The main categories of management sociology briefly. Methodology and methods of management sociology

Modern entrepreneurs are increasingly moving away from the teachings of classical management schools and are looking for new, more effective management techniques. One of the young areas trying to look for answers and solutions from this perspective is the sociology of management.

Unlike the classical school of scientific management, which focuses on the technological process, sociology proposes to deal with the relationships that have developed in the team.

What does social management do?

The sociology of management considers all processes occurring in society (at all levels) as the object of its interests. The object of research becomes the state, the region, and the individual. It can be argued that sociology and management psychology are interested in all people in the world, as well as organizations and the processes that occur during their interaction in any historical era.

In addition, this science also studies the spontaneity of social self-organization, which is very important for enterprise management. Indeed, in addition to the formal team - the staff - informal organizations are constantly being formed at the enterprise: friendly relations are struck between people, they have some common interests not related to work, etc. And an informal leader can cause a lot of problems for management if suddenly decides to oppose himself to his superiors. In a global sense, sociology defines the following spontaneous processes:

• human reproductive behavior;
• education of the shadow economy;
• population migration;
• formation of public opinion;
• consumer behavior.

Item

An important aspect of studying any problem is to determine not only the interests of science, but also the characteristics, processes and properties of the objects of research, i.e. its (discipline) subject. The sociology of management analyzes the patterns of functioning of individual social objects and identifies mechanisms of influence on their components.

At the same time, foreign and domestic theorists strive to identify the algorithms by which social patterns are implemented, and on their basis they create recommendations for the strategic and tactical management of an enterprise. In addition, the sociology of management calls one of its subject interests the study of the historical path of management: from the communal social structure to modern public administration.

Issues

At the present stage of development of the sociology of management, four blocks of tasks have been identified, the solution of which requires specialized knowledge and skills:

• the need to manage people in cases where the personal qualities of an employee are higher than his professional skills;
• the need to manage relationships in a team, highlighting issues of management and leadership, contrasting formal and informal structures, etc.;
• the need to develop clear criteria for determining management effectiveness;
• the need for systems management.

Another important issue dealt with by the sociology of management is predicting the development of spontaneous processes and developing methods for their optimization.

Scope of problems studied

Like almost any science, the sociology of management deals not only with fundamental but also applied research. The hierarchical principles of building society dictate their own rules and methods of activity to managers. By identifying four levels of interaction between society, theorists are looking for solutions to the assigned problems; moving from the general to the specific and vice versa, it is often possible to develop truly effective recommendations.

At the macrosociological level, processes of an interstate, state, interethnic and ethnic nature are analyzed. Middle-level theory is concerned with the management of society living in a local area (region, municipality, organization). The micro level analyzes the activities and behavior of the individual: behavior in society, consumer habits, motivation, etc. And, finally, at the operational level, an analysis is carried out and the optimal methodologies for managing the organization are selected, and specific research programs on management issues are developed.

Functions

Each science performs certain functions. The sociology of management is no exception. Researchers have identified the following:

So, the sociology of management studies management methodology based on socially significant goals; Moreover, the developed mechanisms are based on the results of applied research. Today this direction does not yet have an established conceptual apparatus and has not received its place in common system knowledge, because it is on the verge of two sciences - sociology itself and management.

If with the definition of sociology everything is more or less precise and unambiguous, then the concept of “management” is very broad and vague. Firstly, because, depending on the situation, management may not refer to an individual or a group, but to the whole system(organizations). In some cases, the discipline also considers the control of mechanisms. Secondly, the very concept of management is interpreted in different ways - from the development of control actions to total control of activities. Thirdly, management is often perceived as the power of one over another (manager over subordinate). And finally, the mechanism of leadership work is inherent in all spheres of human activity without exception.

All this provokes the emergence of such areas as sociology of management and social management. In a general sense, it is generally accepted that management is the development of leadership influence based on constant interaction.

Levels of Management

Depending on the size of the managed subsystem, the following levels of social management are distinguished:

• Institutional- senior management (president, head of the board of directors, etc.), this also includes the sociology of public administration.
• Managerial- middle management. Involves managing groups of people.
• Technical- operational management. Deals with personnel management issues (individuals), developing individual approaches to subordinates.

Personnel Management

The technical level of management is considered to be the most effective and necessary. Of course, both institutional and managerial levels are important as strategic goals. But the daily activities of people and interaction with each other make it possible to create products (that is, create added value, according to economic theory). And this is precisely what leads to income.

This once again confirms the need to study such a science as the sociology of management. The topics to cover here are endless:

• building an organizational hierarchy and power system, creating an organizational culture;
• formation of social groups, allocation of statuses in them and distribution of roles between participants;
• involving subordinates in the development of general production solutions, etc.

All this can significantly increase the responsibility of performers and their productivity.

Correct management is the engine of progress

In addition, the so-called social climate of the team influences the quantitative and qualitative indicators of production. This means that the sociology of personnel management is also interested in such issues as interpersonal relationships among employees, the emergence and resolution of organizational conflicts, adaptation and satisfaction of personnel, social planning and responsibility.

By dealing with structural connections in a team, this direction can not only track, but also explain how and why innovations constantly appear in management. And the possibility of transforming management methods from one production industry to another creates new ways of implementing them and, to some extent, stimulates the development of technology.

Sociology of management is a specific branch of sociological knowledge that studies social foundations, dynamic system and management processes, their social functions and principles, features management decisions And management activities, the degree of their effectiveness in the conditions of social relations existing in society.

Social management is understood as a systematic influence of the subject of management (managing subsystem) on a social object (managed subsystem), which can be society as a whole and its individual spheres: economics, politics, social, spiritual sphere or units (enterprises, institutions, organizations, etc.) - in order to ensure the preservation of their qualitative specificity and integrity, their normal functioning, improvement and development, and the successful movement of the system towards a given goal. Social management is carried out by purposefully influencing people's living conditions, their value orientations and activities, and their behavior.

The essence of the sociological approach to management lies in the identification and comprehensive study of its five interrelated components. The first of them is the activity of governing bodies (management subsystem), both state and public, from the point of view of their functioning as social systems, including the entire complex of selection, training, retraining, placement of personnel, their promotion up the career ladder, relationships that develop between employees of the management apparatus when they perform managerial functions, the specifics of their emerging interests, preferences and orientations.

The second component of management activity studied by the sociology of management is the purposeful management influence on the managed apparatus, including goal setting (social design, planning, regulation, etc.) and goal achievement. Such influence can be external in relation to the managed objects, when the management body is outside the scope of these objects (for example, the ministry in relation to the enterprises or universities included in the relevant industry), or internal, i.e. self-government, when management is carried out by a division or entity that is part of the managed object itself (for example, the directorate of the Minsk Tractor Plant plant or the administration of the Belarusian State University).

The third component of managerial activity studied by sociology is social self-organization, which is a set of spontaneous processes of intra-group regulation (public opinion, traditions, customs, social norms, leadership, etc.) that have a regulatory, controlling impact on the behavior and activities of individuals and their communities (groups), on their value orientations and relationships.

The fourth component of management activity, which sociology studies, is a system of management decisions (certain “commands”) aimed at ensuring the integrity and maintaining or increasing the quality parameters of the managed system, its sustainable development, increasing the efficiency of its functioning and ensuring adaptability to changing environmental conditions , both natural and, especially, social.

The fifth component of management activity, which constitutes the object of sociological research, represents the analysis and control of the functioning of the managed subsystem, which makes it possible to quickly adjust its activities in accordance with its changed internal state or external influences(for example, adjusting the quality or quantity of goods produced by a company, their prices due to changes

current market conditions). This also includes an assessment of the activities of the managed subsystem (factory, industry, educational institution, theater group, etc.) from the point of view of compliance with social criteria, interests, aspirations and expectations of the managed, analysis of the social consequences of decisions made, the attitude of performers towards them, accounting opinions and suggestions of performers in order to improve the activities of the control subsystem.

The sociology of management also studies the problems of competence, responsibility, diligence, discipline of employees of the social organization under study in their correlation with management activities, since the corresponding phenomena and processes are considered not just as the social qualities of individual workers, but also as the embodiment of certain social interactions that arise in process implementation of management decisions.

Optimal ratio The considered components of management activity presuppose their integration based on the use of the capabilities and limits of each of them, their consistent combination and interaction. For example, the head of any organization - factory, university, bank, trading company, etc. - interested in transferring as large a volume of management decisions (orders, assignments, instructions, etc.) from the form of one-time impacts into the form of an optimally operating system in accordance with the goals facing the organization.

Sociology studies management as a continuously ongoing social process of expedient influence on the managed system. This impact should not be interrupted, much less cease. The very continuity of the management process is ensured by the continuity of information flow. The subject of control is only able to influence the controlled system because he continuously receives information about its state, as well as about the state of the environment, about deviations in the movement of the system towards a given goal, processes this information into decisions, commands, transfers them to the control object, and corrects it behavior

tion, thereby ensuring the fulfillment of program tasks. Every management cycle begins with the collection of information and its comprehension; includes the processing of information into management decisions and the transfer of the latter to performers, and ends with the receipt new information, which is the starting point for the new management cycle.

The development of a management strategy (long-term goals and objectives), the development and selection of management decisions, the organization of their implementation, regulation and control, summing up results are based on the receipt of information and its transformation into commands, but are not limited to this. They require a clear allocation of time and the allocation of priorities in the activities of both the management system and the managed system. As a rule, a control system in its functioning faces many problems, some of which are urgent or not urgent, important and not so important. Urgent matters require immediate attention and control us like puppets. A striking example is the phone ringing. A manager may be busy developing an important management decision with his assistants and experts, but if at that moment the phone rings and the manager needs to do some urgent work, in most cases he takes up this task and postpones making a decision. Such is the psychology of a person, including a manager.

However, urgent matters are not always important. The urgency of any matter requires a quick response. As for important matters, they require the manifestation of initiative, perseverance and competence, active actions aimed at finding new opportunities to optimize the activities of the managed system. If a manager is constantly absorbed in decisions on urgent matters, this leads him to constant overexertion, stress and crisis thinking, which leads to a small and short-term effect. If the management subsystem (manager, manager, etc.) clearly identifies priorities in its activities, separates urgent, “emergency” matters from important ones,

and focuses its main attention precisely on these important matters, then broad prospects are revealed to this subsystem, a clear balance of important matters is established, both basic and urgent, and related; optimal management decisions are developed, their implementation is monitored, and the managed system functions effectively, sustainably, without crises or failures, and reliably. Therefore, in management activities, the correct determination of priorities and their steady implementation is very important.

In the sociology of management, it is customary to clearly distinguish between leadership activities and managerial activities. The famous American sociologists P. Drucker and W. Bennis defined the difference between them as follows: “Management is the art of climbing the ladder of success, leadership is the ability to determine whether the ladder is against the right wall.” The fundamental difference between these two activities can be understood if we imagine a group of miners cutting into a coal seam and extracting coal to transport it to the surface of the earth. Behind them, work organizers (managers or managers) indicate where and what kind of fastenings to put, introduce improved technologies, develop tariffs and rates wages, the worker’s work and rest schedule. And the manager is the person who, in accordance with the geological map of the occurrence of strata, suddenly gives the command: “Stop, start cutting in a different direction, because the strata there are thicker and the quality of the work is higher.”

Mine workers - ordinary miners, foremen, engineers, shift supervisors, etc. - are so busy with their daily work, mining coal, that they don’t even notice that they are moving along the coal road in the wrong direction. And the hyper-dynamic world around makes effective management more and more necessary, because only it develops an operating strategy, determines whether it is necessary to further increase coal production or, perhaps, repurpose coal mining into another, more effective activity, retraining the employed personnel

to work in another, more efficient field of production, for example, in the chemical industry, as is now being done in the Ruhr coal basin in Western Germany.

Management develops a strategy for the activities of an organization, an industry or an entire country, determines the goals of its development and redirects resources in the right direction. Management, on the other hand, develops tactical means of achieving set goals, determines the most effective ways and means of implementing the tasks of the activity of a given system, determined by management, be it a factory, a mine or a football team.

The sociology of management in its development is based on those formulated by F.U. Taylor ("Fundamentals scientific management"), A. Fayol ("General and Industrial Management"), G. Emerson ("Twelve Principles of Productivity"), G. Ford ("My Life, My Achievements") the scientific foundations of industrial production management. Taylor focused his attention on the shop floor management, Emerson and Ford - on the entire production process, and Fayol dealt primarily with the problems of higher administration and the general organization of production.

Expressing the essence of his system of “scientific management,” F. Taylor wrote: “Science instead of traditional skills, harmony instead of contradictions, cooperation instead of individual work, maximum performance instead of limiting productivity; development of each individual worker to his maximum productivity and maximum well-being."

These general principles of scientific production management were concretized by A Fayol in his doctrine of the six main operations carried out by enterprises. He paid main attention to the analysis of management operations, without which not a single enterprise is able to function successfully. He gave the following definition of management operations: “To manage means to foresee, organize, command, coordinate and control.” With this understanding, management is not

is neither an exclusive privilege nor a personally assigned responsibility of the head or director of an enterprise, it is a function shared between the managing and managed subsystems of the general and unified system of a given enterprise, carried out together with its other functions - technical, commercial, financial, etc. Thus, A. Fayol, like other representatives of classical management theory, focuses his attention on the administrative aspects of the activity of an enterprise (organization).

Based on these conclusions, one of the classics of sociology, M. Weber, developed an “ideal type” of administrative management, which he designated by the term “theory of bureaucracy.” The main characteristics of this “ideal type” are:

1. All activities necessary to achieve the goals of the organization are divided into elementary, simplest operations, which, in turn, presupposes a strict formal definition of the tasks of each of the links in the organization. The maximum possible division of labor creates conditions for the use of specialists - experts - at all levels of the managed system, who bear full responsibility for the effective performance of their duties.

2. The organization is built on the principles of hierarchy, i.e. Every subordinate employee or every department is subordinate to a superior. Each employee in the administrative hierarchy is responsible to his superior for the decisions and actions not only of his own, but also of all persons subordinate to him.

3. The activities of the organization are regulated by a consistent system of abstract rules and instructions and consist of applying these rules to particular cases. Clear rules and regulations define the responsibilities of each member of the organization and the forms of coordination of their individual activities.

4. The normal functioning of an organization in accordance with rational standards excludes the interference of personal considerations and emotions, likes and dislikes, but is based on “formalistic impersonality”, without anger and partiality. Consequently, the establishment

the elimination of personally colored sympathies and biases in official affairs is the most favorable factor that meets the genuine interests of clients, and at the same time fair treatment of all employees, the development of democratic principles in the activities of the administration.

5. Service in the management system is based on the compliance of the employee’s qualifications with the position he occupies, and employees must be protected from arbitrary dismissal. Service in an organization is inseparable from career, so there must be a system of "promotion" according to seniority or performance, or both. Such a personnel policy is designed to develop “corporate spirit” among employees, instill in them initiative and high degree loyalty to the organization.

6. The organization's hiring of employees is based on professional qualities candidates, and officials are not elected, but appointed, thus depending on their superiors, and not on any group of voters. All activities of the organization are managed by a special administrative staff, whose task is to ensure its effective functioning, in particular the functioning of its communication channels aimed at achieving the goals set for the organization.

Having given paramount importance to the formally organized aspects of management, M. Weber at the same time left informal relations out of sight. However, such relationships are vitally important, because, as P. Blau, C. Bernard, R. Merton and other sociologists have proven on the basis of empirical sociological research, it is informal relationships that can play important role in increasing the efficiency of management activities.

To summarize theoretical principles classical management theory, their development and specification in subsequent sociological research, as well as the experience of management activities in business and other areas of activity, major American specialists in the field of management theory R. Blake and J. Mouton developed

Society, as we know, is a complex, multi-level, integral and dynamically developing system. An integral attribute of any system is management, which ensures its preservation and development, ordering of the structure, interaction with the environment and achieving the goal(s) of the system. The existing and functioning management system in society cannot remain unchanged and fundamental changes are taking place in it. Social management is carried out by influencing people's living conditions, the motivation of their interests, and their value orientations.

There is a huge variety of communities in society, some of them develop spontaneously, spontaneously, on the basis mutual sympathy, people's interest in each other. But there are also types of social communities that are created and function to achieve a common goal or goals, and the interactions of the individuals (groups) included in them, their social roles and functions, rights and responsibilities are organized and managed in a certain way. Such social communities are called organizations and represent groups of people interacting in a certain way, whose activities are coordinated and managed to achieve a common goal.

Groups of people that are created by the will of management to achieve certain goals and interaction in these groups is regulated by relevant orders, orders, instructions are called formal organizations.

In the structure of any organization, even if it is small in terms of the number of people included in it, focused on performing several functions, a specific social phenomenon arises - control, and it leads to the emergence of individuals or their groups specially engaged in management activities.

Management is a specific type labor activity. It emerged as a special type of labor along with cooperation and division of labor. In conditions of cooperation, each manufacturer performs only part of the general work Therefore, to achieve a common result, efforts are required to connect and coordinate the activities of all participants in the joint labor process. Management establishes consistency between individual works and carries out general functions emanating from the movement of the organization as a whole. In this capacity, management establishes a common connection and unity of action of all participants in the joint production process to achieve the common goals of the organization. This is the essence of the management process.

It is difficult to give a complete definition of management, since it is a very complex, multifaceted phenomenon. There are more than 300 definitions of management. Lee Iacocca believes that management is nothing more than “getting people to work.” AkioMorita writes that the quality of a manager can be judged by how well he can organize big number people and how effectively it can achieve the best results from each of them, merging their work into a single whole. Peter Drucker defines management as a special activity that transforms an unorganized crowd into a focused, efficient and effective group. Werner Siegert emphasizes that to manage means to lead to the success of others. Michael Mescon believes that management is the process of planning, organizing, motivating and controlling necessary to formulate and achieve the goals of an organization through other people.

The following definition can be given: management is the preparation, adoption and implementation of decisions in all areas of the organization’s activities aimed at achieving planned goals.

All of the above definitions of management have something in common - this is the influence of the subject of management on the object of management for a specific purpose. Management as a special type of labor differs from labor that creates material goods and services. It does not directly participate in the creation of goods, but is, as it were, next to this process, leading it.

Thus, under management is understood as a systematic influence of the subject of management (control subsystem) on a social object (managed subsystem) based on reliable knowledge. This can be society as a whole, its individual spheres: economic, social, political, spiritual, as well as various links (organizations, enterprises, institutions, etc.) in order to ensure their integrity, normal functioning, improvement and development, achievement of a given goal.

Management is carried out by purposefully influencing the living conditions of people, their value orientations, behavior and has as its main task ensuring well-coordinated purposeful activities both individual participants in joint efforts (labor, political, sports, etc.), and the social organization (system) as a whole.

The management process includes many components of different quality, as a result of which it is studied by various sciences - political science, sociology, psychology, economic sciences. However, each of them distinguishes from it its own, unique object and subject of research.

Object of sociology of management are management processes occurring in society, its individual subsystems (political, economic, social, sociocultural) or organizations (enterprises, institutions, etc.), considered and interpreted from the point of view of the interaction of people participating in them, united in family, professional, territorial and other groups and included in diverse processes of cooperation, mutual assistance, and competition.

Subject of sociology of management is the study, assessment and improvement of management processes in various types communities, organizations, social institutions and society as a whole, each of which represents a specific system of social interactions of individuals and their groups.

Isolating the object and subject of the sociology of management makes it possible to formulate a definition of the most specific branch of sociological knowledge - the sociology of management.

Sociology of management is a special sociological theory that studies:

• management processes in various types of communities, organizations, institutions and society as a whole, carried out to preserve and ensure the sustainability of the development of the corresponding system, streamline and improve its structure, and achieve its goals;
• the diverse activities of government bodies, state and public, primarily as social systems;
• the whole complex of selection, placement, formation of management personnel;
• relationships and interactions that develop between employees of the management apparatus and subordinate employees and organizational structures;
• formation of management goals in terms of socio-economic and socio-psychological criteria, their compliance with the interests and expectations of the managed;
• analyzes and evaluates the social consequences of management decisions, determines the effectiveness of management actions;
• improvement of social mechanisms of influence of the subject of management (control subsystem) on the social object (managed subsystem) to preserve its qualitative specificity and integrity, ensure its normal functioning, and successful movement towards a given goal.

The sociology of management in its development is based on the principles of scientific management of social and industrial organizations formulated by F. Taylor, A. Fayol, M. Weber, G. Ford, G. Emerson, E. Mayo, R. Merton and other major theorists and practitioners of management activities. .

The management dictionary gives the following definition: management sociology is a branch of sociology that studies patterns and problems functioning of social relations in management processes.

EM. Korotkov interprets this science as formation of groups in management system based on sociological characteristics, change in social structure in management development processes, its characteristics and practical effect.

According to M.V. Udaltsova, the science that studies social relations and establishes the main criteria for the effectiveness of their functioning from the point of view of all subjects of social relations is called sociology and psychology of management and organizations.

These definitions emphasize two main aspects: first, the study of social relations; secondly, the study of the process of formation and change of groups (social communities).

• on the one hand, with those that took place in the 60s and 70s of the 20th century. discussions about the subject of sociology, which resulted in the definition of sociology as a science that studies social relations;
• on the other hand, according to many scientists (V. Kharcheva, V.A. Yadov, etc.) the specificity of sociology as an integral system scientific knowledge consists in the fact that it studies the patterns of formation, functioning and development of social communities. The key, fundamental category is the category of “social community” as the relationship of human individuals, which is determined by the commonality of their interests due to the similarity of the living conditions and activities of the people who make up this community, their material, production and other activities, the similarity of their views, beliefs, their subjective ideas about goals and means of activity. Isolating the concept of “social community” as the main category of sociology allows us to take into account the subject-activity component of the social:
  • 1) . Social Action;
  • 2) . The sequence of actions is a social process;
  • 3) . Forms of social organization: culture (systems of values, norms, patterns of behavior and relationships in social communities); social institutions; social structure (as an ordered system of social division of labor and the associated system of relations of property, power and management, rights and responsibilities); structure social functions and role prescriptions;
  • 4) . Subjective constructions of social reality that individuals build only through interaction with others, directly or indirectly.

G. Spencer, drawing an analogy between society and a living organism, distinguished “managing and controlled classes” in society.

Controllability there is a main characteristic O. control- the main function of the social system. The management process is nothing more than the ordering of the system. Moreover, since one of the main tasks of management is to preserve the qualitative certainty of the system by transferring it from one state to another, the ordering influence acts as bringing the system into conformity with its inherent objective patterns and trends that characterize this qualitative certainty. However, in order for this process to be successful, the social system must be manageable.

Controllability- as the main characteristic of the system, it means the degree of control that the managing subsystem of any organizational whole exercises in relation to the managed one, as well as the degree of autonomy that the managed subsystem retains in relation to the managing one. Of course, this line is flexible and varies depending on the type of social organization, the quality of control influence, characteristics, etc. However, it cannot completely disappear. This is typical for all social systems.

Larger and more complex social systems have a hierarchical and multi-level structure. Hierarchy (from the Greek hieros - sacred and arche - power) is a system of sequentially subordinate elements arranged in order from lowest to highest, characterizing various multi-level systems.

The vertical structure of the system with its hierarchical structure can be represented in the form of a multi-layer pyramid, a kind of “pyramid of influence”, while the relationships within each layer are horizontal, i.e. equal rights, and relationships of subordination arise between elements of different layers. Although the elements of all layers of a hierarchical system are interconnected and form a single set, the layers themselves constitute separate subsets that are more closely connected by relationships within the layer than with other layers and differ from each other. The essence of these differences is the power inequality of elements, based on the unequal volume of degrees of freedom to form active connections with other elements, i.e. influence them. All intermediate links or substructures have active and passive connections with the exception of the lowest layer. However, only active connections are decisive for the control hierarchy, i.e. the ability to actively influence other elements and their associations.

System connections(horizontal and vertical) - the basis of the existence of the system, they are stable, and are regularly repeated unchanged. In other words, people come and go, but relationships remain. At the same time, unstable relationships may arise in the system, i.e. those that appear sporadically and do not recur.

Elements of the system, individuals, social groups, organizations and communities, do not exist in isolation from each other, but in certain relationships. Any relationships in the system can be represented as paired relationships of the type “element 1 - connection - element 2”. Each connection in the system can be expressed through a corresponding intrasystem pair. For example, “boss - subordinate”, “manager - executive”, “control subsystem - controlled subsystem”.

Intrasystem pairs linking and intersecting with others form both the system itself and its functional basis- management.

Consequently, the main task of the sociology of management will be to study the diagnosis of these relationships and find ways to increase their effectiveness.

The managerial attitude (the attitude of system pairs) is the main link with which you can pull out the entire chain. If we use G. Spencer’s model of the social organism, then management relations are an analogy nervous system in a living organism. It is this circumstance that determines the choice of sociology of management.

Thus, subject of sociology of management are management relations and methods of management activity, their patterns, various social phenomena and structures, as well as people as individuals. A specific feature of the sociology of management is that it refers to active sociology. The sociology of management, using the conceptual and methodological apparatus of research sociology, allows for real changes to be made at various levels of community of people.

Thus, sociology of management part of general sociology examines the process of formation, functioning and development of a certain sphere of life activity and culture of a coordinated community of people; it explores the mechanism of social change and social relations, patterns of social actions and behavior in management systems and processes.

The sociological approach to management consists in identifying and studying the following interrelated components:

• 1. The sociology of management studies controls from the point of view of their functioning as social systems and includes the study of the complex of selection, placement, education of management personnel, the relationships that develop between people when they perform managerial functions. In the study of these problems, the sociology of management is close to the sociology of organizations.
• 2. Sociology of management includes setting and implementing social goals management from the point of view of social criteria; analysis of the social consequences of management decisions, research and development of a system for taking into account the interests, opinions and suggestions of people.
• 3. Sociology of management explores the problems of purposeful impact on managed subsystems and related issues of discipline, responsibility, efficiency, which express certain relationships that arise in the management process.
• 4. Sociology of management studies problems intragroup regulation and social self-organization in separate groups and in the enterprise as a whole.

The sociology of management considers the following topical problems:

• organizational culture;
• - system of power and leadership-subordination relationships;
• social structure of the organization; the relationship between formal and informal structures;
• social groups, statuses and roles;
• formation of social groups in the management system;
• connecting personal, group, and organizational goals;
• participation of performers in the development of common decisions;
• assessment of managers;
• organizational conflicts;
• personnel adaptation;
• management consulting;
• social planning;
• staff reduction;
• discrimination based on gender, age, education, etc.;
• job satisfaction and alienation from work;
• Social responsibility.

Sociology views management as a constantly ongoing social process of influencing the managed subsystem. To achieve organizational goals, a management strategy is developed. Effective activities of an organization are possible only if the social factor is taken into account.

G.P. ZINCHENKO

SOCIOLOGY AND PSYCHOLOGY OF MANAGEMENT

Lyudmila Olegovna Romashova

Oleg Viktorovich Romashov,

Publishing house "EXAM"

ID No. 05518 dated 01.08.01

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PREFACE 8

CHAPTER 1. SOCIOLOGY OF MANAGEMENT AS A SCIENCE
AND ACADEMIC DISCIPLINE 11

1. Formation and development of sociological
management concepts................................................................ ............................ eleven

2. Object, subject and methods of sociology of management.................................. 16

CHAPTER 2. PUBLIC ADMINISTRATION
IN THE SYSTEM OF SELF-ORGANIZATION OF SOCIETY 20

1. The role and place of administration in the system of self-organization of society 20

2. Social goal setting and its typology.................................................... 23

3. Sociocultural foundations for the functioning of the public service 26

CHAPTER 3. PUBLIC SYSTEM
ADMINISTRATION 29

1. System and administration process................................................... 29

2. Social mechanism of administration.................................................. 31

3. Social conditionality of government decisions................... 33

4. Social action of administration.................................................... 36

CHAPTER 4. REPRESENTATION OF INTERESTS
IN THE ADMINISTRATION SYSTEM 42

1. Political representation of interests.................................................... 45

2. Functional representation of interests.................................... 47

3. Social partnership............................................................. ...................... 49

CHAPTER 5. COMMUNICATION BASICS OF ADMINISTRATION 54

1. The role of communications in public legal relations.................................... 54

2. Information support for administration.................................. 57

3. Organization and regulation of communication processes.................................... 58

CHAPTER 6. ADMINISTRATION – A VARIETY OF PROFESSIONAL ACTIVITIES OF MANAGERS 64

1. The nature of the work of managers
in the field of administration......................................................... .................... 64

2. Division of labor in the state apparatus
and composition of the main categories of workers.................................................. 75

3. Features of the social and professional community of civil servants 77

CHAPTER 7. INSTITUTE OF STATE
CIVIL SERVICE 83

1. Institute of Civil Service – regulator of administrative activities of officials.................................................... ........................................................ .... 83

2. Establishment of the institution of professional civil service in Russian Federation........................................................................... 86

3. Functioning of the civil service institution.................................. 93

CHAPTER 8. ORGANIZATIONAL STRUCTURES OF ADMINISTRATION 99

1. Concept and classification of organizations................................................... .99

2. Organizational model government agency............. 101

3. Types organizational structures.................................................... 106

CHAPTER 9. WORKING GROUP IN AN ADMINISTRATIVE ORGANIZATION 113

1. Signs and types of working groups.................................................... .. 113

2. Sociometric structures.................................................... ................. 115

3. Management and leadership................................................. ........................... 117

CHAPTER 10. GROUP DYNAMICS 123

1. Formation of a working group................................................... ......... 123

2. Development of the working group................................................... .................... 126

3. Productive environment for group activities.................................... 129

CHAPTER 11. ADMINISTRATION TEAM 134

1. The role of teamwork in administration.................................... 134

2. Algorithm for forming a team.................................................... .... 137

3. Team effectiveness factors.................................................... ...... 140

CHAPTER 12. ADMINISTRATIVE CULTURE 146

1. Subcultures in the field of administration.................................................. 146

2. Signs and types of administrative culture.................................... 148

4. Culture change.................................................... ........................... 153

CHAPTER 13. SOCIAL DEVIATIONS OF SUBJECTS OF ADMINISTRATION 156

1. Distortions of the value-normative system of administration 156

2. Dysfunctions of the civil service.................................................... 159

3. Ways to de-bureaucratize the state apparatus.................................... 163

CHAPTER 14. SOCIAL RESOURCES
ADMINISTRATIVE REFORM 168

1. Strategy administrative reform.......................................... 168

2. Algorithm for optimizing structures and administration mechanisms 171

3. Customer-centric model government organization 177

4. The purpose and objectives of the civil service reform program 182

CHAPTER 15. SOCIAL ENGINEERING IN THE SPHERE

PUBLIC ADMINISTRATION...............................................185

1. Administrative and practical level of social

engineering........................................................ ...............................................185

2. Management consulting as a type

social engineering................................................................ ........................187

3. Technologicalization of consulting.................................................... .......190

CHAPTER 16. SOCIOLOGICAL METHODS AND

COUNSELING PROCEDURES...............................................................193

1. Problem analysis procedures.................................................... ...............194

2. Methods of diagnostic research....................................................195

3. Methods for developing a solution .................................................... ...................198

4. Implementation algorithm.................................................... ...............................200

CHAPTER 17. CONSULTING ON ISSUES

STRATEGIC MANAGEMENT. ................................................202

1. The essence of strategic management.................................................... ....202

2. Assessing the administration’s orientation.................................................. ......... 204

3. Organizational audit – diagnostic technology

managed object......................................................... ................................208

CHAPTER 18. CONSULTING ON ISSUES

PERSONNEL POLICY AND ITS IMPLEMENTATION....................................274

1. Prospects for socialization and humanization of personnel

work........................................................ ........................................................ .........276

2. Scheme for diagnosing personnel policy................................................................. .....281

3. Job analysis and description procedures. ...............................................288

4. Recruitment and selection technologies.................................................... ............289

5. Methods of personnel assessment................................................................. ........................294

6. Motivation strategy.................................................... ................................297

7. Functions of training in team building....................................................301

CHAPTER 19. CONSULTING ON ISSUES

MANAGEMENT OF ORGANIZATIONAL PROCESSES..................................305

1. Process profile analysis method (PAP)...................................................306

2. Methodology for assessing the effectiveness of administrative

organization (EDE)................................................... ........................................319

CHAPTER 20. CONSULTING ON ISSUES

ADMINISTRATIVE CULTURE.................................................... ..325

1. Procedures for identifying management style....................................................325

2. Methodology for assessing the conformity of individual

characteristics of the employee and organizational culture .................................... 329

3. Methods for determining the level of professional ethics. ...............................332

4. Technology for changing administrative culture...................................334

CHAPTER 21. CONSULTING ON ISSUES

PUBLIC RELATIONS ORGANIZATIONS...................................................341

1. Technology for developing a PR campaign program....................................................341

2. Conditions and procedures for organizing the reception of citizens.................................. 344

3. Methods of regulating social tension. ....................346

CHAPTER 22. COORDINATION OF INNOVATIONS.................................... 352

1. Overview of the main areas of diagnostic

administrative institution research...................................................352

2. Decision tree for innovators.................................................... ..........357

Afterword................................................... ................................361

Literature................................................. ...................................................366

Glossary of key terms......................................................... ...................368

PREFACE

Russian society is experiencing an era of profound transformations. It is in a situation of “catch-up socio-cultural development” caused by the crisis state of the industrial economy. Russians will have to reach the highest level of industrialization in order to organically, on their own basis, enter the phase of post-industrial development.

The first decade of real reforms, focused primarily on the initial accumulation of capital, has passed. This strategy led to the spread of the shadow economy and the quasi-market, an oligarchic form of public relations “imbued” with the spirit of corruption. The miscalculations made indicate the defects of the adopted management model, the outdated type of interaction between the state and society. Public politicians and professional officials do not understand that the restructuring of the administrative mechanism is more important than the goals of changing society that they set. Instead of using an unsuitable mechanism to influence society, it is necessary, on the contrary, to use society in order to modernize the administrative system.

The relevance of this task has already been understood. “Today the country has colossal opportunities,” the Message of the President of the Russian Federation V.V. Putin emphasizes Federal Assembly of the Russian Federation are blocked by a cumbersome, clumsy, ineffective state apparatus... The current functions of the state apparatus are not suitable for solving strategic problems. And the knowledge of officials modern science management is still very rare.”

The real opportunity to overcome the obvious shortcomings of the Russian bureaucracy lies in the deployment of professional training for civil servants of a new type - intermediaries between the state and civil society. In other words, society’s efforts should be directed not at fighting officials, but at creating conditions for the formation of a professional layer of bureaucracy.

In this regard special meaning Problems regarding the content of training for state and municipal employees in higher educational institutions are emerging. The course in the sociology of management fits organically into the cycle of special disciplines in training personnel for the state apparatus. However, the borderline status of this course determines its specificity. If management science considers the administration process as if “top-down”, from the subjects of management to objects, to society or its specific fragments, then sociology assumes the opposite point of view: from society as a whole (the managed object) to one of its components (the managing subject ). Thus, the sociology of management as an industry discipline studies the system and process of administration from a special, social perspective.

The concept of the proposed course is based on the distinction between three concepts that are often identified: management, management and administration.

Control in the broadest sense of the word can be defined as the activity of people joining their efforts to achieve common goals. The term "governance" is also used in a narrower sense in relation to the private and public spheres. In the first case, it is customary to talk about management (business management), and in the second about administration (public administration).

Management – capacious concept. It refers to the process by which managers shape and influence organizations to achieve specific goals. Management involves functions, methods and principles of managing people to obtain results that meet the set goals.

Administration is the process of implementing the legislative, executive, judicial and other powers of the state in order to fulfill its regulatory functions in society. For administration, the determining factors are not goals, but social resources. It involves the interaction of the subject and object of management in order to achieve socially significant results.

From an ordinary point of view, administration is of a “bureaucratic” nature, and management is of a “business” nature. In fact, the difference is that managers influence social organizations (enterprises, institutions, etc.), whose goals are set from the outside, and administrators influence social-territorial communities (country, region, city, village), whose goals are formed from within. Unlike social organizations, the process of goal achievement in social communities is not controlled, but directed. Perhaps for this reason, the text of the Constitution of the Russian Federation includes the concept of “civil service” and not “public administration”. It is more acceptable for government authorities.

Fundamentally different types of management activities provide the basis for identifying “departmental” subjects in the sociology of management and developing training courses that correspond to the profile of the university. Thus, for the training of specialists in the field of state and municipal administration, it is appropriate to offer a course in the sociology of administration that meets the modern educational standard not in the bureaucratic, but in the professional sense of the word. Based on this approach, the following goals and objectives of the textbook can be formulated.

Basic goals:

§ reveal the content and structure of the sociology of management, present sociological theories and concepts of management;

§ show the specifics of social relations in the management process, including management (business management) and administration (public administration);

§ introduce methods of sociological analysis of administration.

Current tasks:

§ mastering the basic concepts and provisions of the sociology of administration;

§ acquiring skills in sociological analysis of the administration process.

As a result of mastering this manual, the reader will be able to:

§ organize the joint work of people in working groups on a specific task;

§ provide information and communication support for management decisions;

§ represent state interests in society;

§ administer in an aggressive environment;

§ use social resources to modernize the state apparatus and increase its efficiency.

In conclusion, I would like to thank my colleagues at the Department of Sociology of SKAGS Kapitonova E.A., Karmizova S.T., Lysenko V.D., Sidorenko V.A., with whom I worked out the concept of the author’s course. Special thanks to P.V. Zayats, who collected material for preparing a dictionary of key terms.

CHAPTER 1. SOCIOLOGY OF MANAGEMENT
AS A SCIENCE AND ACADEMIC DISCIPLINE

Chapter Objectives:

§ Consider the formation and development of sociological concepts of management.

§ Define the object, subject and methods of sociology of management.

Sociology of management is one of the branches of sociological knowledge that identifies management relations in society. These relationships arise as a result of the interaction of such social subjects as the leader and the follower (relationships of dependence), the lender and the borrower (relations of power), the sovereign and the subject (relationships of domination), the leader and the executor (relationships of subordination), etc. The very combination of the words “sociology” " and "management" speaks of the borderline status of this science. It was formed at the intersection of the development of two independent disciplines: sociology and management.

individuals or groups specially engaged in management activities.

Management activities are studied by various sciences - political science, management, sociology, psychology, economic sciences. However, each of them highlights its own unique object and subject of research. The object of sociology of management is management processes occurring in society, its individual subsystems (political, economic, social, sociocultural) or organizations (enterprises, institutions, etc.), considered and interpreted from the point of view of the interaction of the people participating in them, united in various social communities and included in diverse social relationships.

The subject of management sociology is study, evaluation and improvement

the development of management processes in various types of communities, organizations, social institutions and society as a whole, each of which represents a specific system of social interactions of individuals and groups.

Thus, sociology of management is a branch of sociology that studies the sociological aspects of management activities: management processes in various types of communities, organizations, social institutions and society as a whole, carried out to preserve and ensure the sustainability of the development of the corresponding system, streamline and improve its structure, and achieve its goals. The focus of its attention is the study and improvement of social mechanisms of systematic, based on reliable knowledge, the influence of the subject of management on the managed social object to ensure its successful movement towards a given goal.

A specific feature of the sociology of management is that it refers to active sociology. The sociology of management, using the conceptual and methodological apparatus of research sociology, allows for real changes to be made at various levels of community of people.

1.3. Main tasks, functions and content structure of the sociology of management

After defining the features of the sociology of management as a branch of sociology, as well as its object and subject, we can formulate its main tasks.

The first of the main tasks of the sociology of management is to study the reality

natural facts that make up the living, constantly developing social fabric of management activity; facts that reveal the peculiarities of interaction between those people who manage various social communities and organizations, and those who, without holding leadership positions, are not included in management activities and are forced to obey the former, carry out their orders, orders, instructions.

The second task of management sociology is to

rich and diverse cluster real facts managerial activity

It is important to highlight the most important, typical ones and, on this basis, to detect trends in the development of management processes, their changes depending on the changing socio-economic, political and socio-cultural conditions of people’s lives, the development of their groups and communities, and society as a whole.

The essence of the third task is to construct the most likely directions and scenarios for the development of management activities in the future, i.e. a forecast for its improvement. This means that having determined the most likely trajectory for the further development of management activities, the sociology of management has the opportunity to solve its fourth task - to formulate scientifically based recommendations for improving the management system and explain why certain innovations appear in the system and structure of management activities, due to what circumstances new ones arise practical ways of their implementation in management processes.

Isolating the main tasks of the sociology of management allows us to determine its main functions, which are directly related to its tasks and follow from them.

Cognitive function sociology of management aims to study the main features of management as a specific sphere of labor activity, determining its role and significance in the development of society and its subsystems, organizations, groups, etc.

Evaluation function determines (assesses) the extent to which the management system existing in a given society or organization corresponds (or, on the contrary, does not correspond) to the main trends of this society, social expectations, needs and interests of the majority of people, develops or fetters the initiative of individuals, groups or communities.

Prognostic function is aimed at identifying the most likely and desirable changes in management activities within the near or more distant future, i.e. to determine possible trajectories of management development.

Educational (teaching) function is that, based on op-

identifying and assessing the significance of certain management concepts, trends in their development and improvement, forecasting their development in the future, disseminating knowledge about management, i.e. its tasks, functions, implementation mechanisms. Another component of this function is to equip management personnel with new techniques, management technologies, i.e. the sociology of management acts as a practically effective means of improving the management system and increasing the efficiency of management activities.

Thus, the essence of the sociology of management is comprehensively manifested in the combination of all its inherent functions, which are objectively characteristic of effective management, but largely depend on the subjects of management activity themselves and on the general level of development of management culture.

The essence of the sociological approach to management is to identify and study the following interrelated components:

1) governing bodies from the point of view of their functioning as social systems, including the study of the complex of selection, placement, education of management personnel, the relationships that develop between people when they perform managerial functions;

2) groups of problems related to the setting and implementation of social goals management from the point of view of social criteria, analysis of the social consequences of management decisions, research and development of a system for taking into account the interests, opinions and suggestions of people;

3) purposeful impact on controlled subsystems and related

Related to this are issues of discipline, responsibility, diligence, considered not simply as social qualities of an individual, but as an expression of certain relationships that arise in the management process;

4) intragroup regulation and social self-organization in

individual groups and the enterprise as a whole.

The sociology of management examines such current problems as organizational culture; system of power and leadership-subordination relationships; social structure of the organization; the relationship between formal and informal structures; social groups, statuses and roles; formation of groups in the management system based on sociological characteristics; connecting personal, group and organizational goals; participation of performers in the development of common decisions; assessment of managers; organizational conflicts; personnel adaptation; management consulting; social planning; discrimination based on gender, age, education, etc.; job satisfaction and alienation from work; social responsibility, etc.

Sociology views management as a constantly ongoing social process of expedient influence on the managed system. To achieve organizational goals, a management strategy is developed. Effective activities of an organization are possible only if the social factor is taken into account.

Review questions

1. Why is interest in sociology growing in modern society?

2. On what basis does the sociology of management stand out in the general structure of sociological knowledge?

3. Define the object and subject of management sociology and characterize their connection with the object and subject of general sociology.

4. Give a general definition of the sociology of management.

5. What does the fact that the sociology of management refers to active sociology indicate?

6. Describe the main tasks of the sociology of management.

7. What are the main functions of management sociology? How do they relate to its main objectives?

Topic 2. Evolution of sociological views on management

Considering the process of emergence and development of the sociology of management, three main stages can be distinguished. The first stage is associated with the interpretation of ideas about management within the framework of classical sociology (XIX - early XX centuries). The second stage, in essence, marks the emergence and constitution of the sociology of management as a result of the development of the concepts of human relations, motivation of activity, theory Y (1920-1950s). Finally, the third, modern stage, covering the entire second half of the twentieth and beginning of XXI centuries, represents the desire of the sociology of management to integrate broad sociological theories with management, theory with practice, academic components with applied ones.

2.1. The first stage in the development of the sociology of management

The sociological approach to management was first formed at the stage of classical sociology, which ended at the turn of the 19th-20th centuries. sociological concept of Max Weber (1864-1920). This approach meant (in the broad sense of the word) an understanding of management as an integral component of society, included in it as the most important element and associated with all other structures social life society. The peculiarity of the sociological approach to management at the stage of classical sociology was that, until Weber, it was considered primarily as an element political system. Weber first drew Special attention to control as an element economic system and its necessity for organizations and enterprises.

In his classical theory of bureaucracy, M. Weber proceeded from the need to rationalize all aspects of the life of modern society. He rightly believed that the diverse human activity, including management, becomes more systematized and effective if it is organized according to rules established on the basis of rational analysis. In the sphere of management activities, the main aspect of rationalization is the formation of an effectively functioning management apparatus - the bureaucracy. In order to isolate the basic principles of its activity, he constructed an ideal type of bureaucracy, its theoretical model. Such an ideal type practically never occurs in reality, but it serves as a model, by reference to which it is possible to improve the efficiency of management activities in an organization.

The main features of the bureaucratic activity of a formal organization, according to M. Weber, come down to the following seven points:

1) The tasks of the organization are distributed among various positions in it as

official duties, which presupposes a clear division of labor by position, making possible a high degree of specialization, which, in turn, contributes to improving the qualifications of service personnel, both directly and indirectly, through the possibility of hiring employees based on their production qualities;

2) positions or positions are organized intohierarchical power structure, usually in the shape of a pyramid: each official is responsible

is accountable to his superiors both for his own decisions and actions and for the decisions and actions of his subordinates, and has power over those below him.

3) decisions and actions of officials are controlled formally established

a new system of rules and instructions, ensuring uniformity and continuity of activity and, together with the structure of power, making it possible to coordinate its various types;

4) formal organization hasspecial administrative staff, whose task is to ensure its functioning, especially its communication channels;

5) officials in their contacts with clients and other officials are obliged to be guided byimpersonal orientation,co-

where each client or employee must be considered as the object of another “case”, and it is assumed that in this case the employee is obliged to discard all personal considerations and maintain complete emotional impartiality;

6) hiring an employee by an organization involves himcareer advancement: after passing the verification period, employees take up a position for a long period and are subject to re-certification, as a result of which, in the event

her successful completion, they can receive a career advancement - according to the same vertical linear relationship;

7) a formal organization is designed to develop a “corporate spirit” among employees, to form in them a high degree of loyalty to the organization

tions, the desire to strictly follow established rules and norms, according to which the position held by an individual in an organization should be considered by him as his main occupation.

Justifying the advantages of the “bureaucratic form” of an organization based on the specialization of functions, service hierarchy and career, M. Weber emphasized that it ensures high efficiency. The provisions of M. Weber’s theory, which dealt with the problems of power and management of social and political processes both in society and in specific enterprises and organizations, they have become basic for the sociology of management. Therefore, it makes sense to consider Weber’s entire management concept as the starting point of the sociology of management.

However, it should be noted that Weber focused primarily on the formal aspects of social management, ignoring the informal relationships that inevitably arise between colleagues, since they interact as integral individuals, and not simply as performers of the formal roles assigned to them. The actual activities of almost all institutions show that the informal relationships that inevitably arise within the framework of a formal organization are vital for the functioning of the corresponding social system. Thus, while giving a clear description of the functions of various elements of the organization, Weber did not take into account that the same factor that increases the effectiveness of one parameter can lead to dysfunctional consequences in another. Thus, he left a wide field for subsequent work by theorists in this area of ​​social knowledge and practical activity.

2.2. The second stage in the development of the sociology of management

A significant role in the emergence of the sociology of management was played by the concept that appeared in the 1920s. empirical sociology. By it we will understand the area of ​​development of sociological science associated with obtaining factual knowledge as a result of special empirical research. The latter means the study of local social problems, associated primarily with solving specific problems, regulating intergroup and intragroup relations and social processes. They can also be aimed at clarifying certain theoretical ideas and positions, or obtaining specific information that is used in management actions in all spheres of public life.

It was the late 1920s - early 1930s. It is considered to be the time of formation of the sociology of management as a special branch of sociological knowledge. This stage is associated with research into social processes and relations in production, and only in subsequent decades does the sociology of management “penetrate” into other spheres of public life. The concept of human relations, associated with the name of the American sociologist Elton Mayo (1880-1949), played a decisive role in the emergence of the sociology of management.

The essence of this concept is that the work itself, the production process, is less important for the worker than his social and psychological position, the system of informal relations in production, called human relations by Mayo. From this he concluded that all problems of production and management should be considered from the perspective of these relations. The factor of human relations, based on the desire of members of the production team to understand each other, to feel included in it and at the same time to feel free, is the main condition affecting efficiency production process and growth in labor productivity. Mayo called this human desire to be included in a certain social community a sense of sociability.

From this, another conclusion was made: in management activities it is necessary to strive to create “social” structures in production, i.e. within formal groups (for example, teams) - informal relationships, thanks to which employees will feel involved in important decisions and feel their own need. Human relations, according to sociologists, are capable of playing a decisive role not only in increasing the efficiency of an enterprise, but also in optimizing the management of all processes, from direct production processes (even production and technological ones) to interpersonal relationships. A rigid hierarchy of subordination is by no means always appropriate, since it may turn out to be incompatible with human nature and his freedom. Organizational leaders should focus not only and not so much on product output, but on the person, his needs and interests, and strive to satisfy at least part of them. Any managerial action must take into account the peculiarities of self-perception and self-esteem of subordinates and, relying on this socio-psychological mechanism, influence the relationships between them and their co-workers.

lidarity as members of a single social group. As a result, this will ensure efficient production activities, social stability in the enterprise and in society as a whole. E. Mayo concluded that the main task of management is to create conditions conducive to the effectiveness of groups. The informal system in organizations subsequently received

title of organizational culture.

Mayo's experiments showed the great practical possibilities of sociology to influence the effectiveness of many management decisions. This gave impetus to the active introduction of sociology into the activities of various organizations.

After the concept of human relations became widely known, managers were faced with the task of not only taking into account formal, production factors, but also to study, know and use in work the informal, social and socio-psychological aspects of interaction between participants in the production process. In this regard, the interest of management sociology in the knowledge and use of motivational mechanisms, including needs, interests, value orientations, and motives of people’s behavior, is understandable. Here, the theory of the American sociologist Abraham Maslow (1908-1970) “Pyramid of Needs” played a key role. He believed that in the process of managerial influence on people it is necessary to take into account the system of human needs, which consists of the following hierarchically ordered elements:

1) physiological (vital) needs(need for food, water,

recreation, sex, etc.) that are necessary for survival;

2) need for security of existence, confidence in the future includes protection from physical and psychological danger from the outside world and confidence that physiological needs will be met in the future;

3) social needs– include a sense of belonging to certain social communities (entrepreneurs, managers, farmers, workers, etc.), social interaction, affection, support, spiritual closeness, friendship, love;

4) prestige needs: desire to achieve respect, recognition of achievements, acquisition of competence;

5) needs for self-realization– the desire to realize one’s potential, the need for social and spiritual development of one’s own personality.

Moreover, the first two types were classified by Maslow as primary, innate needs, the rest - as secondary, acquired. According to his concept, each person satisfies his needs, starting with primary ones and climbing the steps of the hierarchical ladder to higher types of secondary, priority ones. social sphere needs. The management system must create optimal conditions for the realization of all groups of needs, but especially the highest (self-realization), since they are the ones that give a person the greatest feeling of his significance and happiness.

Of course, the hierarchical system of needs developed by Maslow is overly schematic and does not take into account the diversity of interests and needs of people, methods of motivation and stimulation of activity, but it provided good guidelines for organizing and determining the direction of management activities. She oriented managers of various ranks to the use of specific management methods that contributed to the social and spiritual improvement of workers, the full disclosure of their potential, and the development of creative abilities in subordinates. Theory Y of the American social psychologist provided them with enormous help in this. Douglas McGregor(1906-1964), who suggested that a manager’s ideas about human motivation influence his management style, and proposed that in the theory and practice of management, we take into account the fundamental difference between two dichotomous theories - X and Y.

Theory X reflects the traditional, Weberian approach to management as an administrative-command process. Its followers believe that most people are passive and work as little as possible; people do not like responsibility and prefer to be led, controlled; most people do not have ambitions, they have a need for protection; people are self-oriented and therefore indifferent to the needs of the organization and are naturally resistant to change. With this perception of employees, the manager must, on the one hand, resort to coercion and control, and on the other, implement certain measures to stimulate the employee. Such managers tend to manage by rewarding and punishing using the “carrot and stick” method.

The counterbalance to this approach is, according to McGregor, theory Y, which is based on the perception of the employee as a person with intelligence and abilities. Followers of this theory believe that people are active by nature (they become passive as a result of ineffective management); the expenditure of physical and intellectual strength in work is as natural for a person as during play on vacation, therefore, forced labor under threat of punishment is not the only way achieving the goal; People, given the right conditions, are not only capable of learning to take responsibility, but also seek opportunities to demonstrate their abilities by making their own plans and exercising control. Accordingly, managers in theory play a qualitatively different role: their task is to integrate (unite), create a set of conditions corresponding to the development of the intellectual and creative abilities of employees, and organize work so that subordinates achieve their personal goals by realizing the goals of the organization. Under such conditions, there is a guarantee of the effectiveness of their work.

D. McGregor proposed recognizing the need for managers to abandon the provisions of Theory X and recognizing as basic philosophy management theory, considering the employee not as a passive object of influence, but as an active subject of activity with significant intellectual abilities. Essentially, theory Y meant an approach to human management in which “human relations” in E. Mayo’s understanding would be possible not only between workers within production teams, but also between them and managers at different levels. The condition for this

There can only be a different perception by workers of work, its nature and content. Therefore, the task of management is to create favorable conditions for an appropriate attitude towards work among workers, which McGregor, among other things, associated with providing employees with opportunities for self-government and self-control.

Mid-20th century was marked by the emergence of a new stage in the interpretation of management by Western sociologists. He was associated with the so-called “grand theories”. Among them, first of all, it is necessary to name the theory of system

dark and structural-functional analysis American sociologist

Talcott Parsons(1902-1979). Developing a systematic approach to the analysis of society and its management, Parsons proceeded from the possibility and necessity of maintaining balance, consistency, stability, order in it - taking into account the scientifically proven position that in closed systems entropy tends to grow. Management problems are considered by Parsons and his many followers from a broad social perspective. Social management is fundamentally normative in nature, and the norms themselves implement

V society primarily functions to integrate and regulate the vast majority of social processes. In addition to complying with norms, social management must take into account the increasing diversity in society social roles, which makes it difficult to make and implement management decisions. The correlation between motivation and behavior of members of society within social communities is ensured by social control.

Parsons's basic ideas concerning the problems of managing society and social processes were subjected to critical analysis, and from two sides. On the one hand, as an antipode to Parsons’ structural functionalism, which emphasizes the original predetermination in social system stability and balance and the role of social management to achieve them, concepts emerged social conflict. Their proponents (most notably the American sociologist Lewis Coser and the German sociologist Ralf Dahrendorf) argued that the main function of social management is

V using the integrating and stabilizing role of conflicts in society, since they arise on the basis of differences in the interests of groups in the struggle for their own status, power and share of reward. The integrating and stabilizing possibilities of conflict should become, according to supporters of conflict theory, the basis in the activities of a variety of management structures, from the government to municipalities.

WITH on the other hand, there was an anti-fundamentalist critique of the concept of social management in structural functionalism, most clearly represented by the American sociologistHerbert Simon(1916-2001). He believed that the formal principles of management allow for many practical interpretations, which is not always taken into account in Parsons' concept. The main thing is that the problem of the rationality of management models requires its solution, and this, in turn, makes it necessary to specify the principles of social management. The basic, most acceptable principles of management formulated by Simon include: 1) special

tion, which is a necessary condition improving management efficiency; 2) establishment of a clear hierarchy of subordination, subject to unity of command; 3) narrowing the scope of control at any point in the management hierarchy; 4) targeted grouping of workers (according to criteria such as tasks, process, customer, territory) in order to improve control over management activities.

2.3. The current stage in the development of management sociology

Development of the scientific and technological revolution of the twentieth century. caused a revolution in the material conditions of existence and development of society. This led to qualitative transformations and changes in all areas and elements of production. Characteristic directions these changes: comprehensive automation, cybernetization, electrification, robotization, computerization, creation of new technologies, etc. However, to ensure the functioning of production and increase its efficiency, relying mainly on technical means and methods of rationality, without implementing sufficiently human resources of the organization, succeeded less and less. It became impossible to achieve active use of skilled labor in production using old methods. In the changed conditions, new management tools were needed that took into account new realities and could increase the efficiency of companies without large additional costs. One of such means of managing a modern organization was an approach based on the concept of “organizational development”, the beginning of work on which dates back to the late 1950s, and the main features were formulated in the USA in the late 1960s - early 1970s 's

Organizational development (OD) is an organizational strategy based on an integrated approach to solve or help solve many of the complex problems facing people in organizations. The following factors had a direct impact on the emergence and formation of the concept: changes in the operating conditions of firms; increasing the role of the human factor in effective management (an employee with knowledge and a manager who knows how to mobilize and direct all the human energy of the organization to achieve its goals are increasingly being valued); accumulation of sufficient empirical material in the field of group research and group dynamics.

According to the OD concept, company management faces the need to

the ability to learn how to transfer the entire management system to achieve set goals into a new state in accordance with changed conditions . The ability to restructure the work of an organization based on a changing situation becomes characteristic feature management of a company that is increasingly focused on the constant implementation of organizational changes.

The original idea of ​​OD was to help people work together to regulate the culture of the organization so that the goals and intentions of the organization are achieved and one