Goals of social development management. Social development of the organization: approaches to management. Experience of US enterprises
Social development of the organization as an object of management. An indispensable object of personnel management is development social environment organizations. This environment is formed by the staff itself with its differences in demographic and professional qualifications, the social infrastructure of the organization and everything that in one way or another determines the quality of the working life of employees, i.e. the degree of satisfaction of their personal needs through work in this organization.
The social environment is organically interconnected with the technical and economic aspects of the functioning of the organization, is a single whole with them. Always, and especially at the present stage of development of society, the successful activity of any organization depends on the high efficiency of the joint work of the employees employed in it, on their qualifications, training and level of education, on how working and living conditions are conducive to satisfying the material and spiritual needs of people .
Social development of the organization means changes for the better in its social environment - in those material, social and spiritual and moral conditions in which the employees of the organization work, live with their families, and in which the distribution and consumption of goods take place, objective ties between people are formed, they are expressed morally. -ethical values. Accordingly, social development should first of all be directed to:
Improving the social structure of the personnel, its demographic and vocational composition, including the regulation of the number of employees, increasing their general educational, cultural and technical level;
Improving ergonomic, sanitary and hygienic and other working conditions, labor protection and ensuring the safety of workers;
Stimulation by means of both material rewards and moral encouragement of effective work, initiative and creative attitude to business, group and individual responsibility for the results of joint activities;
Creation and maintenance of a healthy socio-psychological atmosphere in the team, optimal interpersonal and intergroup relations that contribute to well-coordinated and friendly work, the disclosure of the intellectual and moral potential of each individual, satisfaction with joint work;
Ensuring social insurance of employees, observance of their social guarantees and civil rights;
Raising the living standards of workers and their families, meeting the needs for housing and household appliances, food, manufactured goods and various services, and full leisure.
Social development management should be subordinated to the normal functioning and rational use the potential of the organization, the achievement of its main goals. It, as a specific type of management, has its own object, its own methods, forms of development and implementation of management decisions.
Social management, in its purpose, focuses exclusively on people. Its main task is to create proper working and living conditions for the employees of the organization, to achieve their continuous improvement.
Organization social development management – it is a set of methods, techniques, procedures that allow solving social problems based on a scientific approach, knowledge of the patterns of social processes, accurate analytical calculation and verified social standards. systematic and integrated impact on the social environment, the use of diverse factors influencing this environment.
The main factors in the development of the social environment of the organization.Social factors in relation to the organization, they express the content of changes in the conditions forming its social environment and the consequences adequate to these changes. They are distinguished, first of all, by the direction and forms of impact on personnel both within the organization itself, where joint work is carried out, and in its immediate environment, where employees of the organization and their families live.
TO major factors The immediate social environment of an organization includes:
The potential of the organization, its social infrastructure;
Working conditions and labor protection;
Social security workers;
Socio-psychological climate of the team;
Financial remuneration of labor and family budgets;
outside work time and use of leisure.
Organization potential reflects the material, technical, organizational and economic capabilities of the organization, i.e. its size and location, the number of personnel and the nature of the leading professions, the profile of production and the volume of products (goods and services), the form of ownership, the state of fixed assets, and the financial situation. Social infrastructure of the organization usually represents a complex of facilities intended for the life support of employees of the organization and their families, meeting social, cultural and intellectual needs. In the conditions of the Russian Federation, the list of such objects includes:
Socialized housing stock (houses, dormitories) and public utilities (hotels, baths, laundries, etc.) with networks of energy, gas and heat supply, sewerage, water supply, telephone installation, etc.;
Medical and treatment-and-prophylactic institutions (hospitals, clinics, outpatient clinics, first-aid posts, pharmacies, sanatoriums, dispensaries, etc.);
Objects of education and culture (schools, preschool and out-of-school institutions, houses of culture, clubs, libraries, exhibition halls, etc.);
Objects of trade and Catering(shops, canteens, cafes, restaurants, farms for the supply of fresh products);
Objects consumer services(combines, workshops, ateliers, salons, rental points);
Sports facilities (stadiums, swimming pools, sports grounds) and mass recreation facilities adapted for sports and recreation activities;
Collective dacha farms and horticultural associations.
An organization, depending on its scale, form of ownership, subordination, location and other conditions, may have its own fully social infrastructure (Fig. 1), have a set of only its individual elements, or rely on cooperation with other organizations and on the municipal base of the social sphere. But in any case, taking care of social infrastructure is the most important requirement for managing social development.
Conditions and labor protection include factors that are related to the content of the collaboration, the technical level of production, organizational forms the labor process and the quality of the workforce employed in this organization, as well as factors that in one way or another affect the psychophysiological well-being of workers, ensure safe work, prevent industrial injuries and occupational diseases.
Rice. 1. Social infrastructure of the organization
They cover:
The equipment of the organization with modern technology, the degree of mechanization and automation of work, the application effective technologies and materials;
Organization of labor, taking into account the introduction of modern scientific and technological achievements in production, supporting the autonomy of working groups, strengthening labor, production and technological discipline, strengthening independence, entrepreneurialism, personal and group responsibility of workers;
Reduction of heavy and unhealthy work, issuance, if necessary, of special clothing and other personal protective equipment;
Compliance with sanitary and hygienic standards, including the state of industrial premises and equipment, air purity, illumination of workplaces, noise and vibration levels;
Availability (and convenience) of household premises (cloakrooms, showers), first-aid post, buffets, toilets, etc.
The experience of foreign and domestic organizations confirms that attention to people, concern for improving the conditions and protection of their work have a return, increase business spirit. Funds spent on industrial aesthetics, improvement of working life, creation of comfortable conditions for rest during breaks during labor day, more than pay off by increasing labor productivity and quality of work.
social protectionemployees of the organization constitute measures for social insurance and compliance with other social guarantees established by the current legislation, the collective agreement, labor agreements and other legal acts. In the Russian Federation, these measures, in particular, provide for:
Security minimum size remuneration and tariff rate (salary);
Normal working hours (40 hours a week), compensation for work on weekends and holidays, annual paid leave of at least 24 working days;
Compensation for harm to health in connection with the execution job duties;
Contributions to pension and other off-budget social insurance funds;
Payment of benefits for temporary disability, monthly allowances for mothers during their parental leave, stipends for employees during vocational training or advanced training.
These guarantees are implemented with the direct participation of the organization. Cash payments, as a rule, are made from the funds of the organization, their sizes are focused on average salary or share of the minimum wage. The social protection system should insure workers against the risk of being in a difficult financial situation due to illness, disability or unemployment, give them confidence in the reliable protection of their labor rights and privileges.
Socio-psychological climate - This is the total effect of the impact of many factors affecting the personnel of the organization. It manifests itself in labor motivation, communication of employees, their interpersonal and group relationships. The normal atmosphere of these relations enables each employee to feel like a part of the team, ensures his interest in work and the necessary psychological attitude, encourages a fair assessment of the achievements and failures of both his own and colleagues, the organization as a whole.
In the structure of the socio-psychological climate of the team, three main components interact: the psychological compatibility of workers, their social optimism, and moral education. These components relate to the subtle strings of human communication, intellect, will and emotions of the individual, which largely determine its desire for useful activity, creative work, cooperation and solidarity with others. Expressing the attitude of workers to the joint work and to each other, the socio-psychological atmosphere brings to the fore such motives that are no less effective than material rewards and economic benefits, stimulate the employee, cause him to strain or lose energy, labor enthusiasm or apathy, interest in the case or indifference.
Material remuneration of labor is a key point in the social development of the organization. It combines the main costs of labor force, compensation for the labor costs of workers, their social status and, at the same time, family budgets, the satisfaction of people's urgent needs for the blessings of life.
The remuneration of labor should be based on the social minimum - on what is necessary to maintain a decent standard of living and reproduce the working capacity of a person, to obtain a livelihood not only for himself, but also for his family. Wages in industrialized countries account for approximately two-thirds of the total cash income of the population.
In the Russian Federation, all types of pensions, scholarships for students and students of educational institutions, child allowances are added to it, this includes child care allowances, the cost of natural household products used for personal consumption, as well as income from property, sales of household products farms on the market and entrepreneurial activity, including dividends and interest from bank deposits.
The expenditure part of the family, mainly consumer, budget consists of cash expenses for paying taxes and making various contributions (including interest on loans), for the purchase of short-term and durable goods - food, clothing, shoes, cultural and household items and household items , to pay for housing, communal, transport, medical and other services. The balance of the expenditure and revenue parts of the budget is also an indicator of the volume of benefits received by the family during a certain time (month, year) per person. The average per capita income and the corresponding expenses reflect the degree of family prosperity, the quality and standard of her life.
Out of business hours forms another group of factors in the social environment of the organization. Associated with them is the organization of the home life of workers, the fulfillment of family and social duties, and the use of leisure.
The time resource of a working person on a weekday is decomposed into working hours (the length of the working day is not the same in different countries, it also varies by sectors of the economy and professions) and non-working time in a ratio of approximately 1:2. In turn, non-working time includes spending 9–9.5 hours to satisfy the natural physiological needs of a person (sleep, personal hygiene, eating, etc.). The rest of the time is occupied by travel to and from work, maintaining household, care for children and activities with them, free time - leisure.
Obviously, a change in the duration of any of these time periods automatically leads to lengthening or shortening of others. That is why the problems of working hours, housing construction, the production of productive, convenient, affordable household appliances, the organization of the work of passenger transport, trade enterprises and services for the provision of services to the population are so relevant in terms of social development. This contains a significant social reserve, including for increasing the duration of free time.
Leisure occupies a special place in the harmonious development of a working person. The size, structure, content, culture of using free time affect the humanistic fullness of the lifestyle, the worker's worldview, his civic position and moral values.
Along with the conditions of the immediate social environment, the social development of the organization is also influenced by more general factors, on which the behavior and working attitude of the staff, the effectiveness of teamwork largely and often decisively depend. First of all, we mean the factors that affect individual sectors of the economy or regions, the state of affairs in the country - whether it is currently on the rise, or, on the contrary, is experiencing a recession, crisis, experiencing a sharp increase in social tension.
The general factors of social development also include the socio-economic and spiritual and moral state of society. The implementation of personal rights and freedoms of a person, the assertion of individuality and the development of collective principles, the originality of the historical path of the peoples inhabiting the country, existing traditions and moral principles are closely related to it. We are talking, in particular, about the peculiarities of labor morality, the ethics of personal and social behavior, and the criteria for civic virtue.
Of course, the social policy of the state is also an important factor in social development. Conducted by the government, all branches and authorities, it is designed to accumulate, focus, reflect the situation in the country and the situation in society, the needs and goals of its development. The tasks of social policy include: stimulating economic growth and subordinating production to the interests of consumption, strengthening labor motivation and business entrepreneurship, ensuring an adequate standard of living and social protection of the population, preserving cultural and natural heritage, national identity and identity. The state should act as a guarantor of the social orientation of the economy. For the effective implementation of its regulatory functions, it has such powerful levers of influence as the national budget, the system of taxes and duties.
The experience of most countries of the world, including Russia, confirms that despite the objective dependence of the solution of social problems on economic and political position Social policy also has a value in itself, it is capable of promoting the improvement of the population's well-being by its own means, and providing versatile support to aspirations for social progress. In modern conditions, it should be a priority in the activities of the power structures of any state.
The Russian Federation, as proclaimed in its Constitution, is a social state whose policy is aimed at creating conditions that ensure a decent life and free development of a person. One of the main duties of the state is the recognition, observance and protection of the rights and freedoms of man and citizen.
Social service organization. Changes in the life of society caused by the acceleration of scientific, technological and social progress, lead to an increase in the role of the human factor in labor activity and the importance of personal qualities of employees. This circumstance at all levels, including organizations, increases the need for the regulation of social processes, for competent, truly scientific management of social development.
In Russia, social services are currently operating in a transition from a planned, overly centralized management to a socially oriented market economy. Their structure is determined, on the one hand, by the size and characteristics of the organization, and on the other hand, by the complexity of solving both production, economic and social problems.
Under the new conditions, the responsibility of organizations and, consequently, their leaders and social services is increasing. Should be considered:
a) variety of forms of ownership;
b) the consequences of the privatization of the former state property;
c) changes in the wage system, dictated by the development of market relations, the expansion of paid social services and their rise in price;
d) reforming social insurance and other types of social protection of the population.
The tasks performed by the social service have their own characteristics. The specialists of this service should be extremely attentive to people and their requests, using the means entrusted to them to maintain the well-being of employees and social and psychological comfort in the team, comply with the requirements for protection and labor conditions, and stimulate interest in the matter. To do this, it is important to have the necessary minimum of humanitarian knowledge, a reserve of psychological and pedagogical tact, and ethical training.
Forecasting and planning is the most important tool for managing social development, which involves analyzing the state of the organization's social environment, taking into account the factors influencing it, developing projects and programs designed for the long-term use of potential opportunities.
The state of affairs should be taken into account not only in the organization itself, but also the situation in the industry and the region, the situation in the country.
The social service is characterized by organizational and administrative functions of providing activities that are justified by targeted programs and plans for social development. This requires interaction and coordination with related management structures of the organization, trade unions and other public associations, sectoral and territorial bodies social management. It is also necessary to prepare draft documents on social issues - decisions, orders, regulations, instructions, recommendations, etc.
The administrative activity of the social service is entirely subject to the full implementation of the legislation that determines legal framework social policy of the state and guarantees in the field of social and labor relations. It is equally necessary to be guided by social standards, which are specific guidelines in the social development of the organization.
An essential aspect of the activities of the social service is the use of various kinds of incentives that encourage the team to actively work to implement targeted programs and plans for social development, to increase the effectiveness of solidarity efforts. This includes material and moral incentives for those who show a useful initiative in social development, shows a good example .
The duty of the social service is: constant monitoring of the practical implementation of the planned social activities, informing the team about changes in the social environment of the organization. economic and social efficiency improvements made in the social environment of the organization.
Socio-economic environment of the organization
Organizations in the social environment
Social environment of the organization- a set of factors that determine the quality of the working life of employees:
Social infrastructure of the organization;
Working conditions and labor protection;
Social security of employees;
Socio-psychological climate of the team;
Financial remuneration of labor and family budgets;
Out-of-hours and use of leisure.
Subsystem of social development- in the personnel management system - a subsystem that performs:
Organization of public catering;
Management of housing and consumer services;
Development of culture and physical education,
Ensuring health and recreation;
Providing children's institutions;
Control social conflicts and stress;
Organization of the sale of food and consumer goods;
Organization of social insurance.
Organization social development service- functional unit of the organization responsible for the social organization of the enterprise.
Changes in the material, social and spiritual and moral conditions in which the employees of the organization work and live.
Organization social development management- a set of methods, techniques, procedures that allow solving social problems. The management of the social development of the organization is focused on the creation of appropriate working and living conditions for the employees of the organization.
Social environment of the organization- the environment formed by the staff itself with its differences in demographic and professional qualifications; the social infrastructure of the organization and everything that in one way or another determines the quality of the working life of employees, i.e. the degree of satisfaction of their personal needs through labor in a given organization. S.s.o. organically interconnected with the technical and economic aspects of the functioning of the organization, together with them constitutes a single whole. Always, and especially at the present stage of development of society, the successful activity of any organization depends on the high efficiency of the joint work of the employees employed in it, on their qualifications, training and level of education, on the extent to which working and living conditions are conducive to satisfying the material and spiritual needs of people. .
Social development of the organization- changes for the better in its social environment - in those material, social and spiritual and moral conditions in which the employees of the organization work, live with their families and in which the distribution and consumption of goods take place, objective connections are formed between individuals, their moral and ethical values. Accordingly, social development, first of all, should be directed to: improving the social structure of personnel, its demographic and professional composition, incl. regulation of the number of employees, raising their general educational and cultural and technical level; improvement of ergonomic, sanitary and hygienic and other working conditions, labor protection and ensuring the safety of workers; stimulation by means of both material rewards and moral encouragement of effective work, initiative and creative attitude to work, group and individual responsibility for the results of joint activities; creation and maintenance of a healthy socio-psychological atmosphere in the team, optimal interpersonal and intergroup relations that contribute to well-coordinated and friendly work, the disclosure of the intellectual and moral potential of each individual, satisfaction with joint work; ensuring social insurance of employees, observance of their social guarantees and civil rights; increase in the living standards of workers and their families, satisfaction of the needs for housing and household appliances, food, manufactured goods and various services, full use of leisure
Lecture notes
1.1. The main elements and purpose of the social environment
1.2. Social development management
1.3. Landmark - humanization of labor
CHAPTER 3 MODERN TRENDS IN SOCIAL DEVELOPMENT
3.1 The impact of scientific and technological developments on social sphere societies
3.2 Priorities of social development in modern conditions
CHAPTER 4 SOCIAL POLICY IN THE RUSSIAN FEDERATION
4.1 The state of the social sphere of the country at the beginning of the new millennium
4.2 The most important goals of the social policy of the state
4.3 Features of social partnership in Russia
CHAPTER 5 FACTORS OF THE SOCIAL ENVIRONMENT OF THE ORGANIZATION
5.1. Conditions, health and safety at work.
5.2. Material remuneration for labor contribution
5.3. Social protection of workers
5.4. Socio-psychological climate of the team
5.5. Social infrastructure of the organization
5.6. Family income and employee expenses
CHAPTER 6 SOCIAL SERVICE OF THE ORGANIZATION
6.1 Tasks and structure of management of the social development of the organization
6.2 Main functions of the social service
6.3 Organizational social development planning
6.4 Social passport of the organization
6.5 Social efficiency of organization management
CHAPTER 1 THE SOCIAL ENVIRONMENT OF THE ORGANIZATION AS A MANAGEMENT OBJECT
1.1 Main elements and purpose of the social environment
1.2 Social development management
1.3 Landmark - humanization of labor
Social development management
The development of the social environment is an indispensable object of organization management and, at the same time, an integral part of the personnel management system.
The management of this area is focused on the social policy of the state and civil society institutions.
Social development of a separate organization means a change for the better in its social environment, the achievement of the desired changes in the conditions of work, life and leisure of workers. Accordingly, the main goals of the development of the social environment are:
Improving the social structure of personnel, its demographic and vocational composition, regulating the number of employees, increasing their educational, cultural and technical level;
Improvement of ergonomic, psycho-physiological, sanitary-hygienic, aesthetic and other working conditions, labor protection and safety of workers;
Ensuring social insurance of employees/observance of their rights and social guarantees;
Stimulation by means of both material rewards and moral encouragement of effective work, initiative and creative attitude to work, group
and individual responsibility for the results of joint activities;
Creation and maintenance of a healthy moral and psychological atmosphere in the team, optimal interpersonal and intergroup relations that contribute to well-coordinated and friendly work, the disclosure of intellectual capabilities and moral potential of each individual, satisfaction with joint work;
Raising the living standards of workers and their families, meeting the needs for housing and household appliances, food, non-food items and necessary
services, full use of leisure.
The development of the social environment of the organization, therefore, is expressed both in the form of objective processes - in relations between people about their living conditions, work, life and leisure, and in a subjective, conscious form - in the phenomena of the psychological atmosphere, interpersonal relationships and moral assessments.
Organization social development management has its own object: the creation of favorable conditions for work, life and recreation of workers, their material and moral remuneration, social protection, the formation and maintenance of a healthy moral and psychological atmosphere, ensuring business cooperation and social partnership. It has its own methods, techniques and procedures that allow solving social problems, ensuring the development of the social environment of the organization.
According to its purpose, the management of social development is focused on people, the creation of appropriate working, living and leisure conditions for the employees of the organization, the constant improvement of these conditions. The content and forms of management decisions, practical actions for their implementation appear in following form and in order:
first: the basis of the well-being of people, the improvement of their living standards is an efficient economy, which is equally true in relation to the national economy of the country as a whole, and in relation to the results of the commercial activities of a single organization (enterprise);
second: the determining condition for commercial success is not so much the resource potential of the organization and the form of ownership, but the demand by society, the consumer of products (goods and services) produced by a private company, joint-stock company, state or municipal enterprise; its demand in the market, bringing a good profit;
third: the effective functioning and competitiveness of an organization are to a decisive extent ensured by its personnel, the coordinated efforts of people united by common interests and deeds;
fourth, high return on joint work is achieved by skillful management of all aspects of the development of the organization, including continuous training of personnel, encouraging their independence, responsibility, and the appearance of well-deserved pride in their company;
fifth: important, of course, is the attitude of employees, a benevolent moral and psychological atmosphere, everyone's confidence in their protection from social and professional risks, the conviction that their contribution to achieving the goals of the enterprise, initiative and hard work will receive recognition, a fair assessment, a worthy reward.
CHAPTER 2 DOMESTIC AND FOREIGN EXPERIENCE IN SOLVING SOCIAL AND LABOR PROBLEMS
2.1. Domestic experience in managing social development
2.2. Foreign experience in solving social and labor problems
Foreign experience in solving social and labor problems
Experience of US enterprises
Methods of social management in the United States are based on the fact that the enterprise is considered as a complex socio-technical system, the main element of which is people, personnel. The fact that the employees of the enterprise experience strong influence socio-economic environment, and the fact that their values are highly dependent on their life practices, personal qualities, including character and temperament, level of education and training, as well as religious beliefs: preference is given to the teachings of the Protestant church, to which they gravitate the majority of believing Americans and which cultivates diligence in work, frugal prudence, rationality in everyday affairs.
From the 30s. in the country there was a fascination with the so-called managerial humanism in connection with the spread of the ideas of the "human relations" school. The United States was ahead of other countries in the field of introducing new means of mechanization and automation of production, and improving technologies. Labor productivity in the country has steadily increased by an average of 3% annually. But in the early 70s. the productivity growth curve in the industrial sectors of the economy has gone down, a lag has become apparent.
Among the causes, the last place was occupied by social factors: the weakening of former motives for work, the spread of alcoholism and drug addiction, the growth of the strike movement and other forms of social protest, people's dissatisfaction with the content and working conditions. So, in the course of sociological research at the enterprises of the well-known corporation General Motors, 76% of workers and 57% of employees declared their dissatisfaction.
The "Japanese challenge" spurred on American business circles and provoked the Third Wave of "managerial humanism" in the country. Various measures were taken, including to restore the credibility of the Protestant work ethic. But the greatest influence has been spread since the mid-1970s. concept of quality of working life (KTZh), the essence of which is a direct relationship between the level of labor productivity and the degree of satisfaction of important personal needs of a person through his work at a given enterprise.
The meaning of KTZh is the improvement of labor motivation, ensuring diversity and enrichment of the content of labor, more complete use of the intellectual, creative and moral potential of employees. Each new production program, the original project of the company, along with measures of the technical, financial and economic plan, includes work on staffing, creating social conditions for achieving growth in labor productivity and economic efficiency.
Attention to the "human factor" brings its economic and social results. It is known that the United States retains its position as the world's leading power. Their share in the world's GDP is about 20%. In 2000, the country's GDP per capita reached 31.5 thousand US dollars. In total, they spend on health care, education, science and social security about 1/5 of their GDP. In terms of the level and quality of life in the UN rankings, the United States consistently ranks first among other developed countries. Thus, according to the rating of 2000, the United States was third, losing only to Canada and Norway.
The personal consumer spending of Americans is the main element of the gross national product (GNP), stably making up 64-65% of it, i.e. almost 2/3. As the primary needs of the population in food, clothing, housing provision (on average, about 50 sq. m of usable area per person), and the arrangement of a comfortable life, the priority is given to services, or rather, the consumption of services.
Japanese corporate experience
The Japanese experience is very specific. Social problems in Japan are solved differently than in the USA, Germany, Russia and other countries. This country does not use other people's designs, but applies own methods in the economy, housekeeping, people's way of life, carefully guarded culture.
Features of Japan are to a certain extent due to:
1. its unique geographic location. This state, whose population exceeds 126 million people, occupies in the eastern part of Asia a chain of islands stretched from north to south with a total area of 372 thousand square meters. km, which is 1.5 times less than the territory of France, 25 times less than the United States, 46 times less than the Russian Federation.
2. the country is not rich in minerals. Its economy is highly dependent on the import of energy carriers, ore and other raw materials.
3. high degree national homogeneity. Over 98% of the country's population is Japanese. Religious beliefs are dominated by Buddhism and Shintoism, which are characterized by an appeal to the inner state of a person, the deification of ancestors and nature.
Life values most Japanese also go back to the ethical standards of Confucianism - ancient teaching, which is characteristic increased attention both innate and acquired moral qualities of a person, the development of his abilities for knowledge and action, manifestations of true humanity. According to Confucius, wisdom, purity of thoughts and honesty towards other people are expressed in humanity; preference for difficulty over easy success, thrift over waste, and justice over greed; generosity, truthfulness and impartiality in judgments, rejection of idleness and vanity. rod Japanese character since ancient times there has been loyalty to the common cause and a sense of duty to the team. The cultural identity of the country is due to long-term isolation from the rest of the world.
After the war, socio-economic and democratic transformations were carried out in Japan. Their result was demilitarization, an agrarian reform with the transfer to the peasants for the purchase of a large part of the landowners' land, a revision of the positions of monopoly capital in the direction of weakening its dictate in national economy, revitalization of the activities of trade unions, as well as supporters of peace and the prohibition of nuclear weapons.
Among the world's leading industrialized countries, Japan, according to UN statistics, has demonstrated the most impressive economic growth: average per capita production has grown almost 17 times over the past century.
In the 50-80s. Japan rapidly increased its economic potential, becoming as a result the second (after the USA) economic superpower. At that time, the Japanese did not skimp on the purchase of foreign licenses and patents, increased investment, expanded the export of their goods, and showed frugality in their own consumption. In such conditions, collective communication, lifetime employment, an unchanging circle of reliable suppliers and stable sources of funding were appropriate.
IN post-war development Japanese economy and social relations In Japan, the state played a large role. From the 50s. it practiced predictive planning. The government provided the development economic strategy and determining the prospects for the social sphere, his policy was aimed at achieving long-term goals.
National planning in Japan does not have the force of law, is not binding, but is indicative, setting benchmarks; it is characterized by the development of targeted programs for socio-economic development, the choice of the main directions that meet the national interests. Predictive planning, like all state regulation, "fit" into Japanese model, in which the main subject economic activity are not privately owned individuals) and not society (the state), but corporations. Government without undue interference with operational management economy, sought to promote natural competition between corporations and partnerships between associations of business people, to take care of creating incentives for economic growth and prosperity.
Following the Deep national traditions is a fundamentally important distinguishing feature of Japanese management.
Attached great importance not only in terms of size, but also in terms of wages. There was a relatively small gap in the pay of various categories of employees of enterprises. Wages and reward systems certainly take into account both the results of work and the age of the employee, the duration of his work in this company, professional training and marital status. In addition to the basic salary and incentive bonuses, special payments are made for housing, medical care, travel expenses, etc. Typically, these payments are 1 / 5 part of the total wage.
In working with personnel, the primary importance is given to the concern to use more effectively in the interests of the company the purposefulness, diligence, and creative potential inherent in the Japanese. Managers are required to show respect for the worker, the ability to harmonize relations between employees and to give joint work a creative character. In the workshops of Japanese enterprises, honor boards with portraits of local innovators and a description of their achievements are often exhibited, various forms of competition among employees are organized for solving complex production and technical problems.
In the 90s. of the last century in Japan, there was a sharp slowdown and even a decline in production. With the globalization of the world economy, in which Japan takes an active part, as well as the massive introduction of information technologies the foundations of Japanese identity, class loyalty for the common cause are being shaken. Competition within corporations is intensifying, patriarchal bonds are being torn, discipline and adherence to state regulation are weakened. Even the consensus characteristic of the Japanese - an indispensable general agreement, which until recently served as a solid foundation for social harmony, encouragement of diligence in work and stability in business relations is perceived only as a limiter of personal initiative and individual responsibility, a brake on the implementation of new ideas and projects.
The significance of some features of solving social and labor problems at enterprises in the United States, a number of Western European countries and Japan.
Firstly, the assimilation of foreign experience is useful as a comprehension of the practice, science and art of social management in conditions market economy. It, in particular, convinces us that the market is not only an equivalent relationship regarding the sale of goods and services, but also a culture of relationships that should be oriented towards the values recognized in a given society, social norms and moral requirements. In addition, market relations are not an obstacle to manifestations of the national character, but, on the contrary, can be organically combined with them.
Secondly, The experience of many countries is convincing evidence that in modern conditions a person strives for productive work not only because of material necessity, but also under the influence of a whole range of social conditions that ensure the stability of society and civilian world, freedom of the individual and human rights, observance of democratic principles in economic and social life. Therefore, the orderliness of the market, market relations is always important, so that, in particular, commercialization does not overwhelm the social sphere - health care, education, science and culture, does not lead to chistogan in interpersonal communication and social ties, so that everything useful and profitable is at the same time highly moral. One should not put excessive hopes on the market, which, they say, is able to settle and fix everything, only on material interest, dictated by supply and demand, purchase and sale.
Thirdly, The mainstay of the social orientation of the market economy is the state, which is called upon to effectively carry out the regulatory role. Only it, using its inherent means (regulations, taxation, social policy, etc.), is able to resist the market elements, be the guarantor of a decent life for citizens and their social security.
Fourth, world practice warns against blind copying of foreign experience, strengthens the understanding that the artificial “transplantation” of any foreign model on Russian soil is contraindicated, since we have different conditions, specifics, traditions and values that have developed over the centuries. Successful advancement of Russia along the path social progress possible only when organic compound universal principles of a socially oriented market economy with the real situation in the country.
Fifth, understanding of the peculiarities of solving social and labor problems in other countries makes it possible to critically assess domestic experience management of social processes, including at the micro level - directly at enterprises. And this makes it possible to determine the positive and negative aspects of the social development of Russian organizations, to assess what deserves support and what should be eliminated.
Control questions and tasks
1. Describe the main features of the new economic policy(nepa) on initial stage Soviet period in the history of Russia. What distinguished the state of social and labor relations in Soviet society during the years of the first five-year plans?
2. When and for what purpose were attempts to reform the Soviet economy made?
3. Name the sections of the plans for the social development of labor collectives in the former USSR.
4. Indicate the positive and negative aspects of social reforms in the Russian Federation at the stage of its transition from a planned to a market economy.
5. What activities make up the content of competition and specific programs to improve the quality of working life that have become widespread in enterprises in the United States and other foreign countries? What is the role of the state in a social market economy? List the specific moments of the social development of corporations in Japan.
6. What gives domestic managers knowledge of the experience of solving social and labor problems in foreign enterprises?
7. . Why is it impossible to directly apply interesting models of social development of enterprises and management in Russian conditions?
Organization social development planning
Social processes at the enterprise must be managed, these goals are served by social planning or planning of social development of labor collectives. However, it should be noted that the socio-economic instability in society, typical for Russia in the 1990s, the struggle of enterprises for survival in the new market environment pushed the issues of planning social development at enterprises into the background. However, this does not mean that the need for such work has lost its relevance. The strengthening of stabilization processes in the country will inevitably put the problems of managing social development among the priorities. This is evidenced by the experience of economically developed countries of the world. Therefore, it is advisable to consider the issues of organizing the management of social development in enterprises.
social planning- this is a system of methods and means of systematic management of the development of the labor collective as a social community, purposeful regulation of social processes and the development of social relations at the level of collectives.
Social planning at the enterprise should be preceded by a comprehensive sociological study of the workforce, the purpose of which may be to study the social structure of workers, identify its weak links and areas for improvement. The issues of people's attitude to work, the factors of attractiveness and unattractiveness of labor at the enterprise as a whole and in each of its divisions are subject to study. Particular attention should be paid to studying the degree of content of labor, its conditions and the level of its payment, staff turnover, labor discipline, value orientations in the team.
The sociological study ends with the development of evidence-based recommendations for changing the social parameters of the workforce, as well as specific proposals for various areas of work in the enterprise team. Such recommendations and proposals become the basis of social planning for the current period (a year) and for the future (3-5 years or more).
Social development plan- a set of evidence-based activities, tasks, indicators for the entire range of social problems, the implementation of which contributes to the most efficient functioning team. At the center of them is not manufactured products, but a person as a producer and consumer, as a socially active person. In planning the social development of work collectives, the determination of the goals and objectives of the plans being developed is of particular theoretical and practical importance. The direction of theoretical developments and the effectiveness of social planning in practice depend on how clearly the goal and objectives of achieving the goal are formulated. For their correct formation, it is important to take into account the relationship between the social and economic development of the team.
The relationship between social and economic development is manifested in the fact that the achievement of social goals is based on economic growth: the collective can set only those social tasks for which the material base has been created.
Economic development depends on effective use social factors, the reorientation of production towards the consumer, the success of overcoming chronic resistance to scientific and technical progress - from the full and comprehensive use of human capabilities. Labor collectives are called upon to produce material goods, but this is not an end in itself, but a means of creating favorable conditions for workers to work, study, rest, develop and make the best use of their abilities. Consequently, goal of social development planning of labor collectives lies in the maximum use of opportunities and conditions for the comprehensive development of the social activity of a person's personality. The achievement of this goal will be facilitated by the solution of the following two groups of tasks:
maximum satisfaction of the reasonable needs of team members,
increase in the content of work,
creation of favorable conditions for work, study and recreation, which is the result of the implementation of technological, technical and organizational measures;
education of the personality of a member of the team, the formation of his proactive attitude to work,
Improving relationships within the team.
When developing a plan for the social development of the production team, it is important not only to determine clear parameters: the indicators and timing of each event, the pace and proportions, but also to provide for restrictions on undesirable trends, to stimulate socially progressive ones. For this purpose, it is used whole system leverage and incentives (prestige of the profession and place of work, traditions of the enterprise, etc.).
The most important principles of social development are complexity(planning of diverse social phenomena and processes in their unity) and democratic centralism(combination centralized management with a local solution to the problems of the social development of the team on a broad democratic basis).
Indicators of social development of labor collectives are determined mainly by the teams themselves, based on the availability of opportunities in the interests of development and increasing the efficiency of its activities. At present, such principles as the principle of scientific validity and objectivity, the principle of specificity have not lost their relevance.
The plan for the social development of the labor collective has a directive character, and after approval it becomes mandatory for execution. On the basis of it, the activities of the team are organized to solve the planned social problems.
The development of a plan for the social development of the team includes four stages.
On the first- at the preparatory stage, a decision is made to develop a social development plan, working groups are formed, contracts are concluded with organizations involved in the development of the plan, the structure of the plan is clarified, work schedules are drawn up, a program and methods for conducting research are determined based on specific production conditions; forms are being developed working documentation, the content of the work is determined and functions are distributed among the performers (creative teams), the team is instructed and informed.
On the second- the analytical stage determines the degree of implementation of the previous social development plan, studies the social structure, working conditions, life and recreation, the level wages and other collected materials are compared with normative data, the achievements of advanced experience in science and technology, which contributes to the scientific substantiation of the plan. Primary social information is collected, specific sociological research is being carried out. The results of this stage (identified general trends, patterns) are documented in an analytical note.
On the third- at the development stage, activities, proposals and recommendations are designed, indicators of the social development of the team are determined, which should be specific and realistically achievable. An initial version (draft) of the plan is drawn up by sections, the economic and social efficiency of the proposed measures is determined. These activities are coordinated with the functional services and transferred to working group, which forms the summary draft of the plan. The latter is agreed with the chief specialists of the enterprise and the head of the enterprise.
On the fourth- at the control stage, a system for monitoring the implementation of the social development plan is being developed, which includes the system of accounting, control and reporting that has developed at the enterprise. In terms of social development, it is advisable to single out the following sections and areas of work:
Improving the social structure of the team. This section draws special attention to the reduction or complete elimination of hard and unhealthy work, to reduce the share of low-skilled labor, to improve the educational and qualification levels of workers, to change (if necessary) the gender and age structure of the team. The work of women, adolescents, and the elderly is considered separately, indicating the structural changes that it is advisable to carry out among these categories of workers.
Social factors of production development and increase of its economic efficiency. Here, measures are planned related to the technical re-equipment of production, with the introduction new technology and technology. Among such measures are the design of progressive forms of organization and remuneration of labor, the reduction of its monotony. The saturation of production with high-performance equipment exacerbates the problem of releasing workers and ensuring employment of the enterprise's personnel. It is advisable to use various forms of employment: part-time work, flexible working hours, home work for women and pensioners, etc. It is important that the plan reflects the issues of overcoming inflation and raising real wages for workers. In the context of the growth of the technical equipment of the enterprise, it is necessary to support in every possible way training on the job. It is also necessary to envisage measures to stimulate rationalization and invention.
Improving the working and living conditions of workers. The plan should highlight areas and subdivisions with unfavorable working conditions, for which it is necessary to provide for measures to improve the working environment, to replace equipment that is a source of increasing harmfulness and danger, or to reliably isolate such equipment. Measures are also envisaged to comply with sanitary and technical norms, labor safety standards, to organize well-equipped change houses at the enterprise, food service points, washing overalls, repairing shoes, delivering food orders to workers through the tables and industrial goods and others. The issues of providing workers with housing, preschool institutions, recreational facilities, etc. are highlighted.
Education of labor discipline, development of labor activity and creative initiative. The measures of this section of the plan are developed on the basis of an analysis of the value orientations of workers and should be aimed at stimulating high labor and production discipline, at developing various forms of involving workers in improving production.
In parallel with the plan for the social development of the collective, many enterprises developed the so-called social passports of enterprises. This experience is expedient to use at the present time. Social passport of the enterprise is a set of indicators reflecting the state and prospects of social development. It characterizes the social structure of the enterprise team, its functions, working conditions, the provision of workers with housing, preschool institutions, social infrastructure units at the enterprise itself. The passport reflects intra-collective relations, social activity of employees and other issues. Data from the social passport is used in the development of a social development plan. In addition to social development plans, specialized social programs can be developed, such as "Health", "Women's Labor", "Youth", "Housing", etc. Planning for the social development of labor collectives ensures the growth of social efficiency, which, along with economic efficiency, is the most important prerequisite and condition for the well-being of the enterprise and its employees.
MANAGEMENT OF SOCIAL DEVELOPMENT OF THE ORGANIZATION
Lecture notes
Velikiy Novgorod
Creation of a management system for the social development of an organization is a step-by-step process. At the same time, at each stage, the goal, content and methods of activity, the required resources and expected results are determined (Table 1).
The purpose and content of the first stage is to monitor the social situation in the organization, during which the social situation, social needs and expectations of various categories of personnel are studied using different types of surveys, which will create an information base for determining priority areas social policy. Specialists-sociologists, a laboratory of sociological research can be involved in this work, which will ensure the scientific validity and effectiveness of the activity.
The second stage is fundamental, since principles and norms of socially oriented activity should be developed here on a collegiate basis. It is most expedient to organize this work through the wide involvement of staff and group discussion, it is possible to involve external experts, organization business games, "brainstorming". As a result, the concept of the social policy of the organization should be created.
Simultaneously with this activity, work should be carried out to create an organizational mechanism for managing social development - structural units, services and public organizations, their organizational design and staffing, training of specialists, development of job descriptions and regulations, the budget of the service.
Development and adoption collective agreement(Social Code) and other legal documents in the course of negotiations with employees and with the participation of initiative groups will become the foundation of the management system, the creation of a regulatory framework regulating the activities.
The implementation of specific social programs involves the planning and implementation of activities by employees of specialized departments and services, the organization of their interaction with public organizations, as well as financial support.
To activate the social position of the employees themselves, it is necessary to involve them in the creation of a management system at almost all stages of activity in various forms. So, at the first stage, they can participate in the survey, at the second - the development and discussion of legal documents, at the subsequent ones - in control over the distribution of social benefits, etc.
Evaluation of the effectiveness of the implementation of socially oriented activities is singled out by us as an independent stage. As shown above, social audit, self-assessment and peer review can serve as assessment methods. The result should be obtaining objective information to adjust the goals, content and forms of activity.
Thus, the activity to create a management system is of a staged and cyclical nature, at each stage it has its own specifics and, when entering a new cycle, provides a qualitatively new level of management of the social development of the organization
1. Currently, the current trend in the field of management is the active development and application of social technologies that ensure the development of social relations and the improvement of social processes.
2. Social technologies are a method of management, algorithmic actions for the implementation of social programs and projects.
3. The technology for developing a social program is a step-by-step process that at each stage has a goal, methods, and methods of systematically organized activity.
Stages of creating a management system for the social development of an organization
| Purpose of activity | Content activities | Ways and methods of activity | Required resources | Expected results |
| 1 | 2 | 3 | 4 | 5 |
| Monitoring the social situation | Study of social status, social needs and expectations of staff | Statistical data, questionnaires, interviews, observation | Organizational, labor - work of the laboratory of applied sociological research, financial - research budget | Creation of an information base for determining priority areas of social policy |
| Rationing | Development of principles, norms, rules of socially oriented activity | Organization of work of experts, initiative group, public council (focus groups, brainstorming) | Work of organizers and moderators | The developed concept of social policy |
| Creation of organizational structures | Organizational design of the relevant departments, public organizations, selection and training of personnel | Development of regulatory documents - regulations, job descriptions | Financial - the budget of the service, labor - the activities of specialists | Ensuring the implementation of social policy by organizational and human resources |
| 1 | 2 | 3 | 4 | 5 |
| Legal support | Development of a collective agreement (agreement), social code, provisions on social protection(help, support) | Negotiations with representatives of employees, public organizations | Availability of a legal framework for social policy | |
| Development of social programs | Definition of specific forms and activities, resource planning | Program target | Organizational - work planning, temporary - determining the deadline for the implementation of planned activities | Availability of social programs |
| Implementation of priority social programs | Conducting program events | Activities of specialists of departments, members of public organizations | Program budget | Improving the social status of employees, increasing staff satisfaction and labor quality |
| Evaluation of the effectiveness of social oriented activities | Development of evaluation criteria and implementation of evaluation procedures | Self-assessment, peer review, social audit | Organizational, labor - work of experts, financial - project budget | Obtaining objective information to adjust the goals, content and forms of activity |
Information, organizational, regulatory and financial support are essential conditions for the successful implementation of the social program.
5. The creation of a social development management system in an organization is a social technology and includes a number of successive stages and purposeful actions.
Control questions and tasks
1. Describe the main provisions of social technology, based on definitions.
2. Name the participants in the interaction in the implementation of social technologies.
3. Conduct an analysis of the socio-technological and innovative approaches to the study of the social processes of the organization, highlight the specifics of each.
4. What is the main form of implementation of the organization's social policy?
5. What social projects and programs of organizations are you familiar with?
6. What principles underlie the development and implementation of social programs?
7. Analyze the components of program-based management.
8. Name the methods for evaluating the effectiveness of the implementation of social programs.
1. Ivanov, V.N. Social technologies in modern world/ V.N. Ivanov. - M., 1996.
2. Kravchenko, A.I. Applied sociology and management: textbook. allowance / A.I. Kravchenko. - M., 1999.
3. Social technologies: explanatory dictionary / otv. ed. IN AND. Ivanov. - M., 1995.
Introduction 2
Chapter 1. Theoretical foundations of planning the social development of an organization 4
1.1 Prerequisites for the social development of an organization 4
1.2. Essence of organization social development planning 7
1.3. Forms and methods of planning the social development of an organization 9
Chapter 2. Social development of OJSC Russian Railways 16
2.1. Company profile 16
2.2. Strategic objectives of the company to ensure 18
sustainable development 18
2.3. Risk management in planning the Company's social development 21
2.4. Policy of Russian Railways in the field of interaction with personnel 24
Conclusion 31
List of used literature: 32
Introduction
In all economic systems, the main productive force is a person, the personnel of organizations. Through his work he creates material and spiritual values. The higher the human capital and the potential for its development, the better it works for the benefit of its enterprise. Employees of the enterprise, closely related to each other in the process of labor activity, not only create a new product, perform work and provide services, but also form new social and labor relations. In business market relations, the social and labor sphere becomes the basis for the life of both individual workers and individual professional groups, entire production teams. The combination of personal and production motives of employees' activities is one of the most important tasks of both social planning and management in general.
The social development plan of a modern enterprise contains such human indicators and factors as increasing the income and quality of life of employees, improving the labor potential and social structure of personnel, improving the social, labor and living conditions of employees, ensuring high performance and labor productivity of performers, motivation and satisfaction the needs of all categories of personnel, the development of personal and creative abilities of employees, etc. That is why the issue of planning the social development of an organization in modern society and specifically in organizations plays a huge role.
The prerequisites listed above confirm the need for high-quality planning of the social development of the organization, and, accordingly, determine the relevance of the chosen topic for writing the work.
Target this work - an analysis of existing forms and directions of planning the social development of the organization.
Main tasks this work:
1. To study the theoretical foundations of social planning
2. Select the main directions of planning the social development of the organization.
3. Conduct a practical study of social development planning on the example of Russian Railways.
Subject research - forms and directions of planning the social development of the organization.
An object Research – Russian Railways Limited Liability Company
The work consists of an introduction, two chapters of the main part, a conclusion (conclusion) and a list of references.
Chapter 1. Theoretical foundations of planning the social development of an organization
1.1 Prerequisites for the social development of the organization
Planning for the social development of the enterprise team acts as a method of managing social processes in the life of the team.
For modern stage development of domestic market relations, the following social and labor problems formulated by A. Marshall are especially important in the field of social and labor activity. one
1. What should be done to increase the beneficial and reduce the harmful effects of economic freedom, bearing in mind its final and intermediate consequences?
2. To what extent will the desire for a more equal distribution of wealth justify changing forms of property or restricting free enterprise, even if they can lead to a reduction in total wealth. In other words, how far should one go in the direction of increasing the income of the poorest classes and reducing the volume of their work, even when they are associated with some reduction in the material wealth of the country? To what extent can this be done without committing injustice and without weakening the energy of the leaders of progress. How should the burden of taxes be distributed among different groups in society?
3. Should we be satisfied with the existing forms of the division of labor? Is it inevitable that a lot of people will be engaged exclusively in non-creative work? Is it possible to gradually instill in the vast masses of workers a new ability for them to fulfill higher labor standards and, in particular, to exercise collective management of the enterprise in which they themselves work?
4. What is the proper balance between individual and collective action at the stage of civilization in which we now find ourselves? What economic activity should the society itself carry out, acting through its government agencies, federal or local?
5. When the government itself does not directly intervene in economic activity, to what extent should it allow individuals and corporations to conduct their affairs at their discretion? To what extent should it regulate the management of monopolies, as well as land and other large resources that man himself cannot increase? Is it obligatory to preserve in full force all existing property rights, or perhaps the original necessity to which they were called has already passed to a certain extent?
6. Are the current uses of wealth completely fair? To what extent is the moral pressure of public opinion on the government permissible, when its inflexibility and violent intervention can do more harm than good? In what sense do the duties of one country towards another in economic matters differ from those of the citizens of one country towards each other?
Thus, in market relations, the main socio-economic problems are the fair distribution of common wealth, the regulation of personal income and the formation of wages. 2
Any wealth, as noted by A. Marshall, consists of things that people want to have and which directly or indirectly satisfy all human needs. Things or goods necessary for people are divided into tangible and intangible.
Wealth consists of useful things, goods and materials, and all rights to own and use material things, or to benefit from ownership of one's things, both in today's life and in tomorrow's life.
Intangible human benefits are divided into two groups. One includes his own qualities and capacities for action and enjoyment, such as mental and business abilities, vocational education and practical skills. All these benefits are contained in the person himself and are called internal. The second group includes external benefits, consisting in the presence of a good reputation and business connections of a person, etc. Both tangible and intangible benefits can be transferable and non-transferable. The first usually includes material values, and the second - personal qualities and abilities, as well as business connections, favorable climatic conditions, etc.
As can be seen, material goods, human qualities and climatic conditions that a person has are the most important characteristics of the quality of life of people.
Among other factors that determine the quality of life of the personnel of the enterprise, the most significant is spiritual (life goals, value orientations, ethical standards, etc.), economic (volume of production of goods and services, efficiency of resource use, the state of the financial system, etc.). .), technological (technical parameters of products, the level of technological equipment), political (free economic activity, safety of life and work, etc.).
In the process of labor activity of personnel, the main socio-economic results can be expressed in the volume, composition and quality of products, goods and services, working conditions, safe work and health of workers (morbidity), attitude to work 3 , the level of wages, the presence of absenteeism and loss of working time , the number of conflicts, complaints, strikes and other financial, economic and social and labor factors and indicators. If an enterprise, organization or other system provides the expected level of such results for all employees or members of labor collectives, then they have a motivated desire to make their personal and group professional contribution to this system at the level of their efforts and overall labor results that they consider acceptable or possible under given labor, motivational or market relations. The extent to which an organization or its subdivision motivatedly determines the functions and duties of an employee for a given pay depends on his perception of the goals of the system and the desire to provide the necessary or possible result. Stimulation of the required level of labor productivity of employees can be achieved in two ways: either by selecting personnel with appropriate internal motivation, for which their internal satisfaction with the results achieved is important, or by external motivation, in which the desires and needs of a person are satisfied through a system of stimulation as material as well as moral.
1.2. The essence of planning the social development of an organization
Social planning 4 is a system of methods and means of systematic management of the development of the labor collective as a social community, purposeful regulation of social processes and the development of social relations at the level of collectives.
The main objective of the social development plan of the team is to develop and implement a system of measures that ensures a harmonious and comprehensive improvement in the quality of life of the company's personnel at home and the quality of working conditions.
The development of a social development plan is usually within the competence of the planning and economic department and the sociological service of the enterprise with the involvement of the trade union committee.
Social planning is part of the technical and economic process, since in the course of drawing up a social development plan, many technical and economic tasks are solved - increasing labor productivity, organizing the workplace, improving wages, ensuring the quality of work and products, etc. The qualitative feature of social planning, due to the object itself (comprehensive and harmonious development of the individual and the team), requires additional and specific information and standards: data on the social and age composition of workers, on their needs and inclinations, education, qualifications, relationships in the team. Such information can be obtained only as a result of specific sociological research carried out according to special programs and methods.
The plan for the social development of collectives of enterprises, as a rule, is drawn up in the form of a prospective five-year plan with a breakdown of tasks by year of the planned period.
Social planning at the enterprise should be preceded by a comprehensive sociological study of the workforce, the purpose of which may be to study the social structure of workers, identify its weak links and areas for improvement. The issues of people's attitude to work, the factors of attractiveness and unattractiveness of labor at the enterprise as a whole and in each of its divisions are subject to study.
Social development plan - a set of evidence-based activities, tasks, indicators for the entire range of social problems, the implementation of which contributes to the most efficient functioning of the team. At the center of them is not manufactured products, but a person as a producer and consumer, as a socially active person.
In order to ensure the fulfillment of tasks for all points of the plan, specific tasks, deadlines and persons responsible for implementation are established; necessary funds are allocated; the team is mobilized to carry out the planned activities and work; control over the implementation of the tasks of the plan is introduced. The activities of this plan are included in the operational calendar plans of the relevant production units and departments, which are responsible for their implementation along with production plans.
All measures of the plan for the social development of the collective are consistent with other sections and, first of all, with the plan for labor, the plan for the technical and organizational development of production, and the financial plan.
The sources of funding for social development plan activities are varied, but must be precisely defined. Depending on the nature of the activities, they can be financed from the fund allocated for reconstruction, funds for the development of new equipment, development of production, as well as from bank loans, from part of the depreciation deductions used for major repairs
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