Menejment tarixi haqida ma'ruzalar. Marshev V. Boshqarish fikri tarixi. Hindlar ma'lumotlar bilan ishlash, loyihalarni samarali boshqarish, shtab-kvartirasini yaratish maqsadida jamoatchilik fikrini shakllantirish bo'yicha jahon amaliyoti va xulosalarini boyitdilar,
jahon iqtisodiyoti va moliya
1.2. Menejment fikri evolyutsiyasi: makro-menejmentdan mikro-boshqaruvga, boshqaruvga
Ibratli boshqaruv - davlatboshqaruv,
Mikro-menejment - korporatsiya menejmenti,
korxona, tashkilot.
XIX-XX asrlarga qadar. rahbariyat o'ylagan
asosan ishlab chiqilgan va takomillashtirilgan
so'l boshqarish kabi.
Davlat boshqaruvi evolyutsiyasini baholash mumkin bo'lgan ismlar va yozma yodgorliklar:
"Ptaxotep ta'limi" kitobi (Qadimgi Misr, miloddan avvalgi XX asr),Sulaymon (Isroil, miloddan avvalgi X asr),
Konfutsiy (Xitoy, miloddan avvalgi VI-V asrlar),
Kautilyaning "Arthashastra" risolasi (Qadimgi Hindiston, miloddan avvalgi VI-III asrlar),
Hammurapi qonunlari kodeksi (Qadimgi Bobil, miloddan avvalgi XVIII asr),
Nebuchadonossor II (Qadimgi Bobil, miloddan avvalgi 605-562),
Sokrat (Qadimgi Yunoniston, (miloddan avvalgi 469-399),
Aflotun (miloddan avvalgi 427-347),
Ksenofon (miloddan avvalgi 430-354)
Diokletian (Rim imperiyasi, 243-316),
Nikkolo Machivelli (Italiya, 1469-1527),
Pyotr I (Rossiya, 1672-1725),
Ivan Tixonovich Pososhkov (Rossiya, 1652-1726),
Mixail Mixaylovich Speranskiy (Rossiya, 1772-1839),
Adam Smit (Buyuk Britaniya, 1723-1790),
Robert Ouen (Shotlandiya, 1771-1858),
Sergey Yulievich Vitte (Rossiya, 1849-1915),
Maks Veber (Germaniya, 1864-1920). Tushunishga parallel
davlat boshqaruvi ketdi
boshqaruv amaliyotini rivojlantirish
harbiy, diniy,
qurilish, iqtisodiy
jarayonlar. Birinchi boshqaruv masalalari edi
qadimgi misrliklarni hal qilish.
Ular ehtiyojni angladilar
odamlarni maqsadli tashkil etish,
rejalashtirish, natijalarni kuzatish.
Bu qurilish bilan bog'liq edi
mehnat ishlatilgan piramidalar
ko'p odamlar. Bobil shohi Xammurapi (1792)
-1750 Miloddan avvalgi) qonunlar kodeksini yaratdi
hukumat, rivojlangan
o'z etakchilik uslubi,
belgilangan huquqiy normalar
eng kam ish haqini aniqlash
taxtalar. Ossuriya shohi Navuxadnazar II
(Miloddan avvalgi 604-562) rivojlangan va muvaffaqiyatli bo'lgan
boshqaruv tizimidan foydalanilgan
to'qimachilik fabrikalari va
omborxonalar. Uning asbobi edi
ular bilan rangli yorliqlar
xom ashyo partiyasining kunlik tushumlari. u
aniqlash va boshqarish uchun ruxsat berildi
ularning ishlab chiqarishda qolish vaqti yoki
ombor. Menejment hayotini o'rganish uchun bebaho manba
Qadimgi Falastin - bu Injil
qadimgi yahudiylar va boshqalarning hayot tarixining mifologik shakli
Falastin xalqlari (miloddan avvalgi XV asr). Alohida ahamiyatga ega
Muqaddas Kitobda boshqaruv g'oyalari yoritilgan
da shakllangan boshqaruv haqidagi fikrlarning taqdimoti
nisbatan kichik Isroil-yahudiy hududlari.
Muqaddas Kitob aniq tashkilot va ierarxiyani qo'llab-quvvatladi
mamlakatni boshqarish. Ushbu sxemadagi eng yuqori daraja bo'lishi kerak edi
oliy hokimiyatni tashkil qiladi, u asosiyni belgilaydi
mas'ul qirolga qo'yiladigan talablar
mamlakat.
Birinchidan, qirol tub aholini ifodalashi kerak edi
mamlakat.
Ikkinchidan, qirolning shaxsiy manfaatiga yo'l qo'yilmasligi qayd etildi,
o'z kuchidan shaxsiy manfaatlari uchun foydalanish.
Uchinchidan, qirolga yuqori axloqiy me'yorlar taqdim etildi.
talablar. Hukumat davrida Muqaddas Kitob donolikni juda qadrlaydi,
o'ychanlik va asoslilik.
Injil odamlarning manfaatlarini himoya qilib, qattiq qoraladi
hokimiyatni suiiste'mol qilish va foydalanishga qarshi kurashgan
shaxsiy boyitish uchun boshqaruv haqiqatlari, ishlab chiqilgan
pora olish bilan menejmentning mos kelmasligi g'oyasi,
noqonuniy sovg'alar, pora berish, o'zlashtirish.
Xudoni hamma narsaning markaziga qo'yish va barcha kuchga ishonish
Xudodan, Muqaddas Kitob ko'plab qadimiy manbalarga qaraganda diqqatlidir
boshqariladiganlarning shubhasiz itoatkorligini talab qildi
menejer, hokimiyat vakolatiga, boshqaruvga intildi
intizom, bo'ysunuvchilarning irodasini qat'iy bajarish,
hokimiyat egalari, hukmronlik qiladiganlarning ko'rsatmalari, retseptlari,
qarorlarni qabul qiladigan va odamlarning harakatlarini boshqaradigan. Xitoy olimi San Tsu o'zining
"Urush san'ati" (miloddan avvalgi 500 yil) asari
Miloddan avvalgi) ehtiyojni ko'rsatdi
tashkilotning ierarxik tuzilishi,
kadrlarni rejalashtirish, tashkil etish
shaxslararo munosabatlar. Iqtisodiy fikr tarixi uchun muhim bo'lgan
qadimgi xitoylik Konfutsiy ta'limoti (Kun Fu-Tszi) (miloddan avvalgi 551–479)
Miloddan avvalgi Miloddan avvalgi). Konfutsiy mehnat boylikni ko'paytiradi va
xalq va suveren, dehqonlar jamoasi tomonidan qo'llab-quvvatlanadi va
patriarxal oila.
Patriarxal oilaviy munosabatlarni tartibga solish -
ijtimoiy barqarorlikning asosi. Quvvat kerak
boylikni teng taqsimlash to'g'risida g'amxo'rlik qilish,
qishloq xo'jaligi ishlarini tartibga solish, cheklash
soliqlar va odamlarning ma'naviy yaxshilanishi. Axloqiy
Konfutsiy tomonidan e'lon qilingan me'yorlar o'z hissasini qo'shdi
patriarxal oila va qarindoshlar klanini va birgalikda mustahkamlash
shu bilan va Xitoyning ijtimoiy tizimi bilan. Qadimgi yunon faylasufi
Suqrot (miloddan avvalgi 469-399) beradi
kabi boshqaruvni tushunish
insonning maxsus sohasi
tadbirlar. u
mas'uliyatni tahlil qilish
yaxshi sanoatchi,
savdogar, lashkarboshi,
buni aslida ular ko'rsatdi
bir xil.
Asosiy muammo
to'g'ri qo'yish
odamni to'g'ri joyga va
uni bajarishga majbur qiling
ularning ko'rsatmalari.
Shunday qilib Suqrot
g'oyasini shakllantirgan
universal xarakter
boshqaruv. Aflotun (miloddan avvalgi 424-347)
modelning yaratuvchisi
ideal holat. Muloqotlarda
"Davlat" va "qonunlar" u
sinfiy kurashlarni yo'q qilishga intiladi va
tomonidan boylikning tengsizligi
jamoatchilikni aniq taqsimlash
fuqarolarning o'zlariga muvofiq funktsiyalari
qobiliyatlar: faylasuflar va jangchilar
ma'muriy apparatni shakllantirish,
yer egalari, hunarmandlar va
savdogarlar iqtisod bilan band, qullar
qattiq ish qilish. Xususiy
mulk hukm qilinadi, hamma narsa
davlatga tegishli, har bir
shaxsiy mulkdan oshib ketdi
belgilangan minimal holat
olib ketadi. Fuqarolarning erkinligi keskin
cheklangan, qonunlar qattiq. Oila -
davlat nazorati ostida
nikoh va bolalar tug'ilishini belgilaydi.
Aslida, Platon modelni yaratdi
ibtidoiy holat
kommunizm. Bu birinchilardan biri
utopiyalar. Qadimgi yunon faylasufi Aflotun
(Miloddan avvalgi 427-347) tarixda birinchi marta
ajralish haqida ilmiy fikrlarni bildirdi
mehnat. U odam buni qilmasligini ta'kidladi
bir vaqtning o'zida ishlashga arziydi
tosh, temir va yog'och, chunki.
u hamma joyda muvaffaqiyatga ega emas
imkoniyatlar. Aristotel (miloddan avvalgi 384-322) -
antik davrning eng buyuk mutafakkiri,
tekshirishga harakat qilmoqda
zamonaviy iqtisodiy qonunlar
uni Gretsiyaga. "Siyosat" va
"Nikomaxiya axloqi" u ko'rib chiqdi
davlat tuzilishi, belgilash
uning asosi sifatida oila.
Davlatning mohiyati - istak
umumiy manfaat. Bajarishi kerak
sinfni engib o'tish
qarama-qarshi tomonlar, navigatsiya
"o'rtacha" fuqaroga, ya'ni.
dehqon-qul egasi. u
tabiiy manfaatlarini himoya qildi
qullar iqtisodiyoti.
U bilan bog'liq bo'lgan hodisalar ko'rib chiqildi
tabiiy va ularga tegishli
iqtisod, ya'ni san'at
tovarlarni sotib olish, iste'molchi
qiymatlar. Qullik masalasi ko'rib chiqildi
tabiiy hatto ajoyib
Aristotel kabi faylasuflar,
qul esa gapirish vositasidir. Boshqaruv qarashlarini ko'rib chiqishda
qadimgi mutafakkirlarga avvalo ehtiyoj bor
antiqa buyumlar orasidagi farqga e'tibor bering
Osiyo iqtisodiyoti.
Agar Osiyo jamiyati haddan tashqari ustun bo'lgan bo'lsa
(zolim), keyin qadimiy bo'lgan
demokratik, garchi qul egasi bo'lsa ham. IN
qadimiy iqtisodiyot juda muhim,
Osiyoga qaraganda, xususiy mulkka ega bo'lgan va
tovar-pul munosabatlari. Qadimgi davrlarda ko'plab mutafakkirlar
degan savolga javob berishga harakat qildi: nima
odamlarni rag'batlantiradi, ularni faol qiladi? So'nggi o'rta asrlar
faqat taqdim etilgan
Nikkoloning qiziqarli asarlari
Makiavelli (1469-1527), uning
yirik asarlar - "Suveren",
"Titus Liviya haqida nutq". Ularda
muallif uslubni tahlil qiladi
etakchilik, munosabatlar
rahbarlar va bo'ysunuvchilar.
N. Makiavellining dunyoqarashi
sharoitda shakllangan
feodal parchalanishi
Buning asosiy sababi Italiya
u yo'qlikni kuchli deb hisoblagan
markazlashtirilgan quvvat.
Shuning uchun, asosiy
nazariya tushunchasi
hukumat
kuchli bo'ldi
cheksiz kuch,
shunga asosan
mutlaq topshirish.
Ko'p yillar davomida u qabul qilinmadi va
tanqid qilindi. Biroq, XX asrda. yangi Makiavelli fikrlariga
oshdi qiziqish, uning ishi, shu jumladan talabga javob berdi
shu jumladan menejment mutaxassislari. Uning asarlari aylandi
aslini tashkil etgan g'oyalar manbalari sifatida qaraldi
amaliy boshqaruv tizimi.
Makiavellining beshta printsipi mavjud, ular
boshqaruvning rivojlanishiga ta'sir ko'rsatdi:
1) hokimiyat yoki rahbarning kuchi ildiz otgan
tarafdorlarni qo'llab-quvvatlash;
2) bo'ysunuvchilar nimani kutishlari mumkinligini bilishlari kerak
ularning rahbaridan va u ulardan nimani kutayotganini tushunib oling;
3) etakchida yashash uchun iroda bo'lishi kerak;
4) rahbar har doim donolik va adolat namunasidir
ularning tarafdorlari uchun;
5) kuch birligi printsipi. Italiya siyosiy
Nikkolo Makiavellining mutafakkiri
uning "Fikrlash" kitobi (1513)
kuch birligi printsipini himoya qildi:
"Faqatgina ekspeditsiyaga ishonish yaxshiroqdir
nisbatan oddiy qobiliyatli odamga
bor bo'lsa ham, ikki kishi
ajoyib fazilatlar va
teng qobiliyatlar ”. Makiavellining tarix, nazariya va amaliyotga qo'shgan hissasi
boshqarish juda katta. U birinchilardan bo'lib asoslab berdi
fuqarolik jamiyati tushunchasi va ushbu atamani qo'llagan
"Davlat" zamonaviy ma'noda - uchun
jamiyatning siyosiy tashkilotini belgilash. IN
Makiavelli ma'lum darajada
hokimiyat va etakchilik nazariyalarining asoschisi va
Qarorlar nazariyasiga ham qarang.
Nazariyotchilar Makiavellining avtoritetini keltirishadi
byurokratiya (M. Veber, R. Mishel), korruptsiya
(A. Bonadeo), siyosiy etakchilik va obro'-e'tibor
hokimiyat (S. Xantington), "postindustrial jamiyat" va
siyosiy prognozlash (D. Bell, G. Kan, E. Viner),
uning g'oyalari bo'yicha, ko'plab ilmiy
yo'nalishlari (sotsiologiya, siyosatshunoslik, elita va
pl. va boshqalar.).
Shubhasiz, Makiavellining figurasi muhim o'rin tutadi
boshqaruv fikri tarixidagi o'rni. XV-XVII asrlarda. Evropada chuqur o'zgarishlar yuz berdi. Ular bilan bog'liq edi
jamoat ongidagi inqilob va kapitalning dastlabki to'planishi,
kapitalizmning oldingi tarixini tuzgan.
Feodalizmni tanqid qilish birinchi navbatda katoliklarga qarshi qaratilgan edi
cherkovlar. Islohot nazariyotchilari (Martin Lyuter, Jon Kalvin) g'oyalardan foydalanganlar
burjua tadbirkorligini oqlash uchun dastlabki nasroniylik.
Islohot axloqdan farq qiladigan iqtisodiy axloqni shakllantirdi
Katolik nasroniyligi.
Inson xatti-harakatlarining bu yangi me'yorlari va ular o'rtasidagi munosabatlarning mohiyati qanday?
Bular halollik, me'yorlilik, tejamkorlik, ehtiyotkorlik; yaxshi ijro etish
sizning ishingiz va shu tufayli boyish uchun xarajatlar hech qachon daromaddan oshmasligi kerak;
pul har doim muomalada bo'lishi va daromad keltirishi kerak; shubhali narsalardan qoching
ishni ehtiyotkorlik bilan hisoblashga asoslanib, operatsiyalar va keraksiz xavf.
Yangi turdagi ishbilarmon shaxs shakllanmoqda -
faol, sarguzasht, tejamkor,
sheriklarni tanlashda ehtiyotkorlik bilan, ammo jasur va
oqilona tavakkal qilishga tayyor.
Islohot mafkurasi shakllanishiga hissa qo'shdi
Asoslarini oldindan belgilab qo'ygan protestantizm
zamonaviy kapitalizm va Qo'shma Shtatlarning ilmiy boshqaruvi va
G'arbiy Evropa. Merkantilizm birinchisidir
iqtisodiy dunyoqarash, asosiysi
uning vakillari Uilyam Stafford hisoblangan
(1554-1612), Tomas Man (1571-1641), Antuan de
Montchretien (1575-1621).
Merkantilizm - bu iqtisodiy siyosat,
kuchli yaratishga qaratilgan
kerak bo'lgan markazlashgan davlatlar
milliy savdo kapitalini ta'minlash
tufayli uning rivojlanishi uchun qulay sharoit
chet eldan pul oqimi.
Merkantilizm mafkurasi: boylikning mohiyati
ekspres qimmatbaho metallar; mehnat samarali
faqat ishlaydigan sohalarda
eksport; davlat eksportni rag'batlantirishi kerak,
ichki savdogarlar uchun monopoliyani ta'minlash va
raqobatning oldini olish; aholining o'sishi zarur
ish haqini past darajada ushlab turish va
yuqori rentabellik darajasi. Ingliz Tomas Xobbs (1651 yilda) va uning
vatandoshi Jeyms Styuart (yilda.)
1767) asosiy motiv ekanligini isbotladi
insonning xatti-harakati
faqat hokimiyatni ta'qib qilishda. Boshqa bir ingliz Eremiyo
Bentham o'zining "Printsiplarga kirish" kitobida
axloq va qonunchilik "deb ishongan
insonning motivlari
foyda va qoniqish. Buyuk ingliz iqtisodchisi Adam
Smit, o'z ishida
xalqlar boyligining tabiati va sabablari "
(1776) g'oyani shakllantirgan
"Iqtisodiy odam", asosiysi
uning maqsadi intilishdir
shaxsiy boyitish va qondirish
ehtiyojlar. Keyingi tadqiqotlar
O'rta asrlarda ko'tarilgan savol
faqat boyitishni ko'rsatdi
taxminan 12% odamlar intilishadi va shuhrat qozonishadi
- deyarli 40%. Shunday qilib, tushunish bilan parallel ravishda
hukumat rivojlanayotgan edi
harbiy, diniy,
qurilish, iqtisodiy jarayonlar.
Biroq, bilimlarning uyg'un tizimi sifatida va
boshqarish qobiliyatlari faqat shakllana boshladi
19-asrda va fanning yakuniy shakllanishi
yigirmanchi asrda izolyatsiya paytida yuz bergan
menejerlar (menejerlar) mustaqil
ijtimoiy qatlam va bo'lish
hukmron sinf. 19-asrdan boshlab amaliy
menejmentdagi tajribalar.
Ular quyidagilarni aniqlashga yordam berishdi:
ishlash va ish haqi stavkalari;
uskunalar ishlashining optimal tezligi;
ishlab chiqarish hajmi;
tashkilotni takomillashtirish
ishlab chiqarish va mehnat. Ingliz tadbirkor Richard
Arkwright (1780), ixtirochi
yigiruv mashinasi, taklif qilingan g'oyalar
mashinalar va xodimlar ishini muvofiqlashtirish,
uskunalarni joylashtirishni rejalashtirish,
intizomni ta'minlash (kirish
jarimalar). Birinchi mualliflardan biri
ilmiy boshqarish mumkin
buyuk gumanistni tan oling
va islohotchi Robert
Ouen (1771-1856).
Ingliz olimi va
bir nechta menejer
to'qimachilik fabrikalari
Robert Ouen manzilida
menejerlarga
fabrikalar "(1813)
degan fikrni ilgari surdi
rahbarlar kerak
bir xil e'tibor bering
"Tirik mexanizmlar"
(xodimlarga) qancha
"Jonli bo'lmagan mashinalar". 1800-1828 yillarda. Ouen muvaffaqiyatli o'tkazdi
ishchilarni ta'minlash uchun ijtimoiy tajriba
qulay uy-joy, ish sharoitlarini yaxshilash, hayot va
dam olish, xodimlar uchun do'konlar tarmog'ini yaratish,
uchun zarur mollar bilan savdo qilingan
arzon narxlar.
Bu shunchaki xayriya emas, balki olib keldi
iqtisodiy samara - samaradorlikni oshirish
mehnat. Ouen dunyoda birinchi bo'lib usullarni fabrikada qo'llaydi
ma'naviy rag'batlantirish.
Mashinalarga turli xil rangdagi ish kamarlarini bog'lab:
qizil - eng yaxshi ishchilarga, yashil - normani bajarmoqda,
sariq - orqada qolib, ish haqini oshirmasdan erishdi
texnik yaxshilanishlarni kiritmasdan taxtalar va
me'yorlardan oshib ketgan degan tahdidlarga murojaat qilish
deyarli barcha ishchilar (deyarli barcha mashinalarda)
qizil lentalar bor edi). Ouenning tajribalari
amaliyot ijtimoiy g'oyani ishlab chiqdi
aylangan sheriklik
bir yarimdan keyin G'arbda joriy etilishi kerak
asrlar.
Ammo u o'z vaqtidan oldinroq edi
shu qadar rad etiladiki
XIX asr boshidagi jamiyat. va xiyonat qildi
unutish. Amerikalik Eli Uitni, taniqli
paxta tozalash zavodi ixtirochisi sifatida
mashinalar va konveyerlar (1820) kuni
amaliyot mening g'oyamni amalga oshirdi
standartlashtirish, sifat nazorati va
nazorat stavkasini asoslab berdi. Rivojlanishdagi muhim qadam
boshqaruv nazariyasi va amaliyoti
birinchi bo'lib ixtirochi qildi
hisoblash mashinasi
Charlz Bebbij (1792-1871).
Kitobda "Jamg'arma to'g'risida
materiallar va uskunalar "
(1828) u tuzgan
ajratish tushunchasi
jismoniy va aqliy
mehnat, ro'yxatni tuzdi
ijobiy jihatlar
mutaxassisliklar, o'rganilgan xarajatlar
har xil uchun ish vaqti
operatsiyalar, ishlab chiqilgan
premium to'lov tizimi
mehnat. C. Babbij muhim ko'rsatkichga aylandi
Frederikdan ancha oldin boshqarish
Teylor. Ko'pincha texnik
uning singari yo'naltirilgan menejer
zamondoshlari, C. Babbij yaratgan va qo'llagan
yordam bergan bir qator texnologik yangiliklar
inson harakati. Buning yordamida u oldi
tadqiqot tarixida munosib o'rin egallaydi
operatsiyalar va boshqaruv fani. U ishlab chiqdi va
boshqaruvga ilmiy yondashuvni qo'llagan
ilmiy boshqaruv davridan ancha oldinroq
Amerika.
C. Babbining ilmiy mahsulotlari
ajoyibdir. U birinchi bo'lib namoyish etdi
dunyodagi avtomatik kalkulyator, uning
1822 yilda "farqlovchi mashina" -
raqamli hisoblashning o'tmishdoshi
mashinalar. Kompyuter kontseptsiyasida C. Babbij
zamonaviyning barcha asosiy elementlari
modellar. Uning zaxirasi yoki qurilmasi bor edi
xotira, arifmetik birlik, tashqi
xotira xotirasi va shartli konvertorlar.
Ch.Babbieg uchun o'yin dasturlarini yaratdi
aylangan ularning kompyuterlari
zamonaviy o'yinlarning o'tmishdoshlari
biznes usullari. Ch.Bababbinning kompyuteri yo'q
tijorat haqiqatiga aylandi. Yuz yildan ortiq
C. Babbijning kompyuteri tushunchasi saqlanib qoldi
talab qilinmagan, elektron rivojlanishini kutmoqda
texnologiya.
Differentsiallash
Ch.Bababining mashinasi Endryu Ure (1778-1851) -
Ingliz kimyogari va iqtisodchisi
- kitobida "Falsafa
fabrikalar »(1835) asoslantirilgan
mexanizatsiyalash g'oyasi
ishlab chiqarish, ochildi
afzalliklari
qismlarning almashinuvchanligi va
o'lchov iqtisodiyoti
ishlab chiqarish.
U birinchi marta buni ko'rsatdi
katta o'sishi
sanoat sodir bo'ladi
yanada chuqurlashtirish
mehnat taqsimoti, parchalanish
ishlab chiqarish jarayoni
komponentlar,
foydalanishga olib keladi
ishlab chiqarishda fan.
1.2. Yigirmanchi asrdagi g'arbiy tarixiy maktablar va ilmiy boshqaruv yondashuvlari.
Ilmiy maktablar:1. Ratsionalistik maktab (ilmiy maktab)
boshqaruv) - 1885-1920.
2. Ma'muriy (klassik) maktab -1900 yil
-1950
3. Insonlar bilan aloqalar maktabi - 1930-1950 yillar.
4. Xulq-atvor tushunchalari - 1950-1988 yillar. Yondashuvlar
Jarayon
(XX asrning ikkinchi o'n yilligi)
asr)
Tizimli
(yigirmanchi asrning o'rtalari)
Miqdoriy
(1950-yillar)
Vaziyatli
(XX asrning 60-yillari)
Yondashuvning mazmuni
Yo'nalishning asoschisi - A. Fayol. Yondashuvga ko'ra,
boshqaruv uzluksiz sifatida taqdim etiladi
jarayon yoki tsikl. Uning asosi
asosiy funktsiyalar: rejalashtirish, tashkil etish,
motivatsiya va nazorat.
Tashkilotga ochiq tizim sifatida qaraydi,
tashqi muhit bilan o'zaro aloqada bo'lish. Ichki
muhitda quyi tizim elementlari mavjud: bo'limlar,
texnologiyalar, boshqaruv darajalari va boshqalar.
Aniq fanlarning rivojlanishi bilan bog'liq. Kompyuterlar,
matematika, fizika yutuqlari faollashdi
menejmentda ishlatiladi. Qurilish
resurslarni taqsimlash uchun virtual modellar,
inventarizatsiyani boshqarish, xizmat ko'rsatish, strategik
rejalashtirish va boshqalar.
Yondashuv tarafdorlari tanlashni tavsiya etadilar
vaziyat va omillarni hisobga olgan holda boshqarish usullari
Chorshanba. Bunga mos keladigan usul
mavjud bo'lgan holatlar.
Yigirmanchi asr ilmiy boshqaruv maktablarining shakllanishi va rivojlanishiga ta'sir qiluvchi asosiy omillar.
Dominantbirinchi yarmidagi omillar
XX asr
Ilmiy yo'nalish
maktablar
Menejmentni ajratish
mulk
Yirik tashkilotlarning o'sishi
Gumanitar fanlarning rivojlanishi
Aniq fanlarning rivojlanishi
Bozorni tasdiqlash
munosabatlar
Muntazamlik va
qurilish tamoyillari
tashkilot
Mehnat taqsimoti,
funktsiyalari va vazifalari Dominant omillar II
yigirmanchi asrning yarmi - erta
Ilmiy maktablarga yo'naltirish
Inqilobiy o'zgarishlar
texnologiya
Murakkablik va ilmiy intensivlik
mahsulotlar
Ishlab chiqarishning globallashuvi va
bozorlar
Axborot texnologiyalari
Iste'molchining xilma-xilligi
talab
Rivojlanishning o'sib borayotgan noaniqligi va
xavfli investitsiyalar
Tizim yondashuvi boshqaruvga
Tashkiliy imkoniyatlar va
madaniyat
Bixeviorizm
Marketing
Reinjiniring
Ichki bozor kontseptsiyasi
Institutlar nazariyasi va
institutsional o'zgarishlar
Ittifoq nazariyasi
Ijtimoiy maqsadlarning ustuvorligi va
rivojlanish
I. Ratsionalistik maktab (ilmiy boshqaruv maktabi)
1885-1920 yillar Maktab vakillari:F. Teylor, F. Gilbert, G. Gant, G. Emirson. Amerikalik muhandis,
ilmiy asoschisi
mehnatni tashkil etish
F. Teylor (1856 - 1915)
asoschisi hisoblangan
ilmiy boshqaruv.
Ularning bu boradagi qarashlari
u ko'rsatilgan maydon
kitoblar "Menejment
korxona "(1903) va
"Ilmiy tamoyillar
boshqarish "(1911). U tomonidan ishlab chiqilgan ilmiy boshqaruv
to'rtta yo'nalish:
mehnatni me'yorlashtirish;
menejerlarning roli;
kadrlarni tanlash va tayyorlash;
mukofot va rag'batlantirish. F. Teylor qat'iy ilmiy tizimni yaratdi
qabul qilingan ishlarni boshqarish
1970 yillarga qadar ko'plab mamlakatlarda tarqaldi.
Ushbu tizimning elementlari quyidagilardan iborat edi:
ishlab chiqarishni oqilona tashkil etish
jarayon;
sarflanadigan vaqtni tashkil etish
ishlab chiqarish operatsiyalari (Teylor o'nlab o'tkazgan
minglab tajribalar);
ishlab chiqarish stavkalarini hisoblash;
tabaqalashtirilgan to'lov tizimi;
qattiq nazorat;
maksimal ixtisoslashuv;
menejerlar va ishchilarning yaqin o'zaro ta'siri. Teylorning qarashlari haddan tashqari ko'p edi
texnokratik va qo'zg'atilgan norozilik
ishchilar va tadbirkorlardan. U va uning izdoshlari (G. Gant,
F. Gilbert, G. Emirson) ko'rib chiqiladi
aql-idrok vakillari
ilmiy boshqaruv maktablari, asosi
bu funktsional qildi
tashkilotga yondashish
iborat bo'lgan narsa sifatida qaraldi
mustaqil elementlardan
(bu borada kompleks yondashuv mavjud emas edi)
tashkilotlar). Shunday qilib, G. Gant nafaqat ko'rib chiqdi
alohida operatsiyalar, shuningdek, mehnat
butun jarayon. U o'yladi
inson omili asosiy hisoblanadi
ishlab chiqarishning harakatlantiruvchi kuchi va
asosiy e'tibor ekanligini ta'kidladilar
bilan xodimlarni o'qitish uchun berilishi kerak
sarflangan vaqtni qisqartirish maqsadida
mehnat. F. Gilbert mehnat operatsiyalarini o'rgangan,
kamera va mikroxronometr yordamida. u
17 ta asosiy qo'l harakati tasvirlangan va
buning uchun keraksiz operatsiyalarni aniqladi yoki
boshqa ishlab chiqarish jarayoni
(masalan, g'isht quyish uchun edi)
oldingi harakatlar o'rniga 4 ta harakatni tavsiya qildi
18, bu 50% ga o'sdi
g'isht teruvchilarning mehnat unumdorligi). Ulardan foydalanish qiziq
kundalik hayotda Gilbert izlagan usullar. u
buni mahkamlash uchun topdi
yuqoridan pastgacha yelekdagi tugmachalar behuda sarflandi
7 sek., Va pastdan tepaga - atigi 3 soniya.
Bir vaqtning o'zida ikkita qirg'ichdan foydalanib,
u sochini qirqish vaqtini 44 soniyaga qisqartirgan, ammo
bandajlarni qo'llagan holda, 2 daqiqani yo'qotdi
kesishlar. Garrington Emerson (1853-1931) tomonidan
mutaxassisligi muhandis-mexanik, tadbirkor edi.
Emerson bunga juda katta hissa qo'shdi
boshqaruvni rivojlantirish. U bunga ishongan
to'g'ri boshqaruv bilan
mehnat unumdorligi mumkin
eng yuqori natijalarga erishish
eng past narxda.
Qattiq va mashaqqatli ish mumkin
yaxshi natijalarga erishishga yordam bering
faqat g'ayritabiiy sharoitlarda
mehnat. Emerson buni ta'kidladi
mehnat unumdorligi va
keskinlik butunlay boshqacha
tushunchalar. Agar xodim stressga duch kelsa
ishlaydi, demak buni anglatadi
maksimal darajada imkon beradi
harakatlar. Va ishlash uchun
samarali, siz murojaat qilishingiz kerak
eng kichik harakat. VA
menejmentning maqsadi aniq
harakatni minimallashtirish va maksimal darajaga ko'tarish
natijalar. Uning 12 ta printsip kitobida
mahsuldorlik "(1913) G. Emerson
yordamida asosiy postulatlarni ochib berdi
bu juda yaxshilanishi mumkin
mehnat samaradorligi.
Ushbu asar butun dunyoga ma'lum.
Biroq, uni o'rganish paytida siz eslashingiz kerak
G. Emerson o'z ishida ishlagan
butunlay boshqa bir davr bilan boshqa bir davr
ijtimoiy va iqtisodiy daraja
jamiyatning rivojlanishi.
G. Emirsonning boshqaruv samaradorligi tamoyillari
G. Emerson mahsuldorlikning 12 asosiy tamoyillarini belgilab berdi:1) aniq maqsadlar.
Jamoada ishlashda va har qanday ishni bajarishda bunga ehtiyoj bor
har bir inson aniq maqsad va vazifalarni qo'ygan edi. Bu yordam beradi
ishni izchillik bilan bajaring va ishdagi turli muammolar va muvaffaqiyatsizliklardan saqlaning.
2) sog'lom fikr.
Menejer o'z ishidan har qanday hissiyotlarni chiqarib tashlashi shart, majburiydir
ishlab chiqarish jarayonini faqat tovush nuqtai nazaridan o'rganish va tahlil qilish
ma'no. Bu to'g'ri xulosa chiqarish va rivojlanishiga yordam beradi
keyingi harakatlar istiqbollari.
3) vakolatli maslahat.
Bizga yuzaga keladigan barcha masalalar bo'yicha samarali va malakali maslahat kerak
ishlab chiqarish va boshqarish jarayonida. Yagona haqiqatan ham
vakolatli fikr kollegial fikrdir.
4) intizom va tartib.
Ishlab chiqarish jarayonining barcha ishtirokchilari buyurtmani bajarishlari kerak va
belgilangan qoidalarga rioya qilish.
5) Xodimlarga nisbatan adolatli munosabat.
Har qanday menejer o'z xodimlariga adolatli munosabatda bo'lishi kerak,
hech kimni ajratmaslik, lekin hech kimga zulm qilmaslik. 6) buxgalteriya hisobi.
Ushbu tamoyil menejerga barcha kerakli va
sizning xodimlaringiz va jarayoningiz to'g'risida eng to'liq ma'lumot
tezkor qaror qabul qilishga imkon beruvchi ishlab chiqarish.
7) Dispetcherlik.
Ushbu tamoyil tufayli rahbar aniq va tezkor boshqarish imkoniyatiga ega
va barchaning ishini muvofiqlashtirish mehnat jamoasi.
8) Normalar va jadvallar.
Ushbu printsipni qo'llagan holda siz ishlab chiqarishning barcha kamchiliklarini ta'kidlashingiz mumkin
ushbu kamchiliklardan kelib chiqadigan barcha zararlarni qayta ishlash va minimallashtirish.
9) Mehnat sharoitlarini normallashtirish.
Xodim uchun bunday mehnat sharoitlari korxonada yaratilishi kerak, bilan
uning faoliyatidan kelib chiqadigan natija maksimal darajada bo'ladi.
10) operatsiyalarni normallashtirish.
Ushbu printsip bilan kerakli vaqt miqdori belgilanadi
har bir operatsiya uchun, shuningdek ularni bajarish ketma-ketligi.
11) Yozma standart ko'rsatmalar.
Ishlab chiqarishda, albatta
turli xil ishlarni bajarish tartibiga oid ko'rsatmalar va qoidalar.
12) Ijro uchun mukofot.
Ushbu tamoyil doirasida har bir xodimga kerakligi aniqlandi
yaxshi bajarilgan ish uchun mukofot, keyin uning samaradorligi
barqaror o'sib boradi. Amaldagi tamoyillar
G. unumdorligini oshirish.
Emerson juda muvaffaqiyatli bo'ldi
sanoat va ishlab chiqarishda
korxonalar. Ushbu tamoyillar allaqachon juda ko'p
yillar etakchi tomonidan ishlatiladi
takomillashtirish uchun rahbarlar
xodimlarning mehnat samaradorligi. Cheklov
ratsionalistik maktab
(o'qishga qaratilgan
ishlab chiqarish qismi) edi
vakillar tomonidan engib o'tish
klassik yo'nalish.
II. Ma'muriy (klassik) maktab
1900-1950 yillar. Maktab vakillari(A. Faille, L. Urvik, G. Ford, P. Druker,
M. Veber, A. K. Gastev, P. M. Kerjentsev va
va boshqalar.).
Teylorizmning cheklanganligi edi
vakillar tomonidan engib o'tish
klassik yo'nalish. Davomida A. Fayol menejer bo'lgan
40 yillik yirik konchilik
Kolombo tomonidan, qaysi
moliyaviy qulash paytida boshchilik qilgan,
va u o'sha paytda ketgan
dunyoda etakchi mavqega ega edi. Bag'ishlangan A. Fayolning birinchi maqolasi
yilda nashr etilgan ma'muriyat nazariyasi
1900 va "Umumiy sanoat
boshqaruv »1916 yilda nashr etilgan. Uning ob'ekti
manfaatlar umuman tashkilotga aylandi va
boshqaruv jarayonlari. U har qanday korxona:
1) ishlab chiqarish;
2) tijorat (zarur narsalarni sotib olish
mahsulot ishlab chiqarish va sotish);
3) moliya (jalb qilish, saqlash va
mablag'lardan foydalanish);
4) buxgalteriya hisobi (statik kuzatuvlar, inventarizatsiya,
balans tuzish);
5) sug'urta (hayot, shaxs va mol-mulk
odamlar);
6) ma'muriy (ta'sir qiluvchi)
bo'ysunuvchilar).
Boshqarish funktsiyalari
Har qanday yo'nalish kerako'z ichiga olgan boshqaruv
rejalashtirish jarayonlari, tashkilotlar,
muvofiqlashtirish, boshqarish, motivatsiya. Ushbu partiyalarning har biri, A. Fayolning so'zlariga ko'ra,
ga muvofiq boshqarish kerak edi
14 tamoyilga rioya qilish.
1. Mehnat taqsimoti (hajmini oshirish va
ishlab chiqarish sifatini oshirish);
2. Kuch - bu mas'uliyat ("Quvvat - bu
buyruq berish vakolati va majburlashga majbur qilish
itoat qiling ... Kuchni tasavvur qilolmaysiz
javobgarlik, ya'ni sanktsiyasiz - mukofot yoki jazo,
uning harakatlariga hamrohlik qilish ... u qaerda harakat qilmasin
kuch, mas'uliyat ham paydo bo'ladi ... ”;
3. Tarbiya (bu itoatkorlik, mehnatsevarlik, odob-axloq
o'zingizni saqlang, tashqi belgilar hurmat; uni
daraja butunlay etakchiga bog'liq); 4. Boshqaruv birligi («Xodim mumkin
buyruqlarni faqat bitta boshliqqa bering ... ");
5. Rahbariyatning birligi (ya'ni bitta rahbar va
bir qator operatsiyalar uchun bitta dastur,
xuddi shu maqsadga intilish);
6. Xususiy manfaatlarni umumiy manfaatlarga (manfaatlarga) bo'ysundirish
xodimlarga ustuvor ahamiyat berilmasligi kerak
korxonalar, ammo ularning farqi tufayli
bosh ular bilan kelishishi kerak);
7. Xodimlarga ish haqi (ijro etilganlarga to'lov)
ish adolatli bo'lishi kerak va iloji bo'lsa
ish beruvchini ham, ishchilarni ham qoniqtiradi);
8. Markazlashtirish (menejer topishi kerak
tashkilot uchun eng maqbul daraja
markazlashtirish; 9. Ierarxiya (ya'ni bir qator etakchi lavozimlar, eng past va
eng yuqori bilan tugaydi;
10. Buyurtma (moddiy buyurtmaning taniqli formulasi:
har bir narsa va har bir narsa uchun o'ziga xos joy
Manzil; ijtimoiy buyurtma formulasi o'xshash: ma'lum
har bir inson va uning o'rniga har bir inson uchun joy);
11. Adolat (Fayolga ko'ra, bu kombinatsiya
adolat bilan xayrixohlik);
12. Xodimlarning barqarorligi ("Kadrlar almashinuvi
yomon ahvolning sababi ham, oqibati ham
holatlar. Shunga qaramay, tarkibdagi o'zgarishlar muqarrar: yoshi, kasalligi,
o'lim ijtimoiy ta'limning tarkibini buzadi ... Printsip
kadrlar almashinuvi o'z o'lchoviga ega ...);
13. Tashabbus (ya'ni yaratish va amalga oshirish qobiliyati
reja);
14. Xodimlarning birligi. ("Xodimlarni ajratishning hojati yo'q ...
Dushman kuchlarini kuchsizlantirish uchun ularni ajratish masalasi
mohir; ammo korxonada o'z kuchlaringizni baham ko'rish qiyin
Xato); A. Fayolning izdoshi
uning shogirdi Lindal edi
Urvik (1891-1983) -
Ingliz olimi,
kabi g'oyalarni tashkilotchisi
ma'muriy va
butun klassik maktab
boshqaruv.
1946 yilda u kitob nashr ettirdi
"Asoslar
ma'muriyat ", qaerda
umumiy tamoyilini ilgari surdi
barcha mavzular uchun maqsadlar
faoliyat
ularning asosidir
hamkorlik.
Rasmiy tashkilotni qurish tamoyillari L. Urvik
1. Odamlarning tuzilishga muvofiqligi. Avval batafsil ma'lumot berishingiz keraktuzilmani ishlab chiqing va shundan keyingina "buning uchun" mutaxassislarni tanlang,
eng mos tuzilish.
2. Maxsus "umumiy shtat" ni yaratish. Bosh shtab rivojlanmoqda
rahbar uchun tavsiyalar. "Bosh" shtab-kvartirasi tayyorlanmoqda
boshning buyruqlari va ularni bo'ysunuvchilarga o'tkazish, oqimni boshqarish
faoliyat va faoliyatni muvofiqlashtirishda menejerga yordam berish
shtab-kvartiraning mutaxassislari. Shtab boshliqni mayda narsalardan xalos qiladi
unga amalga oshirish imkoniyatini beradigan ma'muriy faoliyat
kengroq assortimentni boshqarish va eng muhimiga e'tibor qaratish
ishlar.
3. Huquq va majburiyatlarning taqqoslanishi. Mas'uliyat beri
boshga o'tkazilsa, u bunga mutanosib ravishda o'tkazilishi kerak
kuch.
4. Boshqarish doirasi. To'g'ridan-to'g'ri ma'lum miqdordagi shaxslar mavjud
rahbarga bo'ysunadi. Bu samarali bo'lganlar soni
rahbar tomonidan boshqarilishi mumkin. Nazorat darajasi Urvik tomonidan aniqlandi
5-6 kishidan iborat. Bundan tashqari, har birida norma ekanligi alohida ta'kidlandi
aniq holat rahbarning individual fazilatlariga bog'liq.
5. Ixtisos. Tashkilotda ixtisoslashuvning uch turi mavjud
boshqaruv xodimlari: maqsadga asoslangan; operatsiyalar; iste'molchining turi yoki
geografik joylashuvi.
6. Ishonchlilik. Huquqlar, burchlar, javobgarlik, munosabatlar va
munosabatlar har biri uchun tashkilot ichida yozma ravishda belgilanishi kerak
lavozimlar. Genri Ford (1863-1947)
Amerika
sanoatchi, egasi
ishlab chiqarish uchun fabrikalar
butun dunyo bo'ylab mashinalar,
avtomobil qiroli
yigirmanchi asrning boshlari, oldin ham bo'lgan
jami ixtirochi va
yaratgan amaliyotchi
noyob
ishlab chiqarish tizimi,
harakatga asoslangan
konveyer.
161 AQSh patentining muallifi. U
shiori - "mashina uchun
barchasi "; Ford zavodi ishlab chiqarilgan
eng arzon
davr boshidagi avtomobillar
avtomobilsozlik.
Ushbu tizimni boshqarish uchun Ford quyidagilarni taklif qildi:
standartlashtirishni amalga oshirish ishlab chiqarish jarayoni;vertikal etakchilik
bir qator korxonalarni bir markazdan birlashtirish;
xodimlarga ko'rsatma va nazorat qilish;
yuqori ish haqi (1914 yilda Ford joriy qilingan
sohadagi eng yuqori ish haqi);
cheklash ish haftasi 48 soat. (1918 yilda Ford)
8 soatlik ish kuni va majburiy ravishda belgilangan
ish muhitining parametrlari -
tozalik, qulaylik va gigiena);
ishchilar o'rtasida mehnat munosabatlari madaniyatini rivojlantirish,
o'z-o'zini hurmat qilish va boshqalarga hurmat;
ilmiy bilimlarni keng joriy etish (Ford birinchisini ochdi
kasb-hunar maktablari va stipendiyalarga ega maktablar
mehnatsevar va muvaffaqiyatli talabalar); M. Veber (1864-1929) -
Nemis sotsiologi, faylasufi,
tarixchi, siyosiy
iqtisodchi. Veberning g'oyalari
sezilarli ta'sir ko'rsatdi
jamoatchilikni rivojlantirish
fanlar, ayniqsa sotsiologiya.
Biznes sohasida va
menejment M. Weber
eng kattasini oldi
uning uchun mashhur
byurokratik tadqiqotlar.
Uning asosiy narsasiga bag'ishlangan
asar "Jamiyat nazariyasi va
iqtisodiy tashkilot "
(1920) etakchilik muammosi va
byurokratik tuzilish
hokimiyat. Byurokratiya (frantsuz byurosi - byuro,
ofis va yunoncha. άτróz - hukmronlik,
kuch) - qabul qiladigan yo'nalish
qaerda bo'lgan davlatlarda davlat boshqaruvi
barcha masalalar organlarning qo'lida to'plangan
markaziy hokimiyat,
ko'rsatmalariga binoan harakat qilish (yuqori) va
retsept orqali (bo'ysunuvchilarga); shuningdek ostida
byurokratiya keskin ravishda shaxslar sinfini anglatadi
jamiyatning qolgan qismidan ajratilgan va
ushbu vakillardan tashkil topgan
markaziy hukumat Byurokratiya - bu tashkiliy shaklga xos xususiyatdir
uchta Weberian kuch turlaridan biri uchun:
oqilona huquqiy kuch qonuniylikka asoslanadi
qabul qilingan qoidalar;
an'anaviy kuch - qadimiy an'analarning muqaddasligi to'g'risida;
xarizmatik kuch ishonchga asoslanadi
ularning etakchisi noyob bo'lgan izdoshlari
fazilatlar.
Ushbu turdagi quvvatlarning ta'riflari qachon ishlatilishi mumkin
tijorat sifatida menejerlar faoliyatini tahlil qilish
korxonalar va boshqa tashkilotlar. Uchala turdan beri
hokimiyat ideal, keyin har qanday rahbar
asosida qo'ygan vakolatlarini olishlari mumkin
ushbu turlarning har qanday kombinatsiyasini qonuniylashtirish. Ushbu tizim aniq mehnat taqsimoti, aniq belgilangan ierarxiya,
batafsil qoidalar va ko'rsatmalar mavjudligi va ish vazifalari... M. Veber buni tan oldi
bunday "ideal byurokratiya" haqiqatda mavjud emas va u a
haqiqiy dunyoning tanlangan modeli. Olim buni ish haqidagi nazariyasi asosida va qanday qilib
qanday qilib katta jamoalarda ishlash mumkin. Ushbu nazariya strukturaviy modelni aniqladi
ko'plab zamonaviy yirik tashkilotlar uchun. Ideal byurokratik xususiyatlar
M. Veberning tuzilmalari quyidagicha:
1. Mehnat taqsimoti. Ish vazifalari oddiy, odatiy va aniq belgilanganlarga bo'linadi
vazifalar.
2. Hokimiyat ierarxiyasi. Bo'limlar va lavozimlar ierarxik tuzilishga aylantirildi
eng past lavozimdagi har bir xodimning ishi nazorat qilinadi va nazorat qilinadi
yuqori darajadagi xodim
3. Rasmiy tanlov. Tashkilotning barcha a'zolari ularning malakasiga qarab tanlanishi kerak,
imtihon orqali yoki ularning tajribasi va tayyorgarligiga qarab qaysi daraja aniqlanadi
4. Rasmiy qoidalar va protseduralar. Bir xillikni ta'minlash va harakatlarni tartibga solish
xodimlar, menejerlar rasmiy tashkiliy qoidalarga qat'iy rioya qilishlari kerak.
5. Xolislik. Qoidalarga rioya qilish va boshqaruv hamma uchun qo'llanilishi kerak
har qanday shaxsiy imtiyozsiz, xodimlar ham
6. Ishga yo'naltirish. Menejerlar mansabdor shaxslar, emas
ular boshqaradigan biznes bo'linmalarining egalari. Ular aniqlangan
ish haqi va o'z tashkilotlarida martaba pog'onalarida ko'tarilish. P. Draker "Amaliyot
boshqaruv »(1954) aniqlandi
menejerning eksklyuziv roli
bilan solishtirish, tashkil etish
orkestr dirijyori. “Xuddi dirijyor hammasini eshitishi kerak
orkestr, menejer umuman nazorat qilishi kerak
korxona faoliyati va bozor uchun
kon'yunktura. U doimiy ravishda ko'rib chiqishi kerak
umuman korxona, lekin yo'qotmaslik kerak
alohida daraxtlarning ko'rinishi, chunki aniq
shartlar, xususiy masalalar hal qiluvchi ahamiyatga ega
qiymat. Ammo dirijyor oldida bal bor,
bastakor tomonidan yozilgan; menejer
ham bastakor, ham
dirijyor "deb nomlangan. Menejerning roli yuqori baholanmaydi
Draker g'oya bilan chiqishiga to'sqinlik qildi
mehnat jamoasining o'zini o'zi boshqarish, yilda
unga ko'ra ishchilar va xizmatchilar
maxsus organni tanlashi kerak,
ijtimoiy bilan shug'ullanish
muammolar. Biroq, jamiyat bu fikrni ularda
marta rad etildi, ammo hozir
vaqt u asoslardan biri
ijtimoiy sheriklik. Faoliyatning muhim ilmiy natijasi
klassikalar - boshqaruvga yondashuv
doimiy ravishda tashkil etish
jarayon. Agar ratsionalistik bo'lsa
birinchi o'rinda maktablar bo'lgan
mehnatning texnik jihatlari, keyin
tashkiliy klassikalar.
III. Insonlar bilan aloqalar maktabi (1930-1950) va uning rivojlanishi (1950-1988)
Maktab vakillari: E. Mayo,M. Follett, R. Likert, A. Maslou va boshqalar). Birinchi jahon urushi davrida
jismoniy foydalanishning ko'payishi
katta mashinada inson qobiliyatlari
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boshqaruv.
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