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Description:Based on domestic and foreign experience, effective approaches to working with personnel in modern conditions(team management, responsibility contracting, crisis management). The fundamentals of management organization, personnel management concepts, personnel management strategies, technologies and methods of personnel management are considered. Problems of personnel management are considered taking into account the specifics of organizational culture and phases of the organization's life.
The second edition (1st ed. - UNITI, 1998) is supplemented with conflictological foundations of personnel management and corporate PR.
PART I HR MANAGEMENT AS A PROFESSION
Chapter 1. Genesis of professional culture of personnel management
1.1. Three professional revolutions and the mission of the HR manager
1.2. The evolution of forms of joint activities and the formation of personnel management
1.3. Main types of professional culture of personnel management
Chapter 2. Evolution of personnel management
2.1. Models and features of personnel management
2.2. Personnel management: challenges of the 21st century.
Chapter 3. Professional profile HR Manager: Ethical Dimension
3.1. Basic professional roles of an HR manager
3.2. Ethics of business relations in the work of an HR manager
Chapter 4. Business ethics - the architectonics of personnel management
4.1. Corporate Code of Ethics
4.2. Informal levels of moral regulation of employee behavior
PART II ORGANIZATIONAL CONTEXT OF HUMAN RESOURCES MANAGEMENT
Chapter 5. Organization as a phenomenon
5.1. Organization as an “implicit” model
5.2. Elements of the organization's internal environment
Chapter 6. Life stages and cycles of an organization
6.1. Life cycle of an organization
6.2. Stages and cycles of development
PART III CONCEPTS OF PERSONNEL MANAGEMENT
Chapter 7. Basic approaches to personnel management
7.1. Economic approach
7.2. Organic approach
7.3. Humanistic approach
7.4. Organizational cultures as an object management activities
Chapter 8. The concept of “human capital”
8.1. Human capital theory
8.2. Concept "Human Resource Analysis"
8.3. Models for measuring individual employee value
PART IV HUMAN RESOURCE MANAGEMENT STRATEGIES
Chapter 9. Personnel policy
9.1. Types of personnel policies
9.2. Stages of designing personnel policy
9.3. Personnel activities and personnel strategy
9.4. Conditions for developing personnel policy
Chapter 10. Personnel management at different stages of organization development
10.1. Historical excursion into conflictology
10.2. Intensive growth stage
10.3. Stabilization stage
10.4. Decline stage (crisis situation)
PART V METHODS OF PERSONNEL MANAGEMENT
Chapter 11. Methods for forming personnel
11.1. Historical excursion into conflictology
11.2. Personnel requirement planning
11.3. Analysis of the personnel situation in the region
11.4. Activity analysis. Job Descriptions
11.5. Attracting job candidates to the organization
11.6. Evaluation of candidates when hiring
11.7. Personnel adaptation
Chapter 12. Methods for maintaining staff performance
12.1. Increasing productivity and rationing labor
12.2. Job evaluation
12.3. Ensuring labor quality
12.4. Labor assessment: levels, approaches, methods
12.5. Personnel certification
12.6. Formation of personnel reserve
12.7. Career planning
12.7. Development of labor incentive programs
Chapter 13. Methods of reforming an organization
13.1. Reorganization processes
13.2. Organizational and personnel audit
13.3. Non-directive methods of staff reduction
PART VI TECHNOLOGIES FOR MANAGING HUMAN RESOURCES IN AN ORGANIZATION
Chapter 14. Personnel consulting
14.1. The concept of personnel consulting as a means of organization development
14.2. HR Consultant Toolkit
Chapter 15. Assessment center as a HR technology
15.1. Preparing an assessment center program
15.2. Implementation of the assessment center program
Chapter 16. Competition as a technology for attracting personnel
16.1. Organization and holding of the competition
16.2. Stages of the competition
Chapter 17. In-house training as a technology for developing the organization’s human resources potential
17.1. In-house training as a process of continuous education and its features
17.2. Requirements for staffing of training programs and characteristics of trainees
Chapter 18. Team building as a technology for forming the management potential of an organization
18.1. Team as an organizational form of collective management
18.2. Stages of team building and methods of team formation
Chapter 19. Personnel psychodiagnostics
19.1. Personnel psychodiagnostics: stages and methodological basis of the test
19.2. Requirements for psychodiagnostic methods
19.3. Requirements for a personnel psychodiagnostician
PART VII CONFLICT FOUNDATIONS OF PERSONNEL MANAGEMENT
Chapter 20. Conflict as a tool for development
20.1. Historical excursion into conflictology
20.2. What is conflict?
20.3. Formal-logical models of conflicts
20.4. Basic Concepts
20.5. How to deal with destructiveness?
20.6. When does the conflict start?
20.7. What to do with the conflict?
Chapter 21. Conflict in the organization
21.1. Conflict in the organizational structure
21.2. Intergroup conflicts
21.3. Interpersonal conflicts
PART VIII CORPORATE PR
Chapter 22. PR - communication management in conflict: (methodological foundations)
22.1. PR: the problem of defining misconceptions in a world
22.2. PR, propaganda and mathematical justification
22.3. PR and marketing: the evolution of the development of conflict between consumer and manufacturer
Chapter 23. PR management: technological fundamentals
23.1. PR: technological work to create an adequate image
23.2. PR: and project
Dictionary of concepts
Literature
Archive size 3.14 MV
PERSONNEL MANAGEMENT
A DEVELOPING ORGANIZATION
IntroductionChapter 1. Organizational Context of Human Resource Management
Chapter 2. Personnel management at the stage of organization formation
Chapter 3. Personnel management at the stage of intensive growth of the organization
Chapter 4. Personnel management at the stage of stable functioning of the organization
Chapter 5. Personnel management at the stage of decline (in a crisis situation)
^
I dedicate it to the blessed memory of my mother
Introduction
Each organization understands the events taking place within and around it only through the perceptions of the people who make it up. And while these beliefs tend to be difficult to explain, they have a decisive influence on the actions people take in different situations.
At the same time, it is almost impossible to formulate a holistic understanding of the patterns of functioning of an organization based on knowledge alone about individual characteristics personalities and/or analysis of the activities of individual members of this organization.
Perhaps this contradiction explains the inexhaustible interest of researchers and practitioners in such a management area as personnel management.
The purpose of this manual, which does not claim to answer the question of the priority of the individual or group component of an organization's effectiveness, is to attempt to consider the features of personnel management activities at various stages of the organization's life cycle.
The proposed work is based on both the experience of practical consulting activities, joint with colleagues, and the experience of conducting training sessions with students of the Faculty of Psychology of Moscow State University and students of the course “Personnel Management” of the Civil Service IPK.
The author expresses deep gratitude to the staff of the Department of Social Psychology of Moscow State University and the Department of Personnel Management of the Institute of Civil Service Engineering for their support and critical comments that helped in the preparation of this work.
Personnel management of a developing organization. Bazarov Tahir Yusupovich |
^ Chapter 1. Organizational Context of Human Resource Management
1. Basic approaches to personnel management
2. Life cycle of an organization
1. Basic approaches to personnel management
Personnel management - one of the most important components of management activity - is usually based on some (not necessarily declared) idea of a person’s place in the organization. According to L.I. Evenko, in the theory and practice of managing the human side of an organization, four concepts can be distinguished that developed within the framework of three main approaches (or paradigms) of management - economic, organizational and humanistic (see Evenko L.I., 1996).
^ Economic approach to management gave rise to the concept of “labor resources use”. Within this approach, the leading place is occupied by technical (in general case instrumental, i.e. aimed at mastering work techniques), rather than management training of people in the enterprise. Organization here means the orderliness of relationships between clearly defined parts of a whole that have a certain order. In essence, an organization is a set of mechanical relationships, and it must act like a mechanism: algorithmically, efficiently, reliably and predictably.
Among the basic principles of the concept of “use of labor resources” are the following:
1) ensuring unity of leadership: subordinates receive orders from only one superior;
2) adherence to a strict management vertical: the chain of command from superior to subordinate descends from top to bottom throughout the organization and is used as a channel for communication and decision-making;
3) fixing the necessary and sufficient amount of control: the number of people subordinate to one boss should be such that this does not create problems for communication and coordination;
4) maintaining a clear separation between the headquarters and line structures of the organization: staff personnel, being responsible for the content of activities, under no circumstances can exercise the powers vested in line managers;
5) achieving a balance between power and responsibility: there is no point in making someone responsible for any work if he is not given the appropriate authority;
6) ensuring discipline: submission, diligence, energy and the manifestation of external signs of respect must be carried out in accordance with accepted rules and customs;
7) achieving the subordination of individual interests to the common cause through firmness, personal example, honest agreements and constant control;
8) ensuring equality at every level of the organization, based on goodwill and fairness, to inspire staff to effectively perform their duties; a well-deserved reward that improves morale, but does not lead to overpayment or overmotivation.
In table 1 provides a brief description of the economic approach to management.
^
Table 1. Characteristics of conditions for efficiency and special difficulties within the framework of the economic approach
| ^ Effectiveness conditions | Special difficulties |
|
| 1 | 2 | 3 |
| 1. | When there is a clear task to complete | Difficulty adapting to changing conditions |
| 2. | When the environment is sufficiently stable | Clumsy bureaucratic superstructure (strictly defined and hierarchical management structure, making it difficult to accept creative and independent decisions performers when the situation changes) |
| 3. | When it is necessary to produce the same product | If the interests of employees take precedence over the goals of the organization, undesirable consequences are possible (since staff motivation comes down solely to external stimulation, then even minor changes in |
| 1 | 2 | 3 |
| incentive scheme is enough for unpredictable consequences) |
||
| 4. | When a person agrees to be a part of the machine and behaves as planned | Dehumanizing impact on workers (use of limited capabilities of personnel can be effective for low-skilled labor) |
Within organizational paradigm The concept of “personnel management” and the concept of “human resource management” were consistently formed. It was the organizational approach that outlined a new perspective for personnel management, taking this type of management activity far beyond the traditional functions of organizing labor and wages. The personnel function from registration and control gradually became developmental and expanded to the search and selection of employees, career planning of important figures for the organization, assessment of management employees, and improvement of their qualifications.
The focus on human resources contributed to the birth of a new idea of the organization. It began to be perceived as a living system existing in the environment. In this regard, at least two analogies were used that contributed to the development of a new view of organizational reality. The first, based on the identification of the organization with the human personality, introduced into scientific circulation such key concepts as goals, needs, motives, as well as birth, maturation, aging and death or revival of the organization. The second, taking the functioning of the human brain (“the organization as a brain that processes information”) as a model for describing organizational reality, allowed us to look at the organization as a collection of parts connected by lines of management, communication and control.
An illustration of the first possibility is the use of the provisions of A. Maslow’s theory of motivation as a basis for identifying the directions and content of personnel management activities (see Table 2).
^
Table 2. Correspondence of personnel management activities to the dominant needs of the individual
| ^ Dominant need | HR activities |
|
| 1 | 2 | 3 |
| 1. | Self-actualization | Encouraging employees to be maximally involved in the process of work and management. Transforming work into the main means of employee self-expression |
| 2. | Self-esteem | The job should be within the employee's aspirations, ensuring autonomy, responsibility and developing self-identity |
| 3. | Social needs | Work should allow you to communicate with colleagues and feel needed by people |
| 4. | Need for security | Work should allow employees to feel secure, for which it is necessary to implement pension and social insurance programs, sickness support, job security, career prospects within the organization, and create safe conditions labor |
| 5. | Physiological needs | The work must provide the opportunity to restore the energy expended by the employee; wages and other types of material remuneration must be sufficient at least to restore working capacity |
As for considering organizational reality by analogy with the brain activity of highly organized living beings, research in the field of cybernetics, brain physiology and neuropsychology has contributed to this possibility. It was in these studies that such concepts as “function”, “localization” and “symptom”, “connection” and “ Feedback”, which are essential for the field of personnel management.
Thus, “function” was traditionally understood as the function of a particular organ. For example, the secretion of bile is a function of the liver. However, such an understanding, according to A.R. Luria (1973), is clearly insufficient to explain more complex processes, such as digestion and respiration. The founder of Russian neuropsychology notes: “It is easy to see that the initial task (restoration of homeostasis) and the final result (bringing nutrients to the intestinal walls or oxygen to the alveoli) remain the same in all cases. However, the way this task is accomplished can vary greatly. So, if the main group of diaphragm muscles working during breathing ceases to function, the intercostal muscles are included in the work, and if for some reason they suffer, the muscles of the larynx are turned on and air is swallowed, as it were...” As a result, the author formulates the most important postulate: “The presence of a constant (invariant) task, carried out with the help of changing (variable) means, allowing the process to be brought to a constant (invariant) result, is one of the main features of the work of each functional system” (A.R. Luria , 1973, p.71).
The question arises about how the organs responsible for the activity of functional systems are localized. A.R. Luria answers: “... higher mental “functions” as complex functional systems cannot be localized in narrow zones of the cerebral cortex, but must cover complex systems of jointly working zones, each of which contributes to the implementation of complex mental processes and which can be located in completely different, sometimes far apart areas of the brain” (ibid., p. 74).
It seems that, on the one hand, they are talking about localization, i.e. location, and on the other hand, it is not so easy to determine where this place itself is located. Moreover, “damage to each of these zones (meaning zones of the cerebral cortex) can lead to the disintegration of the entire functional system, and, thus, a “symptom” (impairment or loss of a particular function) does not say anything about its localization” (ibid., p. 77).
Thus, the analogy with the brain, in contrast to the analogy with the mechanism, made it possible to imagine both organizational reality in general and personnel management in particular in a completely different way. If we use the metaphor of a hologram, any part of which contains the image as a whole, it is easy to see that different parts of the brain specialize in different types activity, but control over specific behavior is not localized. Main secret brain - not differentiation and narrow specialization, but systematicity and complexity, for which connections are important, which are created in excess at every moment.
From this we can formulate the following principles of holographic structuring of an organization:
- Keep the whole of the organization in each part (in the department and down to each employee).
- Create multiple connections between parts of the organization (and redundant ones).
- Develop simultaneously both the specialization of personnel and their universalization (not forgetting how much everyone should know and be able to do everything).
- Create conditions for self-organization of each employee and the team as a whole. The attractiveness of the approach under consideration was further enhanced by the fact that it became obvious that management decision-making can never be completely rational, since in reality, employees of the management apparatus:
a) act on the basis of incomplete information;
b) are able to explore only a limited set of options for each solution;
c) unable to accurately evaluate results.
Ultimately, the organizational approach, recognizing the principle of "bounded rationality" (limited to the search for information and the control of results through goals and objectives, rather than the control of behavior through rules and programs), focuses on the following key points:
1. Emphasis must be placed on the environment in which the organization lives.
2. The organization must be understood in terms of interconnected - intra- and inter-organizational subsystems, identifying key subsystems and analyzing ways to manage their relationships with the environment. A popular way of analysis is to identify a set of key needs that an organization must satisfy for its own survival.
3. It is necessary to create balance between subsystems and eliminate dysfunctions.
In table 3 provides a brief description of the organizational approach.
^
Table 3. Characteristics of conditions for effectiveness and special difficulties within the organizational approach
| ^ Effectiveness conditions | Special difficulties |
|
| 1. | Subordination of the organization's goals to interaction with environment | Failure to take into account the sociality of the organization as a product of views, ideas, norms and beliefs |
| 2. | Improving management by paying attention to the differentiated needs of people | Turning people into a resource that needs to be developed, to the detriment of the individual’s right to choose |
| 3. | A look at the organization from the point of view of the interaction of goals, strategy, structure and other dimensions | Assumption of "functional unity", where all organs work for the benefit of the organism as a whole |
| 4. | Identification of various subsystems of the organization | The assumption that employees should have all their needs met through the organization |
| 5. | Taking natural capabilities into account in the innovation process | The danger of falling into social Darwinism |
| 6. | Increased attention to the “ecology” of intra- and interorganizational interactions | Responsibility can be shifted to external causes instead of changing course |
Overcoming the contradictions characteristic of the organizational approach to management made it possible to formulate the following recommendations, significant from the point of view of increasing the efficiency of personnel management:
1. Recognizing that mistakes are inevitable when operating in a complex environment, it is necessary to encourage such qualities as openness and reflexivity in employees.
2. It is important to encourage modes of analysis that recognize the possibility of implementing different approaches to solving problems. At the same time, it is necessary to initiate constructive conflicts and discussions between representatives of different points of view. This often leads to a rethinking of the organization's goals and reformulation of how to achieve them.
3. It is important to avoid allowing the activity structure to directly determine the organizational structure. Goals and objectives should not be set from above, but appear in the process of work. Plans specify limitations (things to avoid) rather than what exactly needs to be done.
4. It is necessary to select people, create organizational structures and maintain processes that facilitate the implementation of these principles.
Developing in Latelyhumanistic paradigm comes from the concept of “human being management” and from the idea of the organization as a cultural phenomenon. At the same time, culture is viewed through the prism of the corresponding standards of development, reflected in the system of knowledge, ideology, values, laws and everyday rituals of social communities.
The influence of cultural context on personnel management today seems quite obvious. For example, in Japan, an organization is not viewed as workplace, uniting individual workers, but as a collective. Such an organization is characterized by a spirit of cooperation and interdependence; lifetime employment turns the organization into an extension of the family; Patternistic relationships are established between superiors and subordinates.
According to the humanistic approach, culture can be seen as the process of creating a reality that allows people to see and understand events, actions, situations in a certain way and give meaning and meaning to their own behavior. It seems that a person’s entire life is determined by written and especially unwritten rules. However, in reality, rules are usually only a means, and the main action takes place only at the moment of choice: which of the rules to apply in a given case. Our understanding of the situation determines what set of rules we use.
Often our understanding of an organization is based on those processes that give rise to systems of meaning that are shared by all members of the organization. In doing so, we can ask the following questions: what are the general interpretive schemes that make the existence of this organization possible? Where do they come from? How are they created, transmitted and stored?
Every aspect of an organization is loaded with symbolic meaning and helps create reality. Organizational structures, rules, policies, goals, job descriptions, and standardized operating procedures are especially “objective.” Thus, weekly or annual meetings, which everyone knows are a waste of time, can be understood as a ritual that serves some hidden function. Even the appearance of an empty meeting room (strict rows of chairs, parallel folders, glasses, etc., or friendly chaos) can tell a lot about the organizational culture. The humanistic approach focuses on the truly human side of the organization, which other approaches say little about.
From point of view this parameter it is important how integrated the enterprise’s employees are into the existing value system (to what extent they unconditionally accept it as “their own”) and how sensitive, flexible and ready they are to changes in the value sphere in connection with changes in living and operating conditions. It is also important whether the enterprise as a whole lives by the same rules and principles of decision-making, or whether different groups within the enterprise live by different rules and profess different principles (Bazarov T.Yu., Malinovsky P.V., 1996).
^
Table 4. Correlation between the normative and value aspects of the organization
tion culture
| ^ Regulatory aspect organizational culture |
||||
| Characteristics of the value system (degree of their expression) | Characteristics of the enterprise regulatory system |
|||
| Value aspect organiza- tion culture | adaptability | conservatism | the rules are the same for everyone | a lot of rules for different groups or layers |
| strong | strong | political conflict | strong and adaptive OK |
|
| moderate | moderate | OK, good for one strategy | strategists ical conflict |
|
| weak | weak | organization on the verge of collapse | an organization exists as a collection of autonomous groups |
|
| strong | weak | organizational conflict | adaptive OK |
|
| weak | strong | strong OK | conflict of “power vacuum” |
|
Organizational cultures
The modern level of management (80s - 90s) assumes that the “object” of management activities is organizational culture various types, and not processes, people, their activities, etc. Therefore, mastering the latest management technologies is impossible without mastering the fundamentals of the organizational-cultural approach, which provides a comprehensive understanding of the processes of evolution and functioning of various organizations, taking into account the deep mechanisms of people’s behavior in multifunctional, dynamically changing contexts.
Different cultures differentiate members of one group of people from another group. People create it as a mechanism for reproducing social experience, helping to live in their environment and maintain the unity and integrity of the community when interacting with other communities. Each organization, as a certain collection of people, realizing certain goals and objectives over a sufficiently long period of time, is forced to reproduce borrowed social experience.
The literature identifies the following main historical types of organizational cultures:
organic (OOC);
entrepreneurial (ProOK);
bureaucratic (BOK);
participative (PartOK).
Short description organizational cultures through the main characteristics are presented in table. 5.
^ Table 5. Characteristics of the main types of organizational cultures
Typically, the culture that exists in organizations is an original mixture of the above historical types of organizational cultures. Modern leaders and managers view the culture of their organization as a powerful strategic tool that allows them to orient all departments and individuals towards common goals, mobilize the initiative of employees and facilitate productive communication between them. They strive to create their own culture for each organization so that all employees understand and adhere to it. Modern organizations, as a rule, are multicultural entities. Determining the significance of a particular culture in the life of this organization can be made taking into account the fact that each of them is characterized by specific management forms that perform the function of reproducing social experience in parallel with the function of regulating the activities of people in this organization. Management forms (or their combination) ensure the reproduction of a set of norms, values, philosophical principles and psychological attitudes that predetermine the behavior of people in an organization.
In the foreign literature devoted to management issues, five types of management forms and their corresponding control levers and areas of goal setting are identified (see Table 6).
^
Table 6. Indicators of types of organizational cultures
| Organizational culture | Management form | Control lever | Targeting areas |
| organic (OOC) | collectivist (KUF) | authority | group interests |
| entrepreneurial (ProOK) | market (RUF) | money | maximum profit |
| bureaucratic (BOK) | bureaucratic (BUF) | force | will of the authorities |
| participative (PartOK) | democratic (DUF) | law | interests of the law-abiding majority with mandatory respect for the rights of the minority |
| znanieva (ZUF) | knowledge | search for truth |
In multicultural organizations, the presence of these management forms makes it possible to find different options for solving emerging problems. In particular, in the event of conflicts, its participants can appeal to generally accepted norms of behavior (CUF), and to considerations of benefit (RUF), and to the establishment of authorities (BUF), and to the legitimate opinion of the majority of interested participants (DUF), and, finally, resort to extensive argumentation to convince your opponents (ZUF).
^
Table 7. Mechanisms and tools of the goal-setting process
| Dominant UV | Stage task | Criterion | Technological tools |
|
| Stage I | RUF | Get a diverse set of goals, measured on a cost scale. | Profitability | Marketing |
| Stage II | DUF | Select goals that are consistent with laws and regulations | Legitimacy | Normative base |
| Stage III | KUF | Select goals based on the interests of the organization or team | Eligibility | Studying public opinion |
| Stage IV | ZUF | Get a set of strategies (scenarios of possible actions depending on the development of the situation) | Feasibility | Analysis of resources and conditions during program development |
| Stage V | BUF | Align strategies with the capabilities of performers | Task feasibility | Development of tasks |
The positive contribution of the humanistic approach to understanding organizational reality is, at a minimum, the following.
First, the cultural view of organizations provides managers with a coherent system of concepts with which they can make their everyday experiences comprehensible. This makes it possible to view certain types of actions as normal, legitimate, predictable and thus avoid problems determined by the basic uncertainty and inconsistency behind many human values and actions.
Secondly, the idea of an organization as a cultural phenomenon allows us to understand how, through what symbols and meanings, the joint activities of people in an organizational environment are carried out. If the economic and organizational approaches emphasize the structural side of the organization, then the organizational-cultural approach shows how organizational reality can be created and influenced through language, norms, folklore, ceremonies, etc. Whereas many managers previously viewed themselves primarily as people who created structures and job descriptions, coordinated activities, or created schemes to motivate their employees, they can now view themselves as people who carry out symbolic actions aimed at creating and developing certain meanings.
Thirdly, the humanistic approach also allows us to reinterpret the nature of the organization's relationship with the environment in the direction that organizations are able not only to adapt, but also to change their environment, based on their own idea of themselves and their mission. Developing an organization's strategy can turn into an active construction and transformation of the surrounding reality.
Finally, fourthly, within the framework of this approach there is an understanding that effective organizational development is not only a change in structures, technologies and skills, but also a change in the values that underlie the joint activities of people.
^ 2. Life cycle of an organization
According to the organizational approach to management, the functioning of an organization on a time scale can be presented in terms of a “life cycle,” meaning both the processuality of development and its staged nature.
As a rule, experts, despite ongoing discussions, agree that the full life cycle of an organization necessarily includes such stages as the formation of an organization, its growth or “reproduction,” stabilization and decline. Moreover, the last stage does not necessarily have to end with the “death” or liquidation of the organization. The option of its “revival” or “transformation” is also considered quite possible (see diagram 1).
^
Diagram 1. Life cycle of an organization
Looking at an organization through the prism of its life cycle allows us to more accurately identify its main goals and strategic objectives and orientations. Moreover, it becomes possible to determine to what extent they are adequate to the internal situation in the organization (see Table 8).
^
Table 8. Correlation of life cycle stages and types of organizational strategy
| Stage | Target | Strategy type | Short description |
|
| 1 | 2 | 3 | 4 | 5 |
| 1. | Formation of the organization | “application” on the market of goods/services | entrepreneurial | draw attention to the product, find your consumer, organize sales and service, become attractive to the client |
| “system reproduction” | expansion of services and structures |
|||
| 2. | Organization growth | fast growth | dynamic growth | increasing growth in the volume and quality of services, and, accordingly, the number of structures |
| 3. | Stabilization | consolidation of one's position | profitability | maintaining the system in balance |
| liquidation | liquidation | liquidation of part of production, reduction of volumes, search for ways to optimize activities |
||
| 4. | Recession | revival | entrepreneurial / liquidation | during liquidation - sale with maximum benefit, both financial and psychological |
Thus, the formal approach allows us to identify the following main features of the target orientation of the organization at various stages of its development:
1) the first stage in the conditions of market relations is characterized by a goal that is usually called an “application” in the market with its focus on the product (more precisely, a product or service) and the search for “your” consumer;
2) for the second - consolidation in the market with a focus on the search and production of other (in addition to proven ones) goods and services, expanding the circle of consumers, suppliers and partners, as well as consolidating one’s own unique image. And since achieving a set goal is often associated with expansion on the part of the organization, one cannot exclude the need to be prepared for the fact that there will be opposition from competitors, and therefore, an important orientation is readiness to fight;
3) the third stage seems at first glance to be the same cherished dream that the organization has been striving for from the very beginning. However, the main goal pursued at this stage - consolidation of what has been achieved - will require no less, if not more, effort from the organization than the goals of the previous stages. Firstly, this is due to the fact that the problems that need to be solved at this stage are predominantly internal in nature, i.e. associated with the organization itself. If the first stage was characterized by a certain “passionarity of the founding fathers,” meaning a certain amount of inspiration and extra-standard creativity, which determined the success of the enterprise, and the second - the excitement of struggle, then for the third stage there is such a requirement as following internal standards(and without any creativity) becomes decisive. Secondly, the success of the organization at this stage depends on its “authenticity” to the patterns existing in the external environment. Sometimes this can lead to a rejection of the previous life history of the organization, which is most often realized in the form of creating a myth;
4) the fourth stage of an organization’s life cycle looks like the most difficult point of its existence, since it is resistance to the crisis and the search for ways out of a critical state and finding alternatives. At each stage, the organization implements a specific development strategy (Ivantsevich J.M., Lobanov A.A. . - M., 1993) (see table 9).
^
Table 9. Characteristics of personnel characteristics depending on the stage of the life cycle and the organization’s development strategy
| ^ Organizational life cycle stage | Strategy type | a brief description of strategies | Characteristics of personnel |
| 1 | 2 | 3 | 4 |
| Formation of the organization | Entrepreneurial strategy | Projects with a high degree of financial risk are accepted, minimum quantity actions. Resources are insufficient to meet all customer requirements. The focus is on the rapid implementation of immediate measures | Employees must be innovative, proactive, cooperative, long-term oriented, willing to take risks, and not afraid of responsibility. Low turnover of leading employees |
| Organization growth | Dynamic growth strategy | The degree of risk is lower. Constantly benchmarking current goals and building the foundation for the future. Written recording of company policies and basic procedures | Organizational commitment, close interaction, flexibility in changing conditions, problem orientation of personnel |
| Stabilization | Profitability strategy | The focus is on maintaining existing levels of profitability. Minimization of costs, possible termination of hiring. Well developed management | Employees achieving maximum results (quantity and quality) at low cost and low risk |
| 1 | 2 | 3 | 4 |
| system. Various procedural rules have been created and are in effect. | |||
| Recession | Liquidation strategy or | Sale of assets, elimination of possible losses, in the future - reduction of employees. Profits expected to fall further | Workers who are not committed to the company, willing to work for a short time, narrowly focused |
| Entrepreneurial and liquidation strategies | The main thing is to save the enterprise. Actions are taken to reduce costs in order to survive in the short term and gain stability in the long term. | Flexibility to changing conditions, focus on long-term goals, dedication, willingness to endure temporary discomfort in conditions and pay |
2nd ed., revised. and additional - M.: 2002. - 560 p.
Based on domestic and foreign experience, effective approaches to working with personnel in modern conditions are proposed (team management, contracting responsibility, crisis management). The fundamentals of management organization, personnel management concepts, personnel management strategies, technologies and methods of personnel management are considered. Problems of personnel management are considered taking into account the specifics of organizational culture and phases of the organization's life.
The second edition (1st ed. - UNITI, 1998) is supplemented with conflictological foundations of personnel management and corporate PR.
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Table of contents
I Personnel management as a profession
Chapter 1. Genesis of professional culture of personnel management
1.1. Three professional revolutions and the mission of the HR manager
1.2. The evolution of forms of joint activities and the formation of personnel management
1.3. Main types of professional culture of personnel management
Chapter 2. Evolution of personnel management
2.1. Models and features of personnel management
2.2. Personnel management: challenges of the 21st century.
Chapter 3. Professional profile of an HR manager: ethical dimension
3.1. Basic professional roles of an HR manager
3.2. Ethics of business relations in the work of an HR manager
Chapter 4. Business ethics - architectonics of personnel management
4.1. Corporate Code of Ethics
4.2. Informal levels of moral regulation of employee behavior
II Organizational context of personnel management
Chapter 5. Organization as a phenomenon
5.1. Organization as an "implicit" model
5.2. Elements of the organization's internal environment
Chapter 6. Life stages and cycles of an organization
6.1. Life cycle of an organization
6.2. Stages and cycles of development
III Human Resource Management Concepts
Chapter 7. Basic approaches to personnel management
7.1. Economic approach
7.2. Organic approach
7.3. Humanistic approach
7.4. Organizational cultures as an object of management activity
Chapter 8. The concept of “human capital”
8.1. Human capital theory
8.2. Concept "Human Resource Analysis"
8.3. Models for measuring individual employee value
IV HR Strategies
Chapter 9. Personnel policy
9.1. Types of personnel policies
9.2. Stages of designing personnel policy
9.3. Personnel activities and personnel strategy
9.4. Conditions for developing personnel policy
Chapter 10. Personnel management at different stages of organization development
10.1. Historical excursion into conflictology
10.2. Intensive growth stage
10.3. Stabilization stage
10.4. Decline stage (crisis situation)
V Personnel management methods
Chapter 11. Methods for forming personnel
11.1. Historical excursion into conflictology
11.2. Personnel requirement planning
11.3. Analysis of the personnel situation in the region
11.4. Activity analysis. Job Descriptions
11.5. Attracting job candidates to the organization
11.6. Evaluation of candidates when hiring
11.7. Personnel adaptation
Chapter 12. Methods for maintaining staff performance
12.1. Increasing productivity and rationing labor
12.2. Job evaluation
12.3. Ensuring labor quality
12.4. Labor assessment: levels, approaches, methods
12.5. Personnel certification
12.6. Formation of personnel reserve
12.7. Career planning
12.7. Development of labor incentive programs
Chapter 13. Methods of reforming an organization
13.1. Reorganization processes
13.2. Organizational and personnel audit
13.3. Non-directive methods of staff reduction
VI Technologies for managing human resources of an organization
Chapter 14. Personnel consulting
14.1. The concept of personnel consulting as a means of organization development
14.2. HR Consultant Toolkit
Chapter 15. Assessment center as a HR technology
15.1. Preparing an assessment center program
15.2. Implementation of the assessment center program
Chapter 16. Competition as a technology for attracting personnel
16.1. Organization and holding of the competition
16.2. Stages of the competition
Chapter 17. In-house training as a technology for developing the organization’s human resources potential
17.1. In-house training as a process of continuous education and its features
17.2. Requirements for staffing of training programs and characteristics of trainees
Chapter 18. Team building as a technology for forming the management potential of an organization
18.1. Team as an organizational form of collective management
18.2. Stages of team building and methods of team formation
Chapter 19. Personnel psychodiagnostics
19.1. Personnel psychodiagnostics: stages and methodological basis of the test
19.2. Requirements for psychodiagnostic methods
19.3. Requirements for a personnel psychodiagnostician
VII Conflictological foundations of personnel management
Chapter 20. Conflict as a tool for development
20.1. Historical excursion into conflictology
20.2. What is conflict?
20.3. Formal-logical models of conflicts
20.4. Basic Concepts
20.5. How to deal with destructiveness?
20.6. When does the conflict start?
20.7. What to do with the conflict?
Chapter 21. Conflict in the organization
21.1. Conflict in the organizational structure
21.2. Intergroup conflicts
21.3. Interpersonal conflicts
VIII Corporate PR
Chapter 22. PR - communication management in conflict: (methodological foundations)
22.1. PR: the problem of defining misconceptions in a world
22.2. PR, propaganda and mathematical justification
22.3. PR and marketing: the evolution of the development of conflict between consumer and manufacturer
Chapter 23. PR management: technological fundamentals
23.1. PR: technological work to create an adequate image
23.2. PR: and project
Dictionary of concepts
Literature
