Управление персоналом в системе современного менеджмента

Personnel management system of modern management. 
 
 
 
 
 
 
 
 
 
 
 

     Fadeeva Olga M-373 

    Management - case management 
Management is literally translated to English means "management". But in this sense the word is preserved only in the word "manager" - the manager. In foreign practice, the term came to refer to management of business organizations - business management - business. Managing non-profit organizations designated by the term "public business" and state-level management of the company - the term "administration". But the general generic for all three types of management - the concept of "control" .1 
Social control occurs with the social division of labor and develops to the extent of its development. Specific organizational relationships - management relations - are generated by the objective contradictions of the labor process as the main source of demand satisfaction. Growth and the emergence of the needs of demanding higher efficiency of the labor process, which allowed deepening of specialization and division of labor. At the same time meeting the needs of the connection requires the partial products generated by the specialized work in an integrated form of the product (service), suitable for consumption. And this requires cooperation of labor, combined joint work. As specialization and cooperation of labor, endlessly negating each other, exist only in unity, although at different levels. Organizational relations objectively necessary for the cooperation of labor and management is a relationship, relationship management. In any society, in any area where there is an objective affiliated, combined labor, management objectively necessary. Thus, management is a function of the joint, combined labor. 
At the primary, the main component of the social division of labor organizations, enterprises, institutions - management always seeks to ensure efficiency. Focus control is dictated by the nature of property and, above all, the means of production of goods and services. So the gist is determined by the second administration. Management is a function relationships sobstvennosti.1 
The essence of management is shown to match the needs and the production of goods and services, the end result of production of goods and services (or at the macro - and micro levels) with the resources available to the local producer and society as a whole. In agreeing in time and space separate production and reproduction. 
The essence of management is unambiguous for all three above-mentioned types of management. A different picture with the content and forms of governance. First of all, the main distinction here, and local (specific) control functions. The basic functions common to all types of management are: 
1. Preparation, rationale and optimal management decisions. 
2. The organization of performance management solutions. 
3. Control over the process of implementation. 
4. Registration and analysis of performance management solutions. 
5. Operational management of the process of implementation.

    Local (specific) functions are defined as essential features of objects of control. 
For management are: 
Function to ensure the optimal level of profits while minimizing costs. 
Optimal combination of economic and environmental requirements in the organization of production and sales of products and services. 
Paradigm, determined by the market (a seller's market, consumer market). 
For-profit organizations: 
The priority of social justice and social protection. 
For the government: 
The combination of economic regulation of mechanization with direct control of the market economy. 
Priority of rights in realizing the economic, social, spiritual politics. 
Any activities of the organization determined the main objective function, which in practice is termed a foreign mission. 
On the basis of the objectives outlined specific tasks for departments, units for primary structures for specific performers. 
Definition of objectives at all levels must meet certain regulatory requirements. The major ones include: concrete, reality, visibility, interconnectedness, coherence and effectiveness. 
Mission, goals, objectives are central to the management of the organization. Targeting management requires special attention to the processes of management goal-setting, formulation missions (main objective) and the justification of the system goals. This is one of the most important conditions for the formation of an effectively functioning team organization. 
The main factor of any business is, of course, the human factor. Formed, a survivor of the "child diseases" of becoming a mature team of employees who share tasks and tsedi firms with effective, appropriate conditions in which the (external and internal), operates the company, crucial for the success of all business. 
Business organization is an organizational form that is formed and functioning team of employees, its staff. The concept includes the following features: 
association of people with specific functions and roles; 
goal - to achieve a common goal, the implementation of the specific needs and interests; 
joint activities in various forms of interaction that allows to integrate the activities of people; 
defined boundaries, allowing the organization to exist independently. 
Organizations are classified in many ways: by ownership, by forms of governance, the amount of funding for activities in the territory, etc. 
According to the place in a market economy, the organization is divided into two groups: commercial and noncommercial. 
The defining feature of a commercial organization - the activity for profit. 
Commercial organization is a form in which we operate its team of staff - staff employed. The essential features of staff include: the availability of employment with the employer (usually made out by the contract), and certain qualitative characteristics, providing the ability to perform a specific range of activities and responsibilities. Staff is structured by categories: managers, professionals, civil servants, workers, and within each of them - according to occupation, occupations, skill groups. 
In the production of goods and services staff profit organization acts as a collective work - the basic, original, social community of people united by a common purpose, common goals, a group of social psychology, traditions and symbols. 
Status and authority of the personnel in the Russian Federation are determined by the Labour Code, Law on Insolvency (Bankruptcy) of the enterprise and other legislative acts. 
The competence of the labor collectives are: 
Deciding on issues of custody, examination and approval of collective bargaining with the administration. 
Consideration of issues according to government statutes memorandum. 
Determination of the order of social benefits from the funds of the workforce. 
The forms and modalities of public organizations. 
Addressing these issues in accordance with the contract of employment. 
Addressing the selection method of selling the company at an auction or investment tender. 
Participate in the consideration of the Court of Arbitration of the bankruptcy business, as well as the implementation of verification of documents submitted in support of insolvency. 
The process of forming the collective - a long and complicated. Its fundamental principle is contact people in the workplace. Contacts in the workplace are utilitarian in nature: not required friendly personality contacts, all contacts are functional. Relations manager and a subordinate does not depend on friendly relations between them, unions and associations, clubs and teams. 
Contacts lead to the formation of "primary" and "secondary" groups. The primary group is different quality of human relationships, the emotional satisfaction of its members. The secondary group can function in a friendly relationship, but the basic principle of its existence is to carry out specific functions, defined goal. Primary Group has always focused on the relationship between its members and the secondary focus on the target. 
Under the primary group is understood as such a group in which each member sees the other group members as individuals and personalities. Contact people in this group are of a personal character, as opposed to intra-group interactions. In such groups the members are interested in each other, especially as individuals, have common hopes and feelings, and fully meet their needs in communication. 
Secondary groups are almost always contain a certain number of primary groups. Under the leadership of the secondary group, usually considered the primary education, especially in the performance of individual tasks related to the interaction of a small number of group members.

    Formation of personnel management 
Becoming forms of joint creative activities associated with the transformation of her previous historical forms of organization of joint activities: joint-consistent, together - interacting, co-personal. That was the sequence in the XX century., As the experience of management of various organizations in developed countries is the development of the basic forms of collaborative creative activity. This process, when considered within the framework of the organizational and cultural approach can be interpreted as a phase of formation of participatory organizational culture, and those transformations that have undergone the bureaucratic, organic and entrepreneurial culture, consistently generated a paradigm of human resource management in the management of capitalist countries.1 
Reveal the logic of this historical process of organizational and cultural evolution. Technocratic approach, rooted in the philosophy of positivism, which has been moved (the most well-known figure in this approach - F. Taylor) in the practice of organizing production and labor processes in connection with a sharply increased demand for improvement of large-scale production systems, with output of serial mass production. An employee in this kind of human-machine systems, was treated as a "cog". The problem of optimization of these technologies has been solved by streamlining how social relations of production and labor processes. We used a more efficient mechanisms to control and reward. The ultimate goal of rationalization - to raise the level of exploitation of all ingredients (including the "human material") of these systems. 
The negative social consequences of this kind of rationalization, although achievable, especially in crisis situations (especially in time of war) the growth of labor productivity through the introduction of elements of the scientific organization became apparent in the second half of the 20's. They have generated a series of social experiments (Hawthorne studies E. Mayo). Humanization of labor relations, workers' involvement in the discussion of issues relating to their production activities, the use of positive effects of group self-organization - these are the essential principles of doctrine of human relations. Its implementation for the first time gave the employee status (though unequal) partners in the relationship with the manager and the owner of the company when it was necessary to resolve complex social and labor issues. The guarantee of this style of relationship could only be a collectivist solidarity of workers who are institutionalized in the activities of trade unions. 
The collectivist nature of the ideology of professionalism inherent in the mass professions, by the mid 50s. became an obstacle to the scientific and technical progress, since the widespread introduction of technological innovations to drive out mass unskilled labor. Stimulation of individual professional development through the inclusion of mechanisms for self-interest and personal responsibility - this is the specificity of a new approach to personnel management has gained acceptance in developed countries, in 60-70-ies Its application, ultimately, it is aimed at to increase the entrepreneurial activity of all employees and make the company more competitive. 
However, the orientation on consumer motivation employee hypertrophy egoistic morality led to the erosion of morale organization, reducing the overall efficiency of its operations. Therefore, as an antidote to the natural look returns (in one form or another) to collectivist values, providing a healthy atmosphere in organizations where workers, united in temporary and permanent working groups to deal with difficult co-organized activities. In a deep structural crisis of the 70s. creation of an optimum in terms of solutions, usually uncommon problems, forms of organization for such working groups became self-sufficient task. Social and cultural creativity of the workers themselves, their direct participation in self-organization and self-government joint activity, mutual supervision, mutual aid and interoperability clarified by common values ​​and goals that define the behavior of each team member, shared responsibility for results and high efficiency, all-round development and use of individual and group capabilities - these are terms of a new approach to personnel management 80 - 90 years., called the team management - team management. 
Thus, we can talk about the four major paradigms in personnel management in the XX century.: 
- The doctrine of human relations; 
- Contracting doctrine of individual responsibility; 
- The doctrine of command management. 
The latter is the paradigm of sequential organic synthesis transformations, historically preceding participatory organizational culture of other organizational cultures. From this point of view of the absence of a national or corporate organizational culture historically prior and upgraded all three elements of organizational culture - bureaucratic and organic business - makes it very problematic full implementation of the doctrine of command of management by the insufficient activity of the organization, poor morale disposition or (ii) low level of professionalism. This determinacy degree of maturity of the national and corporate organizational culture using advanced methods of personnel management in HR explains, in particular, the inability of artificial transfer of even the most effective tools in human resource management practices of local staff sluzhb.1 
1.3. Personnel management: from personnel management 
for Human Resource Management 
The evolution of the theory and practice of foreign personnel management can be identified phase of adaptation, as new technology management, and specific approaches in personnel work. The real revolution in personnel work was caused by the use after the Second World War, the ideas of system approach to management. Formation management system led to the emergence of fundamentally new technologies of personnel management - human resource management. This technology has been incorporated into the strategic management and human resource management function has the competence of senior officials of corporations. Changed the nature of personnel policy: she became more active and visible. 

    There are three main models of personnel management. 
1) HR Manager as trustee of their employees, taking care of healthy working conditions and a favorable moral-psychological atmosphere in the company. This paternalistic model goes back to the social-reformist ideas of the late XIX - early XX centuries. and found its embodiment in the organic numerous variations of the doctrine of human relations. Official status personnel manager in this model is quite low: the clerk, trained in the field of industrial sociology (or psychology) and helps line managers to carry out an effective policy to the corporation in respect of employees; 
2) the personnel manager as a specialist in labor agreements (contracts), including collective bargaining agreements. In large organizations, using the mass of low skilled labor, it has dual roles: the implementation of administrative control over the observance by employees of the employment contract, job accounting movements, regulation of labor relations in the process of negotiations with the unions. Performing these functions requires, as a rule, legal training, which provides HR manager rather high status in the organization; 
3) The personnel manager as the architect of human resources organization, playing a leading role in developing and implementing long-term strategy of the corporation. His mission - to provide organizational and professional human resources components of the coherence of the corporation. He is a member of its senior management and has trained in this new field of knowledge management as the management of human resources. 
The essential difference between the latest model from the previous two, the traditional, obvious. However, for domestic staffing services, while still learning a technology personnel management, the difference between traditional methods of personnel management and human resource management methodology to a certain extent is speculative. Therefore, we turn to the analysis of foreign experience to vividly delineate the advantages and disadvantages of these two areas of personnel management. 
Although the differences even within the national traditions of Personnel Management is very high, we can distinguish the general characteristics of the happy practice of personnel management, and the existing spread in the XX century in corporations in developed countries.