The elements of the personnel management system include: Basic elements of the personnel management system. Subsystem aimed at managing organizational relationships

FEDERAL AGENCY FOR EDUCATION

State educational institution of higher professional education

Siberian State Aerospace University

named after academician M.F. Reshetnev

Department of NKPU

TEST

By discipline: "Personnel Management"

On the topic of: The main elements of the organization's personnel management system.

Performed:st. gr. MZU 81

Nikonova I.V.

Checked:Kazakova A.N.

Krasnoyarsk 2010

Introduction 3 pages

1. Control system elements 4-8 pages.

2. Personnel management system 9-11 pages.

3. Principles of personnel management 12-13 pp.

4. Methods of personnel management 14-22 pp.

5. Features and disadvantages of management methods 23 p.

Conclusion 24 pages

References 25 pages.

Introduction

The relevance of this topic is that a large number of enterprises work with an outdated personnel management system, which objectively creates the need for transformations that require new knowledge and skills from employees.

In this regard, the study of the problem of personnel management system is not only relevant, but also necessary.

My theme test work"The main elements of an organization's personnel management system." In the main part of my work, I revealed the elements of management, methods, principles of personnel management of an organization, as well as the features and disadvantages of management methods.

1. Control system elements

Any organization is a complex social system consisting of two elements - the manager and the managed. Being a subsystem of the organization as a whole, the control element itself at the same time represents a very complex formation, which we will call a control system.

It is characterized by a certain configuration of the structure, the degree of centralization or decentralization, formalization and regulation, stability or variability, openness or closedness (receptivity or immunity to external influences).

Structurally, the management system consists of a control and managed subsystem (the boundaries between them are very arbitrary), in unity forming the subject of management, as well as the mechanism of their interaction, including a set of powers, principles, methods, rules, norms, procedures regulating the procedure for carrying out management actions on relation to the control object. The systems approach requires considering the subject and object of management as a single whole and in relation to the external environment.

The managing subsystem of a management system can be understood as that part of it that develops, accepts and transmits management decisions, ensures their implementation, and the managed subsystem is the part that perceives them and implements them in practice. In conditions of hierarchical management, most of its links, depending on the specific situation, may belong either to the control or to the managed subsystem.

At the head of the control subsystem is its director (central link), who personifies management influences. It can be individual (manager) or collective (board of directors joint stock company).

The control subsystem also includes the mechanisms of its influence on the managed one - planning, control, stimulation, coordination, etc.

The controlled subsystem includes elements of the control object that perceive the control action and transform the behavior of the object in accordance with it, as well as the mechanism of interaction of these elements (personal interests, goals of employees, their relationships, etc.).

Typically, the control subsystem is smaller in scale than the controlled one and its complexity is lower; but she is more active, dynamic. The controlled subsystem, on the contrary, has great inertia, which usually requires considerable energy to overcome. This system refracts management decisions in accordance with its specifics, which largely determines the effectiveness of their implementation.

If management is of an official nature, then its subject is organizationally and legally formalized in the form of a position or a set of positions that form a management unit (administrative apparatus). Otherwise, the subject may be an individual person or a group of people not formally associated with certain positions. The main thing here is that the control subject generates decisions that regulate the functioning of the control object.

It is necessary to distinguish subjects of management activity from the subject of management - living people in whom management relations are personified - managers and employees of the apparatus.

In order for the interaction between the control and controlled subsystems to be effective a number of conditions must be met.

First, they must match each other. If there is no such correspondence, it will be difficult for them to “match”; they will not be able to understand each other in the process of work, and, consequently, realize their potential capabilities. It is easy to imagine, for example, a case where a person, who is smart and capable in himself, becomes a leader in an area of activity that he has little idea about. It is clear that the decisions he makes will be difficult to understand for his subordinates, and the latter will not be able to work with the required efficiency.

Moreover, the control and controlled subsystems must be compatible with each other so that their interaction does not give rise to negative consequences that could lead to their inability to perform their tasks. So, if the manager and subordinate are not psychologically compatible, then sooner or later conflicts will begin between them, which will have the most negative impact on work results.

Secondly, within the framework of unity, the control and controlled subsystems must have relative independence. The central control link is not able to provide for all the necessary actions in specific situations due to the distance from the scene of events, ignorance of the details, interests of the object and its possible psychological reactions, especially in unforeseen circumstances. Therefore, decisions made at the top cannot be optimal.

Thirdly, the control and controlled subsystems must carry out two-way interaction with each other, based on the principles of feedback, reacting in a certain way to management information received from the other side. Such a reaction serves as a guideline for adjusting subsequent actions, which ensure the adaptation of the subject and object of control not only to changes in the external situation, but also to each other’s new state.

Fourthly, both the control and managed subsystems must be interested in clear interaction; one is in issuing the commands necessary in a given situation, the other is in their timely and accurate execution. The subject's ability to control is determined by the object's readiness to follow incoming commands.

A similar situation arises when the personal goals of the participants in the management process coincide and at the same time correspond to the goals of the management object. Therefore, the possibility of them achieving their goals should be directly dependent on the degree of achievement of the goals of the control object arising from its needs.

The listed factors should ensure the controllability of the object, characterized by the degree of control that the control subsystem exercises in relation to it through the controlled one.

Controllability manifests itself as the reaction of a subordinate, controlled object of a subject or the control system as a whole to a control influence. It can take the form of fulfilling relevant requirements, inaction, resistance, formal actions, that is, it is characterized by readiness to fulfill management requirements and cooperation. Manageability depends on such circumstances as the knowledge and experience of personnel, compliance of the type of management with the conditions of the internal and external situation, sufficiency of the manager’s powers, and the socio-psychological climate.

Within the framework of a control system, there are a wide variety of connections between its control and controlled subsystems: direct and indirect; main and secondary; internal and superficial; permanent and temporary; natural and random. Through these connections, the control mechanism operates, which is understood as a set of means and methods of influencing the managed object in order to activate it, as well as the motives of personnel behavior as its most important element (interests, values, attitudes, aspirations).

The control mechanism must correspond to the goals and objectives of the object, the real conditions of its functioning, provide reliable, mutually balanced methods of influencing the object, and have opportunities for improvement.

The management system must be effective, which implies: efficiency and reliability, quality of decisions made; minimizing the associated time costs; saving general costs and expenses for maintaining the management apparatus, improving the technical and economic indicators of core activities and working conditions, the share of management employees in the entire personnel of the organization.

The efficiency of the control system can be improved by using more reliable feedback, timeliness and completeness of information, taking into account the socio-psychological qualities of participants, ensuring the optimal size of units.

2. Personnel management system

personnel management system efficiency

Control is an element and at the same time a function of organized systems of various natures (biological, social, technical, etc.), ensuring the preservation of their structure, maintenance of the activity regime, implementation of the program and goals of the activity. Vikhansky O.S., Naumov N.O. Management. M.: Gardariki, 2004 - pp. 23-25

General patterns of control identified by cybernetics, the science of general principles and methods of controlling complex systems in nature, technology and society. Special aspects of control in technical systems are studied by the relevant branches of technical sciences (for example, there is control theory aircraft), in biological systems - branches of biological sciences (for example, physiology studies conditioned reflexes and other similar mechanisms used in controlling animals).

Management Science creates, systematizes and disseminates knowledge on how to carry out management activities. This is frontier science; it combines elements of economics, sociology, psychology, cybernetics, and computer science.

Subject of management science constitute management relations in which economic, social and political relations and interests are simultaneously manifested, which are expressed in the impact on society or its individual elements with the aim of streamlining them, preserving their qualitative specificity, improvement and development. The subject of management science is also management technologies and methods and trends in the development of management practice.

Management is inherent in any society or its individual element (organization, team, division, city, region). The need for management arises from the systemic nature of the object, the need for communication between people and the exchange of products of their material and spiritual activities.

Management objects there may be industries (industry, agriculture, transport), territorial communities of people (region, district, city), individual stages of reproduction (production, supply, sales, R&D), aspects economic activity(product quality, interaction with consumers, marketing), types of resources (financial, human, etc.), as well as production characteristics (efficiency, attitude to work, quality of life, employment level). Vershigora E.E. Management: Proc. allowance; 2nd ed., revised. and additional - M.: INFRA-M, 2000

Subjects of management may be a director, manager, board of directors, mayor of the city, city council, head of department, quality group, city chamber of commerce and industry, as well as any other people or groups of people exercising managerial influence on the management object.

Management can be defined by listing its main functions, which include: goal setting, analysis, forecasting, planning, organization, coordination, motivation, training, accounting and control, communication, decision making.

All management functions are closely related to each other and complement each other. In the activities of any organization - commercial and non-profit, large or small, formal or informal - all management functions are present without exception.

Personnel management system is a set of techniques, methods, technologies, and procedures for working with personnel.

There are several approaches to formulating a personnel management system. It all depends on what aspect of this phenomenon is being considered.

Regarding the above definition, from this point of view, the following elements are included in the personnel management system personnel work(Fig. 1.1).

Figure 1.1. - Elements of personnel management

This is only an incomplete list of HR technologies used, but it allows you to imagine the range of work with personnel. All elements of the personnel management system can be divided into three blocks:

1) personnel formation technologies, which include personnel planning, determination of hiring needs, recruitment, selection, hiring, release, sometimes this includes adaptation of workers;
2) personnel development technologies that combine training, careers and the formation of a personnel reserve;
3) technologies for the rational use of personnel, including assessment, motivation, and labor regulation.

An organization's personnel management system is a system in which personnel management functions are implemented. It includes subsystems of general line management and a number of functional subsystems that specialize in performing homogeneous functions. Let's look at them in more detail. Shekshnya S.V. Personnel management of a modern organization -M: Business school, “Intel-Sintez”, 2007

The subsystem of general and line management carries out the following functions: management of the organization as a whole, management of individual functional and production departments.

The personnel planning and marketing subsystem performs the following functions: development of personnel policy and personnel management strategy, analysis of personnel potential, analysis of the labor market, organization of personnel planning, planning and forecasting of personnel needs.

The personnel management and accounting subsystem carries out: organizing the hiring of personnel, organizing interviews, assessing the selection and hiring of personnel, accounting for the admission, transfer, promotion and dismissal of employees, professional guidance and organizing the rational use of personnel, employment management, and office support for the personnel management system.

The labor relations management subsystem produces: analysis and regulation of group and personal relationships, analysis and regulation of management relations, management of industrial conflicts and stress, socio-psychological diagnostics, management of interaction with the trade union.

Support subsystem normal conditions labor performs such functions as compliance with the requirements of psychophysiology and ergonomics of work, compliance with the requirements of technical aesthetics, labor protection and the environment.

The personnel development management subsystem carries out: training, retraining and advanced training, induction and adaptation of new employees, assessment of candidates for vacant positions, ongoing periodic assessment of personnel, implementation business career and career and professional promotion, organization of work with the personnel reserve.

The subsystem for managing the motivation of personnel behavior performs the following functions: managing the motivation of labor behavior, rationing and tariffication of the labor process, developing remuneration systems, developing forms of personnel participation in profits and capital, developing moral incentives for personnel, organizing normative and methodological support for the system

The social development management subsystem carries out: organization Catering, management of housing and consumer services, development of culture and physical education, provision of health care and recreation, organization of social insurance.

The subsystem for the development of the organizational management structure performs such functions as analyzing the existing organizational management structure and developing a staffing table.

Subsystem legal support personnel management system implements: solution legal issues labor relations, coordination of administrative and other documents on personnel management. Organizational personnel management: Textbook. Ed. A. Ya. Kibanova. - M.: INFRA-M, 2004

Another approach to defining a human resource management system is to present the human resource management system from an organizational point of view. Based on this position, the personnel management system is a set of organizational structures performing personnel management functions. This includes managers, the PM service, that is, everyone who in one way or another implements the functions of the PM.

Thus, the personnel management system includes the entire procedure for working with personnel - from determining the main idea of interaction between the administration and the workforce to the release of workers - as well as the set of subsystems that support it (information, organizational, personnel, legal) Shekshnya S.V. Personnel management of a modern organization -M: Business School, Intel-Sintez, 2007.

The personnel management system will only be effective when all its elements are applied in conjunction, in the aggregate, that is, when the organization, when working with personnel, pays attention to all aspects of personnel work.

The concept of enterprise personnel management is a system of theoretical and methodological views on understanding and defining the essence, content, goals, objectives, criteria, principles and methods of personnel management, as well as organizational and practical approaches to the formation of a mechanism for its implementation in the specific operating conditions of enterprises.

The basis of the concept of personnel management of an enterprise at present is the increasing role of the employee’s personality, the importance of his motivational attitudes, the ability to form and direct them in accordance with the tasks facing the enterprise.

Changes in the economic and political systems in Russia at the end of the twentieth century simultaneously provide great opportunities and contain serious threats to the sustainability of the existence of each individual, and introduce a significant degree of uncertainty into the life of almost every person.

Enterprise personnel management in such a situation acquires special significance, as it allows to implement and generalize a wide range of issues of individual adaptation to external conditions, taking into account the personal factor in building an enterprise personnel management system.

In summary, three factors can be identified that influence the employees of the enterprise.

The first is the hierarchical structure of the enterprise, where the main means of influence is the relationship of power - subordination, pressure on a person from above, through coercion, control over the distribution of material goods.

The second is culture, i.e., a scale of values, social norms, and behavioral guidelines developed by a society, an enterprise, or a group of people, which regulate the actions of an individual, force the individual to behave one way and not another without visible coercion.

The third is the market - a network of equal relations based on the purchase and sale of products and services, property relations, and the balance of interests of the seller and the buyer. Egorshin A.P. Personnel Management. - Nizhny Novgorod, 2005

During the transition to a market, there is a slow move away from hierarchical management, a rigid system of administrative influence, and practically unlimited executive power to market relations and property relations based on economic methods. Therefore, it is necessary to develop fundamentally new approaches to the priority of values. Inside the enterprise, the main thing is the employees, and outside - the consumers of the products. It is necessary to turn the consciousness of the worker towards the consumer, and not towards the boss; to profit, not to waste; to initiative, and not to a mindless performer. Move to social norms based on common economic sense, without forgetting about morality.

The personnel management system (HMS) combines the activities of the organization in relation to personnel, the main procedures within the framework of the personnel management system. Organizational personnel management: Textbook. Ed. A. Ya. Kibanova. - M.: INFRA-M, 2004

Generalization of the experience of domestic and foreign enterprises allows us to formulate the main goals of the personnel management system: provision of personnel, their effective use, professional and social development (Fig. 1.2):

Figure 1.2 - Enlarged tree of goals of the enterprise personnel management system

To ensure the goals of personnel management, the enterprise carries out comprehensive work to study the organization’s personnel. In this regard, it is necessary to define the concept of personnel and briefly describe the main directions of studying the personnel of an organization.

FEDERAL AGENCY FOR EDUCATION

State educational institution of higher professional education

Siberian State Aerospace University

named after academician M.F. Reshetnev

Department of NKPU

TEST

By discipline: "Personnel Management"

On the topic of: The main elements of the organization's personnel management system.

Performed: st. gr. MZU 81

Nikonova I.V.

Checked: Kazakova A.N.

Krasnoyarsk 2010

Introduction 3 pages

1. Control system elements 4-8 pages.

2. Personnel management system 9-11 pages.

3. Principles of personnel management 12-13 pp.

4. Methods of personnel management 14-22 pp.

5. Features and disadvantages of management methods 23 p.

Conclusion 24 pages

References 25 pages.

Introduction

In this regard, the study of the problem of personnel management system is not only relevant, but also necessary.

The topic of my test is “Basic elements of an organization’s personnel management system.” In the main part of my work, I revealed the elements of management, methods, principles of personnel management of an organization, as well as the features and disadvantages of management methods.

1. Control system elements

At the head of the control subsystem is its director (central link), who personifies management influences. It can be individual (manager) or collective (board of directors of a joint stock company).

The control subsystem also includes the mechanisms of its influence on the managed one - planning, control, stimulation, coordination, etc.

It is necessary to distinguish subjects of management activity from the subject of management - living people in whom management relations are personified - managers and employees of the apparatus.

In order for the interaction between the control and controlled subsystems to be effective a number of conditions must be met .

The listed factors should ensure the controllability of the object, characterized by the degree of control that the control subsystem exercises in relation to it through the controlled one.

The efficiency of the management system can be increased with the help of more reliable feedback, timeliness and completeness of information, taking into account the socio-psychological qualities of participants, and ensuring the optimal size of units.

2. Personnel management system

Personnel management is a multifaceted and extremely complex process, which is characterized by its specific features and patterns. Personnel management is characterized by consistency and completeness based on comprehensive problem solving and reconstruction. The systems approach involves taking into account the relationships between individual aspects of the problem in order to achieve final goals, determine ways to solve them, and create an appropriate management mechanism that ensures comprehensive planning and organization of the system.
A management system is an ordered set of interconnected elements that differ in functional goals, act autonomously, but are aimed at achieving a common goal.

The system organizationally assigns certain functions to structural units and employees, and also regulates the flow of information in the management system.

The human resource management system is constantly developing and improving. At each stage of the development of society, it must be brought in accordance with the requirements of the development of productive forces, making adjustments to its individual elements.

Personnel management is ensured by the interaction of the managing and managed systems.

The management system (subject) is a set of management bodies and management employees with a certain scale of their activities, competence and specificity of performing functions. It can change under the influence of organizing and disorganizing factors. The management system is represented by line managers who develop a set of economic and organizational measures to recreate and use personnel.

A managed system (object) is a system of socio-economic relations regarding the process of recreation and use of personnel.
Personnel management is a complex system, the elements of which are directions, stages, principles, types and forms of personnel work. The main directions are the recruitment and retention of personnel, their professional training and development, assessment of the activities of each employee from the point of view of achieving the goals of the organization, which makes it possible to adjust their behavior.

With all the diversity of organizations that exist in modern society and the types of activities they engage in, when working with human resources they solve the same tasks, regardless of their specifics.

First, every organization attracts the right number of employees. Selection methods depend on the nature and operating conditions of the organization.

Secondly, without exception, everyone trains their workers to explain the task and match their skills and abilities to the requirements of the task.

Thirdly, organizations evaluate the performance of each employee. The forms of assessment are varied, as are the types of organizations.

And finally, every organization, to one degree or another, rewards its employees, that is, it compensates for the time, energy, and intelligence that they spend to achieve their goals.

The named functions exist in any organization, but they can be expressed in different forms and to varying degrees of development.

Consequently, in order to develop successfully, an organization must manage the recruitment, training, assessment, and remuneration of personnel, that is, create and improve methods, procedures, and programs for organizing these processes. In totality and unity, methods, procedures, programs constitute a personnel management system.

The main elements of the management system are people, who simultaneously act as the object and subject of management. The ability of human resources to simultaneously act as both an object and a subject of management is the main specific feature of management.
Consequently, the socio-economic system is the unity of the managing and managed systems, and the management mechanism is a set of relationships, forms and methods of influence on the formation, distribution and use of labor resources in the state.

The personnel management system in an organization consists of a complex of interconnected subsystems (elements).

A subsystem is a part of the system separated by functional elements or organizational characteristics, each of which performs, defined tasks, works autonomously, but is aimed at solving a common goal.
The system of subsystems has a multi-level structure, with a large number of areas of activity.

Traditionally, subsystems are distinguished that correspond to the main functions of human resource management.

3. Principles of personnel management

Personnel management is based on the following principles:

Scientific approach, democratic centralism, orderliness, unity of orders;

A combination of individual and collective approaches, centralization and decentralization, linear, functional and target management;

Monitoring the implementation of decisions.

Personnel management is a complex and integral component of organizational management. It is complex because people, by their nature, differ from other resources and require special approaches and management methods. The specificity of human resources is expressed in the fact that, firstly, people are endowed with intelligence, their reaction to management is emotional, thoughtful, and not mechanical, which means that the relationship process is two-way; secondly, people are constantly improving and developing; thirdly, the relationship is based on a long-term basis, since a person's working life can last for 30-50 years; and lastly, people come to the organization consciously, with certain goals and motives.

Human resource management at this time should focus on the following positions:

Man is the source of income;

All activities of the organization are aimed at achieving economic results and making a profit;

Successful work is possible only if the organization is provided with a highly professional staff of workers; the company is valuable for its people.

According to many foreign economists, the main thing in working with human resources is:

Using the individual abilities of employees in accordance with strategic goals organizations, first of all, to master new equipment and technologies;

Integration of the desires, needs and motives of employees with the interests of the company. The essence of human resource management is to ensure the achievement of the organization's goals by staffing its production personnel with appropriate competence. Personnel management is plans that use the opportunities of the external environment to strengthen and maintain the competitiveness of the organization with the help of its employees. People management is the basis of organizational management.

4. Personnel management methods

Personnel management methods (HRM) are ways of influencing teams and individual workers in order to coordinate their activities in the process of functioning of the organization. Science and practice have developed three groups of MUP: administrative, economic and socio-psychological

Multivariate development of proposals for the formation of a personnel management system and selection of the most rational option for specific production conditions.

The simpler the HR system, the better it works. Of course, this excludes simplification of the personnel management system to the detriment of production.

The development of measures for the formation of a personnel management system should be based on the achievements of science in the field of management, taking into account changes in the laws of development of social production in market conditions.

In any vertical sections of the personnel management system, hierarchical interaction must be ensured between management links (structural divisions or departments, managers), the fundamental characteristic of which is the asymmetrical transfer of information “down” (disaggregation, detailing) and “up” (aggregation) through the management system.

In any horizontal and vertical sections of the personnel management system, rational autonomy of structural units or individual managers must be ensured.

Interactions between hierarchical units vertically, as well as between relatively autonomous units of the personnel management system horizontally, must be generally consistent with the main goals of the organization and synchronized in time.

To ensure the sustainable functioning of the personnel management system, it is necessary to provide special “local regulators”, which, if they deviate from the given goal of the organization, put a particular employee or department at a disadvantage and encourage them to regulate the personnel management system.

Personnel management, both vertically and horizontally, can be carried out through various channels: administrative and economic, economic, legal, etc.

The personnel management system must have conceptual unity, contain a single accessible terminology, the activities of all departments and managers must be built on common “supporting structures” (stages, phases, functions) for personnel management processes that differ in economic content.

The personnel management system should provide maximum convenience for the creative processes of justification, development, adoption and implementation.

Administrative methods are based on power, discipline and punishment and are known in history as “whip methods”. Economic methods are based on the correct use of economic laws and are known as “carrot methods” based on their methods of influence. Social psychological methods are based on motivation and moral influence on people and are known as “persuasive methods”.

Administrative methods are focused on such motives of behavior as the perceived need for labor discipline, a sense of duty, a person’s desire to work in a certain organization, and the culture of work. These methods are distinguished by the direct nature of the impact: any regulatory and administrative act is subject to mandatory execution. Administrative methods are characterized by their compliance with legal norms in force at a certain level of management, as well as with acts and orders of higher management bodies. Economic and socio-psychological methods are of an indirect nature of managerial influence. It is impossible to count on the automatic action of these methods and it is difficult to determine the strength of their influence on the final effect.

Administrative methods management is based on the relationship of unity of command, discipline and responsibility, and is carried out in the form of organizational and administrative influence. Organizational Impact is aimed at organizing the production and management process and includes organizational regulation, organizational regulation and organizational and methodological instruction.

Organizational regulation determines what a management employee should do and is represented by regulations on structural divisions that establish the tasks, functions, rights, duties and responsibilities of the divisions and services of the organization and their managers. Based on the provisions, the staffing schedule of this unit is drawn up and its daily activities are organized. The application of the provisions allows you to evaluate the results of the activities of a structural unit and make decisions on moral and material incentives for its employees.

Organizational regulation provides for a large number of standards, including: quality and technical standards (technical conditions, standards, etc.); technological (route and technological maps and so on.); operational and maintenance (for example, standards for scheduled preventive maintenance); labor standards (grades, rates, bonus scales); financial and credit (size of own working capital, repayment of bank loans); standards of profitability and relationship with the budget (deductions to the budget); material, supply and transport standards (standards for material consumption, standards for wagons being idle for loading and unloading, etc.); organizational and management standards (internal regulations, procedures for registration of hiring, dismissal, transfer, business trips). These standards affect all aspects of the organization's activities. Of particular importance is the rationing of information, since its flow and volumes are constantly increasing. In the context of the functioning of an automated control system, arrays of norms and standards are organized on computer information media in the information and computing center (ICC).

Organizational and methodological instruction is carried out in the form of various instructions and guidelines in force in the organization. In the acts of organizational and methodological instruction, recommendations are given for the use of certain modern management tools, and the wealth of experience possessed by management staff is taken into account. Acts of organizational and methodological instruction include: job descriptions establishing the rights and functional responsibilities of management personnel; methodological instructions (recommendations) describing the implementation of sets of works that are interconnected and have a common purpose; methodological instructions that determine the order, methods and forms of work for performing a separate technical and economic task; work instructions that define the sequence of actions that make up the management process. They indicate the procedure for carrying out operational management processes.

Acts of organizational regulation and organizational and methodological instruction are normative. They are published by the head of the organization, and in cases provided for by current legislation, jointly or in agreement with the relevant public organizations and are binding on the departments, services, officials and employees to whom they are addressed.

Administrative influence expressed in the form of an order, direction or instruction that is legal acts of a non-normative nature. They are issued for the purpose of ensuring compliance, enforcement and application current legislation and other regulations, as well as giving legal force to management decisions. Orders are issued by the line manager of the organization.

Orders and instructions are issued by the head of a production unit, division, service of the organization, or head of a functional unit. An order is a written or verbal requirement from a manager to solve a certain problem or perform a certain task. An order is a written or oral requirement for subordinates to resolve certain issues related to the task at hand.

Administrative influence, more often than organizational influence, requires control and verification of execution, which must be clearly organized. For this purpose, it establishes a unified procedure for accounting, registration and control over the implementation of orders, instructions and instructions.

Economic methods- these are elements of the economic mechanism with the help of which the progressive development of the organization is ensured. The most important economic method of personnel management is technical and economic planning, which combines and synthesizes all economic management methods.

With the help of planning, the program of the organization's activities is determined. After approval, the plans are sent to line managers to guide the work on their implementation. Each division receives long-term and current plans for a certain range of indicators. A clear system must be applied financial incentives for finding reserves to reduce production costs and real results in this direction. Of great importance in the system of material incentives is the effective organization of wages in accordance with the quantity and quality of labor.

In the conditions of a market economic system and the complex interaction of the system of prices, profits and losses, supply and demand, the role of economic management methods increases. They become the most important condition for creating a holistic, effective and flexible economic management system for an organization that acts in the market as an equal partner of other organizations in social labor cooperation. An economic development plan is the main form of ensuring a balance between market demand for a product, the necessary resources and the production of goods and services. The government order is transformed into the organization’s order portfolio, taking into account supply and demand, in which the government order no longer has a dominant role.

To achieve the set goals, it is necessary to clearly define efficiency criteria and the final results of production in the form of a set of indicators established in the economic development plan. Thus, the role of economic methods is to mobilize the workforce to achieve final results.

Social-psychological methods management is based on the use of a social management mechanism (system of relationships in a team, social needs, etc.). The specificity of these methods lies in the significant use of informal factors, interests of the individual, group, and team in the process of personnel management. Social-psychological methods are based on the use of laws of sociology and psychology. The objects of their influence are groups of people and individuals. Based on the scale and methods of influence, these methods can be divided into two main groups: sociological methods, which are aimed at groups of people and their interaction in the process of work; psychological methods that specifically influence the personality of a particular person. This division is quite arbitrary, since in modern social production a person always acts not in an isolated world, but in a group of people with different psychology. However effective management human resources, consisting of a collection of highly developed individuals, requires knowledge of both sociological and psychological methods.

Sociological methods play an important role in personnel management, they make it possible to establish the purpose and place of employees in the team, identify leaders and provide their support, link the motivation of people with the final results of production, ensure effective communications and conflict resolution in the team.

The setting of social goals and criteria, the development of social standards (standard of living, wages, housing needs, working conditions, etc.) and planned indicators, and the achievement of final social results are ensured by social planning.

Sociological research methods, being scientific tools in working with personnel, provide the necessary data for the selection, assessment, placement and training of personnel and allow you to make informed personnel decisions. Questioning allows you to collect the necessary information by mass surveying people using special questionnaires. Interviewing involves preparing a script (program) before the conversation, then, during the dialogue with the interlocutor, obtaining the necessary information. An interview - an ideal conversation with a leader, political or government figure - requires a highly qualified interviewer and considerable time. The sociometric method is indispensable when analyzing business and friendly relationships in a team, when, based on a survey of employees, a matrix of preferred contacts between people is built, which also shows informal leaders in the team. The observation method allows us to identify the qualities of employees that are sometimes discovered only in an informal setting or extreme life situations (accident, fight, natural disaster). An interview is a common method in business negotiations, hiring, educational events, when small personnel tasks are resolved in an informal conversation.

Psychological methods play an important role in working with personnel, since they are aimed at a specific individual worker or employee and, as a rule, are strictly personalized and individual. Their main feature is the appeal to the inner world of a person, his personality, intellect, images and behavior, in order to direct the internal potential of a person to solve specific problems of the organization.

Psychological planning constitutes a new direction in working with personnel to form an effective psychological state of the organization’s staff. It is based on the need for the concept of comprehensive development of the individual, eliminating negative trends in the degradation of the backward part of the workforce. Psychological planning involves setting development goals and performance criteria, developing psychological standards, methods for planning the psychological climate and achieving final results. It is advisable that psychological planning be carried out by a professional psychological service of the organization, consisting of social psychologists. The most important results of psychological planning include: the formation of units (“teams”) based on the psychological compliance of employees; comfortable psychological climate in the team: formation of personal motivation of people based on the philosophy of the organization; minimizing psychological conflicts (scandals, grievances, stress, irritation); career development based on psychological orientation workers; growth in the intellectual abilities of team members and their level of education; formation corporate culture based on behavioral norms and images of ideal employees.

Personnel management methods can also be classified according to their belonging to management functions (standardization, organization, planning, coordination, regulation, motivation, stimulation, control, analysis, accounting). A more detailed classification of personnel management methods based on their belonging to a specific personnel management function allows them to be built into a technological chain of the entire cycle of work with personnel. On this basis, the following methods are distinguished: recruitment, selection and reception of personnel; business assessment of personnel; socialization, career guidance and labor adaptation of personnel; motivation of staff work activity; organizing a personnel training system; conflict and stress management, personnel safety management, personnel labor organization, business career management and professional advancement of personnel; releasing person

5. Features and disadvantages of management methods

The features and disadvantages of traditional personnel management methods include the following:

The wide variety of existing approaches to personnel management has led to the fact that there is neither a single generally accepted concept nor a common professional ideology of this management discipline.

Personnel work has traditionally been on the periphery of attention of corporate leaders. The primary role of HR professionals was that they acted as advisors to management and were not directly responsible for developing and implementing the organization's strategy. And financial and production considerations, as a rule, always prevailed over the proposals of personnel workers, which ran counter to the general strategy of the corporation.

Human resource management specialists were characterized by the role of defenders of the interests of ordinary employees, which, in the opinion of their fellow managers, hindered the achievement of the goals of the organization.

Personnel management was interpreted as an activity that does not require special training

The lack of specialized professional training and appropriate professional qualifications reduced the authority of personnel workers in the eyes of superiors and line managers.

Against the backdrop of radical changes in corporate management over the past 15 - 20 years, personnel management is experiencing a real heyday.

Conclusion

After completing this work, I learned a lot of useful information that will be useful in the future in my profession.

For myself, I realized that a well-chosen labor collective The company must represent a team of like-minded people and partners capable of realizing and implementing the plans of management. Innovative nature of activity modern company, the priority of service quality issues changes the requirements for employees, increasing the importance of a creative attitude to work and high professionalism. This has already led to significant changes in the principles, methods and socio-psychological issues of personnel management.

The social management system is designed to provide effective work technical system. It is created in close connection with it and is not transferred to the disposal of production management units. The social system includes: selection and promotion of personnel; ensuring the distribution of responsibility during decision-making; effective system of remuneration and bonuses; solution to the status problem.

Bibliography

1. Bazarov T.Yu. Personnel Management. – M.: UNITY, 2007. – 219 p.

2. Gorfinkel V.Ya. Entrepreneurship. – M.: UNITY – DANA, 2008. – 735 p.

3. http://www.persona-nova.ru

4. Tsypkin Yu.A. Personnel Management. – M.: UNITY-DANA, 2001. – 437 p.

Personnel management provides a unified and comprehensive impact on the organization’s personnel and thereby:

– integrates into common system management of the organization, linking it with strategic guidelines and corporate culture, as well as with planning of research, production, sales, quality improvement, etc.;
– includes an extensive system of permanent and program measures for regulating employment, planning jobs, organizing recruitment and selection of personnel; placement and training of personnel, forecasting the content of work, etc.;
– involves careful consideration of the qualities and professional characteristics employees, as well as assessment of their activities;
– centralizes personnel management in the hands of one of the organization’s managers, and also promotes the implementation of measures to improve the mechanism of personnel work.

A systems approach to personnel management means that each system is an integrated whole, even when it consists of individual elements. This allows us to consider the personnel management system as a complex of interrelated elements (subsystems) united by a common goal, to reveal its integrative properties, internal and external connections, as well as to explore and improve the properties and relationships in it.

To build an integrated personnel management system and adapt it to the internal environment of the organization, it is important to create adequate norms, value orientations of its personnel, ideology, corporate culture, change leadership styles and principles of motivation. In addition, when system management It is important to take into account the initial conditions, i.e. the initial state of affairs in the organization. This means that both negative experiences and positive experiences that have already been achieved in the organization should be taken into account.

The main elements of the personnel management system are presented in Fig. 3.2.

Contents of elements of the personnel management system

Let's consider the content of the elements of the organization's personnel management system, presented in Fig. 3.2.

Social and labor relations personnel of an organization is the objectively existing interdependence and interaction of the subjects of these relations in the process of management, aimed at regulating quality working life. The subjects of social and labor relations, as already noted, can be an employee, a group of employees, an employer (employers) and a separate state.

The formation of social and labor relations depends on the main social and labor characteristics (basic legal framework, general economic conditions, structure and development of the external labor market, socio-cultural environment, etc.); organization development strategies; personnel policy of the organization (planning and attraction of personnel, performance evaluation, qualification growth, remuneration, motivation, social benefits, etc.); labor behavior (attitudes, group and individual norms of behavior, conflict). The main indicator of social and labor relations is the quality of working life.

Under HR policy of the organization understand the system of theoretical views, requirements, principles that determine the main directions of work with personnel, as well as the methods of this work, which make it possible to create a highly productive, cohesive team.

The main directions of the organization’s personnel policy are:

– determination of qualification requirements for personnel within the framework of the overall concept of the organization’s development;
– formation of new personnel structures;
– development of procedures regulating personnel management;
– formation of the concept of remuneration, material and moral incentives for employees;
– determination of mechanisms for attracting, using and releasing personnel;
– development of social and labor relations;
– ensuring the development, training, retraining, and advanced training of personnel;
– improvement of the socio-psychological climate in the company’s team, etc.

Rice. 3.2.

An organization's personnel policy is determined by a number of factors that can be divided into internal and external. TO internal factors include the structure and goals of the organization, territorial location, financial condition, internal corporate culture, moral and psychological climate. External factors are labor legislation, relations with the trade union, prospects for the development of the labor market.

The personnel policy is documented, which makes it possible to express the views of the organization’s management on improving the personnel management system. The implementation of personnel policy is a system of plans, norms and regulations, administrative, economic, social and other measures aimed at solving personnel issues.

Personnel planning solves the problem of providing the organization with personnel of the required number and quality. Workforce planning determines how many workers, what qualifications, when and where will be needed; what requirements apply to certain categories of workers; how to attract the necessary personnel and reduce unnecessary ones; how to use personnel according to their potential; how to ensure the development of this potential and improve the skills of workers; how to ensure fair wages, motivate staff and solve their social problems; what costs will the activities require?

Recruitment (selection and selection) of personnel and its adaptation consists of several stages, which are presented in Fig. 3.3.

The requirements for a candidate for a vacant position are reflected in the job description. Job description – this is a document that describes the basic requirements, functions, responsibilities and rights of an employee holding this position. Having determined the requirements for the candidate, you can proceed to the next stage - selection.

Rice. 3.3.

Both internal and external sources are used to attract candidates. External sources:

– selection with the help of employees;
– self-proven candidates;
– advertisements in the media;
– travel to various educational institutions;
– applications to state employment services;
– applications to private agencies for personnel selection;
- Internet.

Internal sources is the movement of personnel within an organization. Practice shows that there is no optimal source of personnel selection, therefore, to attract personnel, you should use a set of techniques depending on the specific task.

The candidate selection stage involves:

– initial acquaintance with applicants (interview);
– collection and processing of information;
– assessing qualities and forming a definite opinion;
– testing;
– comparison of the actual qualities of candidates and the requirements for the position;
– career guidance work (if necessary);
– interview of the candidate with the proposed line manager;
– comparison of candidates for one position and selection of the one that best meets the requirements for the vacant position;
– concluding an employment contract with him and appointing him by order.

Employee adaptation – the process of adaptation of an employee to the content and conditions of work and to the social environment. Based on the level, they distinguish between primary (for people who do not have work experience) and secondary adaptation, and according to the focus - professional, psychophysiological and socio-psychological, as well as adaptation of work to the person.

Professional adaptation consists in actively mastering the profession, its intricacies, specifics, necessary skills, techniques, and methods of decision-making. Psychophysiological adaptation – This is an adaptation to working conditions, work and rest schedules, and the characteristics of working conditions. Socio-psychological adaptation – This is adaptation to the team and its norms, to management and colleagues. Adapting work to the person involves organizing workplaces in accordance with ergonomic requirements, regulating the rhythm and duration of working hours, distribution labor functions, based on the personal characteristics of the employee.

Release control stands out in the personnel management system as an independent type of personnel work, which consists in compliance with legal norms when dismissing personnel. The purpose of this work is to leave employees who are being laid off with dignity.

Management of motivation and stimulation of work allows us to contribute to increasing the productivity of each employee and the efficiency of the entire production, ensuring systematic professional growth and increasing the loyalty of personnel to their organization.

Personnel training and development represents the process of preparation for performing new production functions and occupying new positions. Activities for professional development of personnel are different kinds training.

There are several types of training:

– on-the-job in specialized institutions;
– with a break from production in specialized institutions;
– through external studies with certification in specialized institutions;
– self-education without certification;
- corporate training.

Business career – these are a person’s subjectively realized ideas about his work future, expected ways of self-expression and satisfaction with his work activity. This is a progressive advancement in the career ladder, a change in skills, abilities, qualifications and remuneration associated with the employee’s activities.

There are professional and intra-organizational careers. Professional career characterized by the fact that a specific employee in the process of his professional activity goes through various stages of development: training, entry into work, professional growth, support of individual professional abilities, retirement. An employee can go through these stages sequentially in different organizations. Intra-organizational career – This is a sequential change in the stages of employee development within one organization. An intra-organizational career can be realized in the following directions:

– vertical – rise to a higher level of the structural hierarchy;
– horizontal – moving to another functional area of activity;
– centripetal – advancement to the leadership of the organization.

Career planning refers to those actions that an employee takes to implement his plan, and most often through the organization’s personnel management. Very little attention is paid to this function of personnel management. Russian organizations.

Personnel reserve - this is a potentially active and trained part of the company’s personnel, capable of filling higher positions, as well as part of the personnel undergoing systematic training to occupy positions of higher qualifications. The formation of a personnel reserve is carried out on the basis of their professional selection, the results of personnel certification, the study of personal files of employees, and career plans of employees.

There is a reserve for promotion and a reserve for managers. Promotion reserve is a group of team members, each of whom, based on their performance results, has proven themselves to be capable and deserving of further advancement up the career ladder. A management reserve is a group of firm employees who have the potential to hold management positions in the future and are identified as a result of a formal selection process. The organization carries out targeted work to develop and prepare employees included in this group to take on new positions.

The presence of a reserve makes it possible to prepare candidates for newly created positions and those to be replaced in advance on a planned, scientifically and practically sound program. vacant positions, effectively organize training and internships for specialists included in the reserve, and rationally use them in various areas and levels in the management system.

Corporate culture plays an important role in the personnel management system. It is impossible to achieve coordinated team work if individual employees have different understandings of the goals and values of the organization.

Corporate culture - this is a set of the most important provisions accepted by the members of the company and expressed in the values declared by the organization, which set guidelines for people’s behavior and actions. As a rule, the corporate culture is created by the formal leader (the head of the company), but its spokesman in any case is the entire staff of the organization. The organizers of the work on the formation and development of corporate culture are usually HR specialists together with the public relations service.

Corporate culture is diverse: as many organizations function as there are corporate cultures. The characteristics of corporate culture are often determined by the field of activity. For example, in the financial sector it is more specific, strict, the behavior of employees is clearly defined, and the communication style is more formal. In the trading sphere, it is diverse, original, more variations in behavior and communication are allowed, and the style is more democratic.

Only if each employee of the organization accepts the Regulations on Corporate Culture will it be actually implemented.

Public relations in personnel management – This is the use of communication opportunities to motivate and increase the level of loyalty of your staff. Creating a positive image of the organization in the eyes of staff affects its image in the outside world through relations with the media; creation of internal corporate publications; organizing and conducting various events (conferences, round tables, speeches by managers, competitions, etc.).

Performance evaluation personnel is a system that allows you to measure the results of work and the level of professional competence of employees, as well as their potential within the framework of the development of the enterprise. Traditionally, in organizations, personnel assessment refers to the certification of employees. Assessment is a broader concept than personnel certification. Assessment can be carried out either regularly or irregularly depending on the specific needs organizations. When assessing, there is not a comparison of employees with each other, but a comparison of “employee - standard of work”. Comparisons can only be made by how much more or less one worker meets a performance standard than another.

The purposes of the assessment can be different: assessing the suitability of the position held, the result of work, personal characteristics that affect the result of work, the personnel reserve, the potential of employees, etc.

An organization may be faced with the question of choosing an assessment method. It depends on its compliance with the business objectives and corporate culture of the organization, as well as on the literacy of implementation. Assessment methods may change depending on the stage of development and needs of the organization.

The assessment system of one organization may combine several methods. For example, for workers - certification; engineering and technical workers – performance management; managers – the “360 degree” method.

The traditional method of personnel assessment in Russian organizations is certification. Certification – this is a procedure for a systematic formal assessment of the compliance of the activities of a particular employee with the standard of performance at a given workplace in a given position. It accumulates the results of a specific employee’s work for a specific period. Each organization must have its own Regulations on personnel certification, approved in in the prescribed manner. It should describe the procedure and the order in which it is carried out.

In the 1990s. Large Western firms began to appear on the domestic market. They brought new corporate management standards, and with them new methods of personnel assessment for our organizations, such as:

– management by goals;
– performance management – “360 degree” method; assessment center.

Assessing the effectiveness of personnel management quality – This is an analysis of the existing personnel management system of the organization. It is carried out in the following directions.

1. Assessment of personnel policy.
2. Assessment of the quality of the main documents regulating the work of the personnel management and workers.
3. Assessing the main elements of the organization’s corporate culture.
4. Assessment of indicators characterizing the quality of personnel management.

HR audit has as its goal an assessment and conclusion of the compliance of the ongoing personnel work with the intended goals and objectives, identifying existing problems and ways to solve them. It is recommended to invite a third-party specialist to conduct a personnel management audit.

When conducting a personnel management audit, indicators characterizing the activities of the service in all areas are analyzed, such as recruitment costs per hired employee; training costs per employee trained; time to fill one vacancy; staff turnover rate; personnel qualification coefficient; profitability of personnel, etc. Based on the results of the audit, a written report is prepared, which is discussed at a meeting of the organization’s management.

HR records management – this is a full cycle of processing and movement of documents from the moment they are created by HR employees (or received by them) until completion of execution and transfer to other departments. Main functions personnel records management are: timely processing of incoming and transmitted documentation; bringing documentation to the relevant employees of the personnel management system for execution; printing documents on personnel functions; registration, accounting and storage of personnel documents; compiling files in accordance with the nomenclature approved for a given company, copying and reproducing documents on personnel matters; control over the execution of documents; transfer of documentation on vertical and horizontal connections, etc.

The most important factor is the regulatory and methodological support of the personnel management system. It consists of developing and applying personnel documents. The most important of them: Internal labor regulations, collective agreement, Regulations on the unit, job description, employment contract, personal card, work book, etc.

2. Elements of the personnel management system

The purpose of personnel planning is to provide the organization with the right number of people of the right profile and at the right time.

Personnel planning is an integral part of strategic innovation planning. This is especially important due to the high cost of innovation and high risk, with increased requirements for the quality of specialists. A feature of personnel planning in this case is that in the first phases of the innovation process there is not sufficiently complete information to allow the identification of all positions. In this case, the professional profile of the required specialists is determined with a description of the required education and experience, and based on such a description, job descriptions are drawn up as a first approximation.

Here, analogy methods can be used when different companies of a similar profile are compared, by studying and analyzing the innovative activities of which it is possible to determine the approximate composition of specialists and the relationship between human resource planning and the effectiveness of the company's innovative activities. In the process of diffusion of innovation, analogy methods are most often used by firms belonging to the “early majority” and “lagging behind”, which focus on “pioneer” firms (early recipients).

For companies operating in conditions of constant change, development, and innovation, the role of personnel planning is of greatest importance. Personnel planning should answer the following questions:

How many workers, what qualifications, when and where are needed (staffing needs planning)?

How can we attract the necessary personnel and reduce unnecessary personnel, taking into account social aspects (planning the recruitment or reduction of personnel)?

How can workers be used according to their abilities (workforce planning)?

How can we systematically and purposefully promote the development of people for skilled jobs (workforce development planning)?

What costs will the planned personnel activities require (staff costs)?

From the point of view of a systems approach, the main component of an organization is the human resource system. Other components of the organization - informational, material, technological - will be ineffective if the human system does not meet the criteria, requirements, and objectives of the innovation process.

When staffing a new area of production activity of an enterprise, there are two possible sources of human resources - external and internal environment.

From the point of view of less resistance on the part of the organization’s staff to the changes that are inevitable when carrying out innovations, it is advisable to make the best use of internal personnel reserves. In this case, it is necessary to answer the questions:

How can workers be used according to their abilities?

How can we systematically and deliberately promote the development of a workforce for skilled jobs?

To resolve these issues in a timely and effective manner, the HR manager creates a system of personnel work for the development and use of internal personnel (RIVK), which is part of the personnel management system.

The RIVK system consists of the main subsystems: reserve for promotion - selection and preparation of a reserve of qualified scientific, engineering, and working personnel for promotion; personnel rotation – movement of employees horizontally in the organization from one functional unit to another with a change of specialty; mentoring – attracting experienced and highly qualified employees for professional training of young people; training – organization of continuous training or advanced training with or without interruption from production.

Foreign managers believe that the continuous education and development of managers and their employees determine the amount of economic growth of the company. A number of researchers are engaged in the development of applied problems of continuous training for managers.

Training in related professions, retraining and reorientation of workers are a normal phenomenon for innovation, primarily due to the constant change in technology and production technology. Knowledge of related professions is important for developers, since many innovations are made at the “junction” of various scientific fields.

The main form of training of scientific, pedagogical and scientific personnel is postgraduate and doctoral studies. Postgraduate studies are a form of training for candidates of science in the system of postgraduate professional education. It opens in institutions of higher professional education that have state accreditation, and scientific organizations that have a state license to conduct educational activities. The duration of full-time postgraduate study should not exceed three years, and for part-time postgraduate study – four years.

Doctoral studies are one of the forms of training highly qualified scientific, pedagogical and scientific personnel - doctors of science. Doctoral students are trained on a full-time basis and its duration should not exceed three years.

Internship – advanced training or learning a new profession by practical work in another division of the organization or externally.

Certification – comprehensive assessment qualifications, level of knowledge, business, professional, personal qualities, identifying employee abilities. When certifying employees, the efficiency and quality of their work, personal contribution to the development of science and technology - patents, applications, publications, participation in scientific seminars and conferences, etc. are taken into account.

Competitions are the organization of demonstration professional competitions among employees in order to stimulate professional development, identify the best performance indicators as criteria for employee self-assessment, evaluate employees during certifications, and assess the quality level of this activity in the organization in comparison with other organizations.

However, not in all cases it is possible to select people from internal environment. Then it is necessary to create a system for attracting external workers (PORS), which includes the following stages:

Identification of external labor sources;

Development of ordering and communication systems (publishing advertisements in the media, concluding contracts with universities, organizing student work during internship, establishing contracts with consulting and recruiting companies).

The third important personnel management system is the personnel selection system, which includes the following activities:

Interview is the most widely used method. However, there are problems of psychological “noise” that reduce the effectiveness of interviews as a method of personnel selection;

Tests showing how effectively a candidate can perform a specific job;

Testing as a type of test that assesses a person’s psychological characteristics: level of intelligence, type of temperament, type of thinking, some particular characteristics - aggressiveness, energy, etc.;

Analytical method as final, based on the analysis of information obtained from resumes, questionnaires, letters of recommendation, interviews, tests, etc.;

Determination of selection criteria. This procedure is logically related to the previous one and is performed in parallel to it. At the same time, it is very important to maintain a balance between psychological assessment and assessment of professional properties. HR managers, usually professional psychologists, often exaggerate the importance of psychological assessment over professional assessment;

Planning the selection procedures, determining the composition of the commission, place, time.

In innovation, it is much more important than in any other activity to form a team capable of jointly solving complex creative problems.

First of all, it requires the presence of a catalyst - a person or group of people who initiates and stimulates creative process. The most effective catalysts are an entrepreneur, a company manager, and an innovation manager.

Then a cognitariat is needed - a group of people, a key resource of innovation, ensuring, on the one hand, the stability of the organization due to deep professional knowledge, experience, skills, but, on the other hand, guaranteeing a high coefficient of development of the organization due to the desire for improvement, adaptability, flexibility, receptivity to the new, and activity.

The core of cognitariat is creative personalities– Prometheans, generators who are capable of generating qualitatively new ideas. Research conducted in Russian scientific institutions shows that only 3% are generators of ideas, active scholars - 10%, artisans - 87%.

Talented people are also distinguished by their personality traits - independence in judgment, sense of humor, disobedience to authority, unconventional thinking, passion for one thing to the detriment of another, love of entertainment to release “irrational” impulses.

Also, the team should include people who not only initiate the creative process, but continue and ensure it: an assistant; coordinator; moderator (opponent, critic); controller; grinder; executor.

So the following functions should be performed in an innovation team:

Initiating and stimulating the innovation process – catalyst;

The birth of new ideas is a generator, its version is an inventor;

Development, design, bringing new ideas to the level of an intellectual product - grinders and performers performing assembly work necessary knowledge, analysis, synthesis, design;

Criticism and control of ideas and intellectual products - moderators, controllers;

Communication with horizontal divisions of the organization and with the external environment - coordinators;

Providing internal and external support - assistants (animators), coordinators.

If considered separately scientific activity, then, as practice shows, the presence of a strong scientist who is a good generator of ideas or a good catalyst leads to the concentration of scientific teams around him. Otherwise, academic institutions tend to have autonomy for individual scientists and groups. The manager plays the role of coordinator.

The greatest effect is achieved if a talented scientist has a professional assistant - an experienced and proactive manager who takes on administrative work. At the same time, in relation to scientists, it is recommended to use a democratic or even liberal management style with a combination of an individual approach. Studies show that 15-20% of scientists cannot work in a highly regulated environment.

Members senior management have some experience in the field of production, and most of them have several more years of experience in some other areas - finance, R&D, human resources, etc. Less innovative technology organizations tend to have more homogeneous senior management. It is typical for them when the highest level of management of the company as a whole and...

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