Even if an employee knows for sure that he will not be able to fulfill the boss’s instructions, he will say that he will do it - this will increase his authority in the eyes of management and colleagues.

Basic Principles of American Management

Clear management and control structure.
Individual process of making certain decisions.
Leadership focused strictly on the individual.
Delegation (one of the most common models).
Formal relations with subordinates.
Promotions and evaluation that are based on individual performance.
Low guarantees for employees.

Characteristic priorities

The United States is characterized by the desire to achieve success and establish itself independently, so everyone, when performing this or that work, tries to rely only on their own interests. As a result, cohesion and friendly teamwork in the company are not at all what can be observed in American companies.
The boss independently controls the work of the team and makes decisions quickly. A good leader is characterized by such personal qualities as the ability to make the right decisions, initiative, and a clear control structure.
The masculine type of behavior is characteristic not only of men, but also of women. The main goal of most representatives of society is material progress, success, and self-expression. Therefore, women who want to succeed in one field or another must literally have “masculine character.”

Since the 60s of the last century, the American system has firmly established its own strategy. Strategic management, along with a willingness to respond to changing consumer demand, enables American companies to successfully navigate difficult situations and increase their competitiveness when necessary.

What are the shortcomings of the American system of government?

Difficulties in introducing new management methods. Americans are quite conservative
There are too many instructions that must be strictly followed.
Preference for narrow specialists.
The focus is on obtaining short-term profits rather than obtaining a stable income.
Reduced investment.
Increased spending by consumers.

Human Resource Management

The importance of human resource management in certain companies is unconditional and undeniable. Proper management of human resources is an opportunity to push the company to a new competitive level and obtain one of the leading positions in the market. After all, human resources are the most important component of a company’s success.

In the absence of conscientious work and the ability to clearly and consistently perform their duties, the company is unlikely to reach a new level of success. In addition, people are an inexhaustible source of potential and new ideas. Their intellectual resources are limitless, they have the opportunity to constantly improve and develop.

It is possible to identify the main models of personnel management among both domestic and foreign companies. The following points are also reflected in the American one.

Achievements of goals

The key is to achieve one goal or another. Employees come to work in order to get closer every minute to achieving one or another goal set by management, and not to spend a certain amount of time in the company and go home.

Delegation

Delegation is the transfer of certain powers from a manager (or management team) to employees. This system is used by many companies, as this approach makes it possible to transfer more responsibility to employees, which will improve their performance.

American model of personnel management - what is it?

Americans were among the first to develop their own model of personnel management. Currently, it is actively used in many countries - Great Britain, Canada, New Zealand and, of course, it is most widespread in its homeland - the USA. Although Japan has its own HR management model, it also often uses the American one. In Russia, both models in their skillful combination are used quite effectively.

Personnel management methods in different countries were previously formed on the basis of progress. The American model was developed for the following reasons:

The operation of machines began to more effectively replace human labor.
The emergence of certain difficulties, to eliminate which a strategy was needed.

Previously, the American system of government, if you can call it that, was based on quick decisions that did not have a clear design. Strategy and plans for the future were not taken into account, so many enterprises acted “blindly,” which is unacceptable, because their enterprise could collapse any day. Therefore, employers increasingly thought about developing a new, unique system.

Only at the end of the 19th century, thanks to Henry Towne, company managers began to think that managing employees is no less important than managing equipment.

What does a modern US HR system look like?

The philosophy of personnel management arose along with America itself. Her distinctive feature is that each employee is considered as an individual who is a narrow specialist. Generalists are not welcome here, unlike in our country. There are no “subbotniks” that are familiar to us here. Americans believe that an office worker should sit at a desk in the office, and a cleaning specialist should clean the area. Everyone does their own thing, and it cannot be otherwise.

Hiring is accompanied by lengthy familiarization with instructions, getting to know the team and other long, but often completely unnecessary procedures. The employee should see how lucky he is with his new job. In turn, dismissal is accompanied by even longer lectures - the employee must understand what he has lost and regret his mistake.

Competition among employees is considered a common occurrence in any American company, because competitiveness is one of the main requirements that management places on candidates. Competition among employees makes it possible to achieve best results in the work of the company, and for employees to climb the career ladder.

In America, delegation is often used as a model of personnel management, since Americans believe that if you shift part of the responsibility for the company to an employee who, according to his position, should not bear this responsibility, the productivity of employees increases.

Personnel selection in the USA

Management personnel in the company are appointed senior managers. Employees are hired based on the following criteria:

education,
level of practical experience,
competitiveness,
psychological compatibility,
ability to work in a team.

When choosing an employee, special attention is paid to the qualifications and professionalism of the candidate.

In America, specialists with a narrow profile are more common than specialists with a broad profile. And since they specialize only in a very narrow area, career advancement is not always possible. This explains staff turnover - people often and quickly change jobs, moving from one company to another.

Each company sets its own hiring rules. Typically, potential employees undergo special tests that determine their personal qualities and ability to work, which are equally important for the company. Candidates are also tested to determine their qualifications. After the decision has been made to approve the candidate for the position, he is introduced to the workplace and the team, but he only knows his responsibilities, but the employee is not aware of what exactly the company does. He is a specialist in a narrow profile, so there is no need to devote him to everything else.

The dismissal of personnel in American firms is usually based either on poor quality work or on a crime that is criminally punishable. If an employee is fired due to theft or another crime, then the dismissal takes place without any lengthy moralizing. When poor performance is considered the reason for dismissal, the employee is first warned that he will be fired if there is no improvement in his work. A document containing a list of shortcomings and mistakes of a subordinate is signed by both himself and the manager. Since the performance of each team member is assessed 1-2 times a year, even the most careless employee will have the opportunity to find himself new job During this time.

The decision to dismiss is made by a manager who is several levels higher than the employee’s immediate superior. But the dismissed person will always be able to appeal his dismissal - either through higher management or through the court.

Payment and motivation of employees

The employee is paid for the hours he works. It doesn’t matter whether he did his job in full, because the salary practically does not depend on output.
If the minimum wage is regulated by law.
If an employee's remuneration level is at an average level, then the company must ensure that it is not lower than the remuneration that employees of other companies in a given geographic area receive.
The salary level depends primarily on the qualifications of the employee and the level of payment for living in a given area.
Certification of employees is carried out annually. An increase in earnings occurs every year if the employee does his job well. The immediate superior conveys the results of the work of his subordinates to senior management, who decide on salary increases.
Typically, employee salaries are strictly confidential (it is specified in the employment contract and known only to the employer and the employee himself), and are purely individual.
Bonuses are paid only to the top management of the company. This system is quite convenient - employees strive to get promoted, which has a positive effect on their work. To get a promotion, you need to improve your skills through various trainings.
Pay in most American companies can be attributed to the shortcomings of the American personnel management system. Payment does not depend on output, therefore it does not stimulate the performance of employees. However, wages in the US can go up, but they almost never go down – a definite plus.

Additional pay in America

Each employee receives a certain amount in the form of a bonus, but this amount depends on the success of the unit (shop, department, branch) in which he works.

However, recently many successful companies have begun to use a flexible remuneration system. This allows employees to increase their level of income, and the company to receive work done conscientiously from subordinates, since such a system perfectly motivates.

The Japanese management system - how is it better than the American one?

Both the American and Japanese personnel management systems are rarely found in their pure form. However, they share characteristic features. What features are inherent in the Japanese management system?

One of the main features of Japanese personnel management is the system of lifelong (in extreme cases, long-term) employment. Everything here is very carefully thought out - companies cooperate with higher educational institutions that train specialists in the fields they need. Thus, even before a potential candidate takes the exam that becomes the key to getting the job, the company knows enough about him. Once a candidate is approved for a position, he must work for a year as an intern. But after a year, the employee becomes a member of the permanent team with the guarantee that he will not be fired under any circumstances (of course, if he commits a criminal offense or if the company goes bankrupt, this law will no longer apply). When an employee resigns voluntarily, he starts his career all over again, so in Japan there is practically no problem of staff turnover.
The decision-making system in Japan is also very interesting. Here, decisions are made jointly; everyone, from an ordinary worker to the management team, can express their opinion about a particular decision. In fact, one decision goes through several stages - first, ordinary employees put forward their proposals, then transfer them to senior management. Eventually, the decision reaches the desk of senior management.
A rather big disadvantage of the Japanese management system is the close communication of management with subordinates and the encouragement of various (formal and informal) connections. The administration of the companies communicates closely with the workers, often working with them in the workshops. On the one hand, this state of affairs speaks of good leadership and its ability not to put itself above its subordinates, on the other hand, workers do not have much respect for the administration, which is why the morning of many companies often begins with rallies.
In Japan wage depends on the length of service of the employee. Even if a young man shows remarkable abilities in a certain area, he will not be promoted to a higher position until the required age.

American management is characterized by a rigid management organization. It is most characterized by the desire to formalize managerial relations.

The idea of personal responsibility of the employee is very typical for American management. The effectiveness of a particular manager is determined on the basis of whether he was able to personally achieve the goals that were set for him.

The study of the American management model is of some interest. It was in the USA that the science and practice of management was first formed. The American model is used in corporations in the UK, USA, Australia, New Zealand, Canada and some other countries.

In the American school of management, it is generally accepted that the success of a company depends primarily on internal factors. Particular attention is paid to the rational organization of production, constant growth of labor productivity, and efficient use of resources. While external factors fade into the background.

Rationalization of production is expressed in high degree specializations individual workers and structural units of the company and strict delineation of their responsibilities. The advantages of specialization are that it allows you to reduce the amount of training of workers, increase the level of professional skills at each specialized workplace, separate from production tasks those that do not require skilled labor and can be performed by unskilled workers receiving lower wages, and also increases capabilities of specialized equipment.

Decisions are most often made individually, and the level of responsibility is one or two steps higher in the management pyramid than the level of managers with formal power. This means that management is responsible for the activities of their subordinates.

The American company operates in a social atmosphere that promotes equality. Accordingly, workers here are more mobile and easily change jobs in search of individual benefits. It is worth noting that the spirit of “sacrifice” (altruism) is rare among Americans: even in actions aimed at benefiting society, personal gain is easily detected. Often, a company encourages competition between employees (one of the ways of stimulation), which is why Americans are pronounced individualists and sometimes it is very difficult for them to work in a team.

The American management model is characterized by a hierarchical management model.

In the traditional model of a hierarchical organization, first of all, there is a distinction between the process of making business strategic decisions and operational decisions. basis strategic management is a systemic and situational analysis of external (macroenvironment and competitors) and internal ( Scientific research and developments, personnel and their potential, finance, organizational culture, etc.) environment.

The most important integral part The planned work of the corporation is strategic planning, which arose in conditions of market saturation and the slowdown in the growth of a number of corporations. Strategic planning creates the basis for making effective management decisions.

To reduce workers’ resistance to organizational changes taking place in corporations, programs are being developed to improve the “quality of working life”, with the help of which corporation employees are involved in developing a strategy for its development, discussing issues of rationalization of production, and solving various external and internal problems.

In the American economy, the state does not play a significant role as the owner of the means of production and the overall entrepreneur. The share of the public sector in GDP is about 4%, and together with local government enterprises it is about 13% of GDP. It employs about 14-15% of the workforce.

The state plays a decisive role in the reproduction of the labor force, environmental protection, and the development of the scientific sphere. It carries out nationwide regulation through monetary and budget policies and the federal contract system. In general, the state performs socially significant functions that either do not bring quick income or are not optimal for private economic entities.

Businessmen act straightforwardly:

1. resort to pressure and orders in the process of agreeing on a solution during negotiations;
2. do not make long digressions, but immediately go to the very essence of the issue, pragmatically classifying them, solving the issues one by one.

The main goal is a comprehensive agreement. One of the most important conditions is compliance with all laws, regulations, regulations, and not profit and agreement between partners. The American delegation at the negotiations must include an authorized representative who has the right to make decisions and a lawyer. American managers do not welcome it if their colleagues (partners) are interrupted during discussions or leave to discuss their decision before making a decision.

Currently, four main forms of involving workers in management have become widespread in the United States:

· participation of workers in labor and product quality management at the workshop level;
· creation of work councils (joint committees) of workers and managers;
· development of profit sharing systems;
· Attracting worker representatives to corporate boards of directors.

Involving workers to participate in higher authorities corporate management - boards of directors - is extremely rare in practice.

Features of management in an American company :

· Functionality, which means clearly assigned job responsibilities to the employee. Principle: Focus on what you do best; It doesn’t matter what you are, what matters is what you can do as a specialist.
· The manager's task is to reveal creative potential employee. Encouraging new ideas.
· Mandatory retraining and continuous training.
· Management by objectives. Dissection of any problem where the solution is associated with a set of heterogeneous knowledge. A clear algorithm for achieving.
· Implementation of opposing trends: a rigid functional approach (for example, a conveyor system) and a large number of leaders and creative individuals, decentralization and centralization, rigidity in defending one’s interests and flexibility in implementation.
· Career growth occurs strictly within the framework of professional specialization.
· Developed corporate culture.
· Management is considered a strong competitive advantage.

The restructuring of personnel work began with managers and highly paid specialists. From the perspective of the “human resources” concept, investments in this personnel are most justified.

The competence and personal “interest in the company” of top-level managers most radically influence the overall results of the corporation. Therefore, personnel work, including the system of remuneration, social insurance and various benefits, is focused on securing the management top of the company. Whereas neglect of work with ordinary performers contributed to the high turnover of this personnel due to premature physical or moral (obsolescence of professional skills) wear and tear, and low quality of work life. A sharply differentiated approach to working with personnel remained in the 70-80s, although a number of companies were forced to transfer new methods of work to a wider contingent of personnel.

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Ministry of Education and Science of the Russian Federation

NOU VPO "MOSCOW PSYCHOLOGICAL AND SOCIAL INSTITUTE"

Faculty of State and Municipal Administration

Course work

in the discipline: “Control Theory”

on the topic: “American management model”

Completed:

student, group 26 SP State Medical University

Mikhailova O.S.

Checked:

Ph.D. Meshkova I.V.

Moscow, 2008

Introduction

Prerequisites for the formation of the American model

management

Basic ideas of American management

Features of corporate governance

Features of personnel management in American organizations

Conclusion

Bibliography

INTRODUCTION

Over the entire history of management, many foreign countries have accumulated significant information in the field of theory and practice of management in industry, agriculture, and trade, taking into account their specific characteristics. Unfortunately, our domestic science of management developed independently and separately, often ignoring foreign experience in the art of management. For many decades, our country was dominated by the administrative-command management system, which mainly directed its efforts to criticize foreign management experience. In addition, we must keep in mind that it was in the United States that the science and practice of management was first formed. Its leading importance in the world today is undeniable, and its influence on the development of theory and practice is greatest. However, there is no need to blindly follow the conclusions of American theorists and the recommendations of their practitioners, but it is certainly necessary to know their ideas. Any science is based on the use historical experience. Studying the lessons of history allows us to avoid contradictions and mistakes encountered in the early stages of the development of science.

Management science in this regard differs little from other sciences. Like any science, it is interested in the past, present and future. Analysis of the past allows us to better understand the present in order to predict future developments. Knowledge and understanding of the past contributes to a better understanding current state science, as well as the emergence and formation of new ideas. The development of management science indicates that non-viable concepts perished, and only the most valuable ones, tested by practice and time, remained. Creation is fundamental new system management in Russia adequate to market relations is an integral component of building a new society.

However, the experience of doing business and implementing management is rich, often ambiguous and very useful. Creating your own management model requires, on the one hand, studying everything valuable that is contained in foreign theory and practice, and on the other, using its best achievements in your activities. In all the diversity of theories and phenomena of living practice, American management has been and remains the most powerful “managerial civilization.” American management allowed the United States to take a leading position among the countries of the Western world and Japan. This explains the relevance of the problem of studying the American management model, and, consequently, of this work.

Based on the argumentation of the relevance of the chosen topic, the target orientation of the work can be determined.

The purpose of the course work is to explore and analyze the characteristic features of the American management model.

In accordance with this goal, course work I solve the following problems:

identify the main stages of the formation of the American management model; analyze the main ideas of American management; consider the features of corporate management; study the features of personnel management in American organizations.

PREREQUISITES FOR THE FORMATION OF THE AMERICAN MANAGEMENT MODEL

Management as a science, a scientific discipline, arose in the USA at the beginning of the 20th century. Several factors help explain why America is the birthplace of modern management. At the beginning of the 20th century, the United States of America was practically the only country where a person could overcome the difficulties associated with his origin and nationality by demonstrating personal competence. Millions of Europeans, seeking to improve their lot, immigrated to America in the 19th century, creating a huge labor market of hardworking people. The United States, almost from its inception, has seriously supported the idea of education for all who wish to receive it. Education has increased the number of people capable of performing various roles in business, including management. The transcontinental railroad lines, completed at the end of the 19th century, turned America into the largest single market in the world. At that time, there was virtually no government regulation of business. This allowed entrepreneurs who were successful at the very beginning of their business to become monopolists. These and other factors made it possible to form large industries, large enterprises, so large that they required formalized methods of management.

Thus, a number of factors, including the democracy of the country, the hard work of citizens, the high prestige of education, as well as the lack of government intervention in the economy, contributed to the emergence of management science. The country was free from the conservative dogmas of the old world, and the creation of monopolies led to the complication of managing them. Under these conditions, the emergence scientific management became a response to business needs.

In the USA, the role of administration is increasing, both in the private and public sectors, property is losing its individual character ( joint stock companies etc.) and becomes corporate, mechanisms are created to maintain a hierarchical structure that excludes competition, elections and evaluation of employees based on business qualities.

In American society, the social significance of the “rank” is increasing, and there is a total bureaucratization of the administrative apparatus. Giant enterprises feel the need for a rational organization of labor, for clear, interconnected work of all departments and managers with scientifically based principles, norms and standards.

The Great Industrial Revolution of the 17th - 18th centuries had a much more significant impact on the theory and practice of management than all previous revolutions. As industry outgrew the boundaries of manufacture and the modern system matured share capital, owners of capital increasingly moved away from doing business. The owner-manager was replaced by hundreds and thousands of shareholders. A new, diversified (dispersed) form of ownership has emerged. Instead of a single owner, there were many shareholders, i.e. joint (and equity) owners of one capital. Instead of a single manager-owner, several hired managers appeared, recruited from all, not just privileged classes.

At the same time, administration was understood as the formulation of the general goals and policies of the company, and management in the original and narrow technical sense was understood as control over their implementation. Each production process is separated into an independent function and sphere of management activity. The number of functions is increasing, and the problem of their coordination and connection on a new basis is becoming more acute. To combine them, a staff of specialists (department, division) is assigned to each function, and general coordination functions are assigned to the manager.

It is important to note the following pattern here. Initially, the owner and manager are represented by one person. Management is then separated from capital and production. Instead of one capitalist manager, two communities arise: shareholders and hired managers.

The next stage of development: there are many managers and each one monitors a specific function. After this, the single specialist manager is fragmented again, and a community of specialists appears in his place. Now the manager coordinates the work of specialists, using special coordination tools for this, in particular, the decision-making system, company policy goals, etc.

ABOUTBASIC IDEAS OF AMERICAN MANAGEMENT

The American engineer and researcher F. Taylor is rightfully considered the founder of management science. The system of labor organization and management relations he proposed caused an “organizational revolution” in the sphere of production and its management.

Fundamentals of the F. Taylor system Semenov I.I. History of management: Textbook for universities. - M.: UNITY-DANA, 2000. - 222 p. : ability to analyze work, study the sequence of its implementation; selection of workers (workers) to perform this type ; education and training of workers; cooperation between management and workers.

An important characteristic of a system is its practical implementation using certain means, or “system technique.” In relation to the developments of F. Taylor, it included:

Determination and accurate recording of working time and solution in this regard to the problem of labor regulation;

Selection of functional foremen - for work design; movements; rationing and wages; equipment repair; planned distribution work; conflict resolution and discipline;

Introduction of instruction cards;

Differential wages (progressive wages);

Calculation of production costs.

To summarize, we can say that Taylor's main idea was that management should become a system based on certain scientific principles and should be carried out by specially developed methods and measures, i.e. that it is necessary to design, normalize, standardize not only production techniques, but also labor, its organization and management. Practical use Taylor's ideas have proven their importance, providing a significant increase in labor productivity.

Taylor's scientific management focused on the work done at the lowest level of the organization. Taylor and his followers analyzed the relationship between the physical nature of work and psychological essence working to establish working definitions. And, therefore, it could not offer a solution to the problems of dividing the organization into departments, areas and ranges of control and delegation of authority.

Another representative of the American management model, or rather its “organizational school,” is G. Ford, who was once called the “car king.” Experts believe that thanks to the invention of the conveyor belt in the production of automobiles, G. Ford made a “revolution on the shop floor.” He created a system where the first place was occupied by technology and technology, into which a person was “fitted.”

Basic principles of the G. Ford system Semenov I.I. History of management: Textbook for universities. - M.: UNITY-DANA, 2000. - 222 p. :

Mass production of standard products on a conveyor belt;

Continuity and mobility of the production process;

Maximum work pace;

New technology based on continuous production;

Precision as standard and product quality;

The determining role of the technical and technological system;

Economic effect of the system;

Do not be dependent on a person and his weaknesses.

The first attempt to apply psychological analysis to practical production problems was made by G. Munsterberg, a professor at Harvard University in the USA. In the 20-30s of our century, a school of human relations arose, the focus of which is the person. The emergence of the doctrine of “human relations” is usually associated with the names of American scientists E. Mayo and F. Roethlisberger, who are known for their research in the field of sociology of industrial relations.

To prove his ideas, E. Mayo in 1927 - 1932. conducts the Hawthorne experiment that later became famous Meskon M.H., Albert M., Khedouri F. Fundamentals of Management: Trans. from English - M.: Delo, 2000. - 704 p. (Hawthorne near Chicago). The subjects of the study were six female workers who made up a team assembling telephone relays. Thirteen times over the course of five years changes were made in working hours, payment, and catering. The workers were taught that their work was of great importance for society and science. When, during the twelfth change in working conditions, all the improvements and benefits previously provided to the brigade were canceled, it was discovered that the achieved level of increase in output not only did not decrease, but continued to increase. According to E. Mayo and his colleagues, moral and psychological factors - personal and group - played an important role in this.

This school marked the beginning of the development of ideas about “a person in an organization” and the role of the “human factor” in it.

Representatives of this school have developed their own management tools, which are currently widely used in practice: human relations; working conditions; relationship "manager - subordinate"; leadership style; work motivation; psychological climate in the team and its improvement.

One of the most important conclusions within the framework of the “school of human relations” is that. that a manager needs to have professional training, which includes, among others, “human science” disciplines - management psychology, social psychology, sociology of management, Business Etiquette and etc.

A large place in the research of scientists affiliated with the school of psychology and human relations is occupied by the problems of motivating people in organizations. Among the researchers who paid considerable attention to these problems are: A. Maslow, F. Herzberger, D. McClelland, K. Alderfer. The concept of motivation was most consistently developed by a prominent representative of the school of psychology and human relations, a professor at the University of Michigan School of Management, Douglas McGregor, who made a significant contribution to the development of the content of the theory of human resources, focusing his attention on issues of leadership, leadership style, and behavior of people in organizations.

Modern American management identifies six main types of it: government (its activities correspond to general concept management, although the word "management" does not apply to government activities); public management; military management; association (club) management; business management (a special type of management, different from government and state); management in state property(a special type of business management).

The famous American scientist, management professor Peter F. Drucker formulated seven basic principles of modern management in relation to enterprises that produce products or provide various types of services: the content of management is generally similar in different countries, but its methods are different. National management must take into account its own traditions and culture; history; the focus of management is on a person who must direct his efforts to improve the efficiency of his activities in order to achieve the efficiency of the entire enterprise; The task of management is to direct the actions of all employees to achieve the general goals of the enterprise; continuous development of the abilities, needs of all employees of the enterprise and the ability to satisfy them; the assessment and results of the enterprise's activities are expressed not within the enterprise, but outside it.

The modern American management model has the following main characteristics:

1. The philosophy of the company is that the replacement of its management is accompanied by a change in management and workers.

2. The goal of the company is to increase its profits and dividends to individual investors.

3.The organizational management structure of an American company is a corporation consisting of autonomous departments and using matrix management structures.

4. Recruitment of workers in the labor market is carried out through a network of universities, business schools, etc., while they aim at pursuing an individual, personal career. When hiring an employee, his suitability for a vacant position is checked using methods such as competition, assessment of classes, skills in special “assessment centers,” and passing exams for the position. Individual assessment and certification of employees is regularly carried out, and remuneration for their work depends entirely on the individual results and merits of the employee.

5. Organization of production and labor: the main focus is not on production, but on adaptation to the external environment; employees perform work based on strict execution job descriptions; wage rates are clearly defined depending on the position, work performed and qualifications, and wages are set in accordance with supply and demand in the labor market.

6. In-house planning: The planning process is decentralized. At the same time, the company’s branches are set a plan for the main financial indicators, production costs, sales, which can be adjusted throughout the year. “Strategic economic centers” are created for each new type of product.

8.Financial policy: the company administration redistributes profits between departments; expansion of production is carried out through the purchase (absorption, merger) of other corporations; The corporation is self-financing.

FEATURES OF CORPORATE GOVERNANCE

According to management theorists, the creation of corporations entailed the separation of property from control over its disposal, that is, from power. The real power to manage the corporation passed to its board and managers (specialists in the field of organization and production management). In the American management model, the corporation is still the main structural unit. Since the mid-80s. In the United States, interest in corporate governance began to increase. This was facilitated by a number of factors: an increase in institutional investment in the country, strengthening government control in the United States with the provision of voting rights at annual general meetings shareholders of certain institutional investors; corporate takeover activities in the second half of the 1980s; excessively high CEO salaries in many US corporations and a growing sense of loss of competitiveness vis-à-vis German and Japanese corporations.

The American model is characterized by the presence of individual shareholders and an ever-increasing number of independent, i.e., non-corporate shareholders (called “outside” shareholders or “outsiders”), as well as a clearly developed legal framework defining the rights and responsibilities of three key participants: managers, directors and shareholders and a relatively simple mechanism for interaction between the corporation and shareholders, and between shareholders, both at annual general meetings and in the intervals between them.

Corporatization is the usual way accumulation of capital by UK and US corporations. There is a cause-and-effect relationship between the predominance of equity financing, the size of the capital market and the development of the corporate governance system. The United States is the largest capital market and at the same time the home of the most developed proxy voting system and unprecedented activity of independent (institutional) investors.

Participants in the American model include managers, directors, shareholders (mainly institutional investors), government agencies, exchanges, self-regulatory organizations, consulting firms providing consulting services to corporations and/or shareholders on issues of corporate governance and proxy voting. The three main participants are managers, directors and shareholders. The mechanism of their interaction is the so-called corporate governance triangle. The American model, which developed under free market conditions, involves the separation of ownership and control in the largest corporations. This legal separation is very important from a business and social point of view, since investors, by investing their money and owning the enterprise, are not legally responsible for the actions of the corporation. They delegate management functions to managers and pay them to perform these functions as their business agents. The fee for the separation of ownership and control is called agency services. Corporate legislation in force in countries that apply the American management model resolves the conflicting interests of shareholders and managers in different ways. The most important of them is the election by shareholders of a board of directors, which becomes their trustee and begins to fulfill fiduciary obligations, that is, to act in favor of shareholders in the exercise of management control functions.

Corporate control can be divided into shareholder, managerial and financial, each of which can be exercised by legal entities and individuals. Shareholder control represents the ability to accept or reject certain decisions by shareholders who have the required number of votes. It is the primary form of control and reflects the interests of the company's shareholders. Exercising corporate control - primarily shareholder control - allows you to make the investment process as direct as possible without the participation of credit institutions. However, the development of direct forms of investment complicates individual investment choice and forces potential investors to look for qualified consultants and additional information. That is why the history of the corporation is constantly connected, on the one hand, with the maximum democratization of investment forms, and on the other hand, with the increase in the number of financial intermediaries represented by finance x institutes. Management control is the ability of individuals and (or) legal entities to ensure management of the economic activities of the enterprise, continuity of management of decisions and structures. It is a derived form from shareholder control. Financial control represents the ability to influence the decisions of a joint stock company through the use of financial instruments and special means. Thus, the initial function of credit and financial institutions is to lend to society. Financial control is formed on the basis of credit relations. Because of this, financial control is, as it were, opposed to shareholder control, since it is formed in the process of choosing between its own and external sources of financing for a joint-stock company. The dependence of a joint stock company on external sources of financing, as well as the expansion of such sources, increases the importance of financial control. American corporations widely use strategic management in their activities. IN general view strategy is a way of using means and resources aimed at achieving goals. Strategy can be defined as a general program of action that identifies the priorities of problems and resources to achieve the main goal of the corporation. The strategy formulates the main goals and the main ways to achieve them in such a way that the corporation receives a single direction of action. The emergence of new goals, as a rule, requires the search and development of new strategies. The content of strategic management consists, firstly, in developing a long-term strategy necessary to win the competition, and secondly, in implementing management in real time. The developed strategy of corporations subsequently turns into current production and economic plans to be implemented in practice. The concept of strategic management is based on systemic and situational approaches to management. The enterprise is viewed as an “open” system. The basis of strategic management is a systemic and situational analysis of the external (macroenvironment and competitors) and internal (research and development, personnel and their potential, finance, organizational culture, etc.) environment. Strategic management requires the creation of an organizational strategic structure, which includes a strategic development department at the highest level of management and strategic business centers of corporations. Each such center unites several production divisions of the company, producing the same type of products, requiring identical resources and technologies, and having common competitors. The most important component of the planning work of a corporation is strategic planning, which restrains the desire of managers to obtain maximum current profits to the detriment of solving long-term problems, and also focuses them on anticipating future changes external environment. Strategic planning allows corporate management to set reasonable priorities for the distribution of, as a rule, always limited resources. Strategic planning creates the basis for making effective management decisions.

For a long time, the American model of corporate governance, which gave birth to the largest number of transnational companies in the world, was considered, if not the best, then the dominant one. However, recent events have called into question the well-functioning institutions of the American model. There have always been abuses in corporate America. In the 60s, financial pyramids were actively built; the 70s were marked by major scandals in mutual funds. investment funds and insurance, the 80s - scandals on the stock exchange in connection with trading shares using confidential information. Today we are witnessing scandals related to poor corporate governance. The system is currently experiencing a crisis.

PECULIARITIESHUMAN RESOURCES MANAGEMENT IN AMERICAN ORGANIZATIONS

Analysis of the American style of personnel management is of particular interest. Firstly, this is the area of management where the differences between the American style and the fairly well-known Japanese style are most strikingly manifested. Prerequisites personnel policy, as well as the specific methods of its implementation at American enterprises, differ significantly from Japanese ones. Secondly, the results obtained in American enterprises (for example, the growth rate of labor productivity) indicate that the personnel management methods used there are quite effective. Efficiency is what attracts everyone more attention foreign researchers who, studying American methods of personnel management, are considering the possibility of using them in their countries. Personnel policies in US companies are usually based on more or less the same principles in the following areas. American firms that use traditional hiring principles focus on specialized knowledge and skills. General criteria for personnel selection are: education, practical work experience, psychological compatibility, ability to work in a team. Management personnel in the company are appointed. The American practice of selecting executives places the main emphasis on good organizational skills, rather than on the knowledge of a specialist.

American firms focus on the narrow specialization of managers, as well as engineers and scientists. American specialists, as a rule, are professional in a narrow field of knowledge and therefore their promotion through the management hierarchy occurs only vertically, which means that a financier will make a career only in this field. This limits the opportunities for advancement through management levels, which causes the turnover of management personnel and their transfer from one company to another. After hiring, an induction procedure is carried out, when the employee is introduced to his responsibilities in accordance with instructions limited to his narrow specialization, and is not introduced to the activities of the company as a whole and its organizational culture. In American companies, the dismissal of personnel, including managers, is always accompanied by a long series of evaluation and educational techniques, with the exception of extreme situations (theft, fraud, obvious violation of order). Each employee's performance is assessed once or twice a year. The results of the assessment are discussed between the employee and his boss and signed by both parties. They contain a list of shortcomings in work and ways to eliminate them, and, if necessary, a warning about dismissal or that further tenure depends on improvement of work. The final decision to dismiss an employee is made by a manager two to three levels above the immediate supervisor. If the dismissed person is a member of a trade union, then the reasons for dismissal are discussed with representatives of the trade union in accordance with the labor agreement. In any case, the employee can appeal the decision to dismiss at a higher level of management or through the court. Some companies have labor dispute commissions that deal with employee complaints regarding dismissal. The composition of such commissions includes both representatives of the administration and workers. In the USA, the wage system provides for the following: - workers receive time wages, which is associated with high level mechanization of labor, where production practically does not depend on the worker; - the minimum wage (as well as hourly rates) is regulated by law; - when determining the average level of payment, firms ensure that it is not lower than that of other firms in a given geographical area; - the absolute amount of earnings depends on the qualifications of the employee and the cost of living in a given area; -increases in earnings are usually made annually for all employees whose work is assessed positively. Certification of employees is carried out annually. The performance assessment is made by the manager based on information provided by the immediate superior; -the salaries of engineering and technical workers and management are not disclosed. They are established on the basis of an individual agreement between the administration and the relevant employee; - bonuses are usually paid only to the top management of the company. Encouragement is carried out through material incentives and promotion through the levels of the hierarchy. Career advancement is directly related to advanced training through the training system. In modern conditions, the training and retraining of managers is given great importance both at the official level and at the level of individual companies. Each company practically has its own retraining system. New employees are required to undergo retraining annually, as a result of which the learning process is continuous. This feature of the American management style is expressed in the system of training and advanced training of personnel and the development of its training technologies. Management based on the principle of participation is called participatory. Such an idea could only arise in America, striving for democracy or for the greatest, maximum benefit.

Firstly, each of the organization's participants receives a deeper understanding of the essence of their organization, knowledge of various aspects of its life. He receives more extensive and objective information about its activities than before. In general, the process of exchanging intracompany information is simplified.

Secondly, the personal participation of members of the organization, including ordinary employees, in the management process leads to the fact that the organization’s plans become the personal plans of the workers, and participation in achieving the organization’s goals brings satisfaction to the workers’ own needs. Each employee has new, clearly expressed motives for effective work, and the team spirit in the organization is strengthened.

Thirdly, the application of the principle of participation contributes to the fact that the employees of the organization, while engaged in management, develop themselves as individuals. They acquire new skills, new knowledge, the horizon of their personal capabilities expands, which means that the organization acquires additional resources to solve its future problems.

Fourthly, participative management combines two functions Organization Management: Textbook / Ed. A. G. Porshneva, Z. P. Rumyantseva, N. A. Salomatina, M., INFRA-M, 1999 management, which often conflict with each other - operational management and planning. Plans cease to be something external to managers. Managers themselves are involved in their preparation.

In the 60s XX century The demands of corporate workers to improve their socio-economic situation have become increasingly insistent. In parallel with this, many management theorists have come to the conclusion that a number of organizations do not achieve their goals due to ignoring the contradictions of a rapidly changing social environment. The consequence of this situation was the emergence of the doctrine of “industrial democracy” (“democracy in the workplace”), associated with the involvement in management of non-professionals, both the enterprise itself and consumers of goods and services, intermediaries, etc., i.e. environment external to the enterprise. Some American authors call the involvement of non-professionals in management the “third revolution” in management.

The first revolution, in their opinion, is associated with the separation of management from production and its separation into a special type management activities. The second revolution is characterized by the emergence of managers, i.e. people of a special profession. “Industrial democracy” (or participatory management) began to be seen as a form of participation of all employees of the organization in making decisions that affect their interests.

The authors of the idea of “industrial democracy” are considered to be sociologists J. Cole and A. Gorz, who proposed that corporations be managed through production councils controlled by workers. Through participation in the work of these councils, workers would gradually learn to control the entire production process, first within one corporation, and then throughout industry. Participative management can be considered as one of the general approaches to managing people in an organization. The goal of participative management is to improve the use of the full human potential of the organization. Participatory management involves expanding the involvement of employees in management in the following areas Organizational Management: Textbook / Ed. A. G. Porshneva, Z. P. Rumyantseva, N. A. Salomatina, M., INFRA-M, 1999: giving employees the right to make independent decisions; involving employees in the decision-making process (collecting the necessary information for making a decision, determining techniques and methods for implementing the decision, organizing work, etc.);

providing employees with the right to control the quality and quantity of work they perform; participation of employees in improving the activities of both the entire organization and its individual divisions; giving employees the right to create working groups based on interests, attachments, etc. in order to more effectively implement decisions. Currently, four main forms of involving workers in management have become widespread in the United States: participation of workers in managing labor and product quality at the shop level; creation of works councils (joint committees) of workers and managers; development of profit sharing systems; attracting worker representatives to corporate boards of directors.

CONCLUSION

In all the diversity of theories and phenomena of living practice, American management has been and remains the most powerful “managerial civilization.” Its leading importance in the world today is undeniable, and its influence on the development of theory, practice, and especially management education is greatest. There is no need to blindly follow the conclusions of American theorists and the recommendations of their practitioners, but it is certainly necessary to know their ideas.

American management was formed under the conditions of the creation of large hierarchical structures, the division of managerial and executive labor; introducing norms and standards, establishing the position of a hired manager, their duties and responsibilities.

The American school of scientific management began to consider management itself as a specific specialty, a specific area of professionalization of labor. In the American model, for the first time, the enterprise administration began to take upon itself all the initiative in planning, organizing work, and training personnel. The modern American management model is focused on such an organizational and legal form as a corporation. It is in the American management model that the idea of strategic management and planning in an organization arises, it is in the USA that large corporations with hired managers first appear, and the science of management itself emerges.

Participatory management involves expanding the involvement of employees in management in the following areas: providing employees with the right to make independent decisions; involving them in the decision-making process (collecting information, determining techniques and methods for implementing the decision, organizing work, etc.); providing employees with the right to control the quality and quantity of work they perform; participation of employees in improving the activities of both the entire organization and its individual divisions. The American firm strives for efficiency through high specialization and strict delineation of responsibilities.

The American management model exists and is being improved and is still used not only in the United States, but also in Europe. The rich experience of American management can be taken into account and used in Russian management.

American management has made significant contributions to the development of management as an academic discipline.

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