Socio-psychological foundations of leadership. Social Psychology of Management

For effective management of the enterprise, the manager must pay special attention to his subordinates. Knowledge psychological features subordinates allows the leader to more effectively implement the socio-psychological function. The basis of socio-psychological function serves delegation manager of their powers and motivation subordinates.

Delegation - is the transfer of authority to solve problems by the leader to his subordinates. At the same time, responsibility for the implementation of this work is not delegated.

Powers - this is the right to use the resources of the enterprise appropriate for the performance of a specific task and to coordinate the efforts of certain employees for its implementation.

Responsibility - it is an obligation to be accountable for one's actions, deeds. The amount of responsibility affects the employee's salary (the greater the responsibility, the higher the salary).

When transferring authority to perform work, the employee who delegated them bears full responsibility for them. Powers are delegated to the position, not to the person who occupies it.

Delegation of authority will not make sense if the work of employees is not stimulated. The ability to induce an employee to perform work at minimal cost to himself and the enterprise as a whole determines the professionalism of a manager.

To do this, the manager must pay special attention employee motivation .

motives - these are the driving forces (needs) that motivate a person to do work.

Motivation - it is a set of internal and external driving forces (motives) that induce a person to activity, set the boundaries and forms of activity, give this activity an orientation focused on achieving certain goals.

Main types of motivation:

1. External influences certain motives are evoked that induce a person to the desired result for the motivating subject (option of a trade transaction).

2. Desirable for the subject of motivation, the motives of actions are weakened or those motives that interfere with an effective result are weakened.

Employee motivation It is based on ability to meet needs and requirements.

The worker can do the work:

in accordance with personal qualities (hard work, responsibility);
under the influence of his needs, which he can satisfy as a result of performing certain functions.

The leader must know:

the standard of living of the subordinate;
composition of his family;
exemplary environment;
Interests and hobbies.

This will allow the manager to distribute work more efficiently.

Manager has to:

pay considerable attention to the working conditions of employees;
provide social guarantees that attract people to the enterprise;
take care of the psychological climate;
provide the wages that will lead to him the necessary employees.

Socio-psychological functions are based on the manager's knowledge of the professional qualities of employees and their psychological characteristics.

Psychological features:

character traits;
standard of living;
social circle, etc.

One aspect of the division of labor is the division into leaders and subordinates. For a long time in our literature leadership was considered only as a kind of socio-political and legal activity. At present, the activity of a leader is considered as professional, namely managerial, which has its own psychological, ethical and pedagogical features. The activity of the manager is defined as a type of professional executive and administrative work in the field of managerial relations.

To lead is to be able to manage the people, economic resources and time that an organization has to perform its specific tasks. The head of the team in our society is an employee who has clearly defined functions, rights and obligations, as well as professional principles of work. Special literature for managers is published, there are educational institutions that train professional managers, scientific methods for selecting assessments and active psychological training of managerial personnel are being improved.

As noted by the authors of the book "Psychology and collegiality" D. Kaidalov and E. Suimenko, the psychology of leadership involves the study of the socio-psychological aspects of managerial activity of the head. its basis is the power of unity of command, and the way to solve it is the methods and style of leadership. Solving the problems of optimization of leadership, both in theoretical and practical aspects, begins with the study of the functions of the leader. First we need to define what we will consider under the function of the leader.

The function in this case is a set of homogeneous tasks that are repeated and that need to be solved in order to ensure the normal functioning of a certain system and its transfer from one state to another, which better meets the requirements.

There are several classifications of managerial functions, where different criteria are used. Many researchers talk about the function, consistently considering the stages of the management cycle. This approach was started by the founder of the scientific organization of labor in the West, A. Fayol, who singled out such elements of the so-called administrative operations: foresight; organization; order; agreement; control.

The researcher Yu. Tikhomirov in the function of a leader includes: the organization of the management system; choice of goals; forecasting; planning; information; decision making; organizational and mass-like activity; control; assessment of management effectiveness.

V. Afanasiev names the following main managerial functions: development and adoption of a managerial decision; organization; regulation and adjustment; accounting and control.

V. Afanasiev and Yu. Tikhomirov emphasize the relativity of the solution of the above functions based on the division into management cycles, since in real management practice all these functions are inextricably linked, or, in other words, are in close interconnection and interdependence.

Psychologists and sociologists (unlike management specialists), highlighting the functions of a leader, take as a basis for classification not only the managerial cycle, but the entire structure of the leader's activity in the work collective. The head is considered not only as the performer of an administrative role, but also take into account the variety of social and educational duties that he performs.

Considering the general block diagram of the functions of a leader in organizational systems, V. Rubakhin and A. Filippov single out general and special functions.

General management functions:

Implementation of the decisions of state bodies;

Determination of the purpose and main directions of activity, as well as the prospects for the development of the organization of the team and production as a whole;

Creation of a cohesive, efficient team;

Formation of a rational organizational structure;

Distribution of functional responsibilities, available resources and funds within the team;

Development and implementation of effective labor organization and management.

Special functions are planning and economic, personnel, technological and managerial.

The planning and economic function is associated with:

Determining the need for human and material resources, monitoring their availability and use;

General coordination of the activities of subordinates in order to ensure effective use human, material resources, technology;

Forecasting possible so-called bottlenecks and planning activities to eliminate them;

Self-control of their work;

Social planning of production in general.

The HR function is related to:

Staffing and general management of personnel in the performance of their functional duties;

Organization of work in order to study personnel and determine the prospects for their further use;

Ensuring staff development, optimal working conditions and safety;

Development of a system of moral and material incentives for subordinates;

Elimination of production conflicts;

caring about household service employee problems.

Technological and managerial function includes:

Definition of tasks and assessment of the production situation;

Determination of methods and means of performing tasks in accordance with the capabilities of the production team (quantity, qualifications, time, material, technology);

Making decisions, defining tasks for subordinates;

Implementation of coordination in the team, in the organization;

Control of execution with the definition of tasks;

Maneuvering available reserves;

Evaluation, summing up, solving tasks.

As you can see, the subject of management activity is forecasting, organization, administration, coordination and control. Of particular importance in the process of implementing these functions is given to the processes of decision-making, coordination and communication of all links of production.

In general, the activities of the manager, according to V. Rubakhin and A. Filippov, are determined by two components: the managerial, associated with the general organization of the activities of the production team, and the organizational, associated with the performance of production tasks that are cyclically repeated.

So, managerial activity is multi-level and diverse, it comes down to the continuous solution of a certain set of tasks.

What are the general psychological features of this activity?

1. Management activity has a socio-technical nature associated with the management, management of technical and technological systems and social production organizations.

2. Mediation and remote control of real objects and processes.

3. Large volume and variety of operational tasks and activities.

4. non-algorithmic nature of many operations, which is associated with a lack of information and activities in conditions that change frequently.

5. Rigid determination of parts of operations by the time parameters of the organizational system as a whole.

6. High mental tension associated with great responsibility for making decisions. Note the activities of the head of the more socially conditioned. It is based on the widespread use of social information, as well as socio-psychological knowledge about the team in which management is carried out.

Performing its functions in accordance with the various interests of employees, each leader influences their behavior in accordance with the requirements of society, involves them in the process of social development, in management and forms public consciousness and ensures the high efficiency of each employee.

Some researchers note that the effectiveness of the leader's activity depends on the efficiency and stability of the team of low-level managers and the quality of relationships in the team.

Other researchers, such as L. Umansky, consider organizational activity as the final link in the people management system. He notes that in the primary team, leadership activity is combined with organizational activity.

The first function of organizational activity is the integration of individuals by familiarizing employees with common tasks, goals, determining the means and conditions for their achievement, as well as through planning, coordinating teamwork, accounting and control.

The second function is communication. This refers to the establishment of horizontal communications within the primary team and external vertical communications with the highest levels of management.

The third and fourth functions of organizational activity are training and education (in the broadest sense).

As L. Umansky notes, in each specific organizational activity, all the above functions are in unity and interdependence.

E. Kuzmin, I. Volkov, Yu. Emelyanov distinguish the following functions:

Administrative (work orders, coordination of individual actions and control over execution);

Strategic (defining goals and choosing methods to achieve them, planning and forecasting)

Expert advisory;

Communication and regulatory;

Representations of the group in the external environment;

disciplinary;

educational;

Psychotherapeutic.

A. Kovalev considers the following managerial functions:

goal setting;

Planning and forecasting;

Coordination;

stimulation;

Control;

Upbringing.

According to L. Blyakhman, the content of the leader's activity is manifested in such functions:

goal setting;

Administrative and organizational (formation of management bodies, distribution of tasks among subordinates, coordination of their actions and control of execution);

Expert (consultations of employees and specialists);

Disciplinary and stimulating (evaluating the quality of work of subordinates, determining rewards and penalties)

Representative (to external organizations);

Educational and propaganda (creation of a favorable socio-psychological climate in the team, development of the abilities and initiatives of subordinates, selection and placement of personnel, participation in the training of the reserve for promotion).

The Slovak psychologist I. Siposha believes that the content of managerial activity is to provide for the optimal operation of the organization system and implement it. Psychology in the field of management should help predict people's behavior and ensure its optimization.

The Slovak psychologist F. Liptak classifies all human actions in systems that relate to the leader as follows:

1. A person acts in mixed systems and in most cases is an element of many systems, but the relationships differ in terms of time and space.

2. From an organizational point of view, each person appears in three aspects:

Auto-organization (man organizes himself)

Sub-organizations (as an organizer of other systems and subsystems);

Meta-organizations (the person himself is the subject of organization of other people who organize it).

3. When solving tasks on the organization of labor, it is necessary to take into account the following two points:

The ability of a person to be an element of any system (personal characteristics);

The conditions under which a person can act as such an element.

Regulation mechanisms are created at each level of the system. Psychologists should be interested in precisely those systems that a person controls.

Systems run by humans fall into two categories:

Management of technical means (man-machine)

Management of socio-economic systems (man - man).

The second type of management is complex, since the individuals who are managed (as units) have certain abilities to manage, their own goals, and make their own decisions.

According to the two types of management, there is a dual strategy for regulating the system (which refers to the function of leadership):

Biotechnological - which takes into account the material environment of the individual worker and is based on objective criteria that can be measured;

Psychosociological - aimed at modifying the collective activities of social and professional groups that generally create the team of the enterprise.

In the psychological literature there are other lists of managerial functions, which differ to some extent from those given.

An urgent task today is to analyze the functions of a leader on the basis of empirical research.

One of the first attempts at such an approach was made by A. Zhuravlev, V. Rubakhin, V. Shorin, who discovered twelve managerial functions according to the assessments of the leaders themselves and divided them into two groups:

Production;

Socio-psychological.

It was found that managers at different levels pay more attention to production functions than to socio-psychological ones. However, middle managers (for example, heads of shops), compared with the lower level of management, provide greater importance to socio-psychological functions. With the age of managers and work experience, their attention to socio-psychological factors also grows.

In a study conducted by L. Pochebut, the functions of a manager in a production team were divided into two types:

Production and technological (special professional);

Socio-psychological.

In the process of performing the production and technological function, the manager acts as a specialist in a particular production, solves problems within the framework of the "man-technique" system. Under the socio-psychological functions understand all those functions that are implemented in the "man-man" system. In order to detail the structure of the socio-psychological function, a questionnaire survey of 232 managers of various levels (from foremen to the head of the workshop) of the Svetlana association was conducted. With the help of correlation and factor analyzes, the structure of the socio-psychological functions of the activities of managers was revealed, which contains the following components:

Informational;

Organizational;

Socializing;

Making decisions.

In each of the functions, a central feature was noted (the so-called core of the function), which closely correlated with all the features of a particular function and the responsibilities of the manager.

Of interest is the work of A. Kitov, which raises the question of the so-called blocks of social activity of the leader (meeting, studying documents, receiving visitors, etc.), considered as empirical units of activity. A. Kitov notes that in each such unit of activity, three theoretical units of activity can be distinguished:

Diagnostics and forecasting, that is, the study of the state of affairs and the prediction of their course in the future

Development of an action program for subordinates that would direct this activity in the right direction;

Encourage subordinates to carry out a specific program.

The share of these units of activity varies depending on the situation.

Kharkiv sociologists found that low-level managers pay very little attention to the development and implementation of advanced labor methods, rationalization activities, advanced training of their subordinates and general education, as well as their own and improve the cultural and political level. On average, it takes six minutes a day. Namely, the work of such a plan primarily determines the qualifications of lower-level managers, leads to a decrease in efficiency in the activities of the primary team.

Knowledge of functions and responsibilities should coincide with the moral readiness of the leader to fulfill them. Then the official requirements are reinforced by their own exactingness to themselves.

Analyzing the structure of the manager’s activity, one must also take into account subjective elements, that is, the manager’s own needs in such activities, and the formation on their basis of a system of attitudes towards one’s work, towards oneself, subordinates and senior managers. As special studies show, the indicator of the activity of managers in communication and contacts with subordinates, in informing, decision-making significantly depends on the content of the work of the leader and experience, the degree of independence in the performance of certain functions. For example, within the framework of shop management, a higher satisfaction of special needs in management (decision-making, forecasting, control) was found, but less satisfaction of needs in non-specific activities - in contacts and communication with subordinates.

So, with an increase in the level of leadership in the structure of the leader's activity, its components and functions are redistributed to expand independence in decision-making.

Fanis Vagizovich Sharipov

Psychological foundations of management

Instead of a preface

In the context of the transition of the economy to market relations, the problem of increasing the efficiency of managing enterprises, organizations and their divisions is of paramount importance. The success of its solution largely depends on the managerial and socio-psychological competence of managers, on their ability to cooperate with people.

As is known, modern economic management systems in developed capitalist countries are based on management. The essence of the concept of "management" initially reflected the ability to go around horses and rule them. This word is based on the English verb "to manage" (manage), which comes from the Latin "manus" (hand). Literally, the term "management" means "management of people."

In the scientific literature devoted to the issues of economic management, the concept of "management" is considered as a science, practice and art of management.

Management as a science management of an organization and people is a system of knowledge about the principles, methods and forms of management, management style, requirements for the personality of a leader, employee motivation, etc.

Management as practice management refers to the process carried out by managers to achieve the goals of the organization. In this context, management is a certain type of activity to guide people employed in a particular area of public life, the national economy.

The art of management as a fusion of science and management practice means effective management of people, the ability of a manager to achieve goals using the knowledge, experience and abilities of other people, organizing and directing their activities.

In my opinion, the poor preparedness of managers of all ranks in the field of management, that is, the theory and practice of management, is one of the reasons for the prolonged economic crisis in Russia. Our leaders, being trained in the conditions of the administrative-command system of management, are usually accustomed to command people (to command, rule). They were not particularly interested in the personality of the worker, his interests, needs, desires, relationships, state of mind, abilities and other components of the human psyche. For the chief, his personal success remained the main concern, at best the success of the organization associated with the implementation of the plan. Fulfill the plan at any cost - this is the motto of previous years.

Market economy requires from modern leaders, i.e. managers, different approaches, a new culture and management and leadership. The main task of the manager is to create conditions for highly effective activity and social development of each employee individually and the group (organization) as a whole. To successfully solve this problem, the manager must know well, on the one hand, the content, technology of the labor or other activity itself and everything connected with it (goals, means, process, etc.), and on the other hand, the subject of activity, the level his preparedness, abilities, motives, character traits and other personality traits.

The psychological knowledge of a manager allows him to better study (know), understand himself and other people, especially subordinates. The knowledge of the human psyche involves the identification and evaluation of its psychological properties, state, orientation, relationships and characteristics of the cognitive, emotional and volitional spheres. Psychological knowledge helps the manager and entrepreneur to better interact with people, establish psychological contact with them, influence them if necessary, communicate effectively with people, manage staff (subordinates), train and educate young employees, establish a favorable psychological climate in the group (team). ), form and develop positive motivation for labor and creative activity.

The textbook attempts to summarize domestic and foreign experience in the field of theory and practice of managing people based on the use of psychological knowledge.

It reveals the individual psychological characteristics of a person, the requirements for a manager and an entrepreneur, the functions of managerial activity, methods and styles of leadership. The problems of employee motivation and business communication in organizations; the socio-psychological characteristics of a small group and a labor collective are given. Particular attention is paid to the issues of managerial ethics, the preparation and adoption of managerial decisions, the psychology of working with personnel and the problem of manager's health.

I would especially like to note that chapter seven was written jointly with Associate Professor R. A. Nasybullin; I express my sincere gratitude to him for his assistance in preparing the manuscript.

Professor F. V. Sharipov

Chapter 1. SUBJECT AND OBJECTIVES OF MANAGEMENT PSYCHOLOGY

1. The subject of management psychology

The word "psychology" comes from two Greek words: psyche - soul and logos - science. In other words, the science of the soul, that is, the inner world of man. This is the science of the laws, mechanisms and facts of the mental life of humans and animals. Having arisen as a branch of philosophy, psychology later acquired complete independence. Moreover, a number of branches have emerged from it: psychophysiology, zoopsychology, comparative psychology, social psychology, child psychology, educational psychology, developmental psychology, labor psychology, management psychology, creativity psychology, medical psychology, pathopsychology, neuropsychology, engineering psychology, psycholinguistics, ethnopsychology and etc.

One of the most important concepts in psychology psyche. It is used as a characteristic of a living system (animals, humans) specific signal interaction with the environment. The essence of the psyche it is a subjective image of the objective world, an ideal reflection of reality. The whole variety of forms of mental existence is usually combined into four groups.

1. Human mental processes: cognitive (attention, perception, memory, thinking, etc.); emotional (feelings); strong-willed.

2. Mental formations of a person (knowledge, skills, habits, worldview, etc.).

3. Mental properties of a person (orientation, temperament, character, abilities).

4. Mental states: functional (emotional, cognitive and volitional) and general (mood, readiness for action, confidence, activity or passivity, etc.).

From the point of view of influencing human activity and behavior, two interrelated regulatory functions of the psyche are distinguished: motivation (the motivational sphere of the psyche) and execution (the activity sphere). Other functions include: reflection, image formation, meaning formation, relationship function, accumulation of experience, goal setting, etc.

As for the question of the origin of the human psyche in ontogenesis, it should be emphasized: the human psyche is the result of his communication with other people and inclusion in a variety of activities (play, study, work, reflection, evaluation, etc.). A special role in the development of the organism is played by the second signal system - language and speech as an external form of human thinking.

Control- the function of organized systems of various nature (biological, social, technical), ensuring the preservation of their specific structure, maintaining the mode of activity, the implementation of their programs and goals.

Social management - targeted impact on social system for its streamlining, preservation, improvement and development. Management is one of the most important functions of any organized system, without which it cannot exist and inevitably dies. Social management includes the processes of collecting and analyzing data on the functioning and activities of the team, the development and implementation of decisions, the processes of monitoring the implementation of decisions made and evaluating the results and motivation of employees of the organization. All these processes are based on the knowledge and practical experience of managers and are implemented with the help of thinking, memory, perception, attention, communication, speech, volitional efforts, etc. In other words, management is a mental process of interaction between the leader and subordinates in the preparation and implementation of organizational solutions. Consequently, the subject of management psychology is the psyche of people involved in management processes, namely managers and performers (subordinates).

Main stages management process: collection and processing of information; its analysis, diagnosis of the state of the control object, forecast of its further change (development); goal setting; development of a solution aimed at achieving the goal; sequential instantiation common solution in the form of planning, design, programming; development of specific (private) management decisions; organizing activities to implement decisions; control over this activity; collection and processing of information on the results of activities (then the cycle is repeated).

In management, as you know, work with people who need to be successfully managed plays a huge role, and for this you need to know their psychology, their capabilities, desires, needs, etc. In addition, you need to know and own possibilities, abilities and prospects of own development.

2. Goals, objectives and meaning of the discipline

The main goal of the course "Psychology of Management" is the formation of a system of knowledge and methods of activity (skills) necessary for the successful solution of social and managerial and psychological and pedagogical tasks in labor collectives. As a result of studying the course, students must know:

Socio-psychological functions and tasks of management;

Requirements for the personality and activities of the leader;

Methods and leadership style; ways to motivate the labor activity of employees;

Technology and psychological features of the preparation, adoption and implementation of management decisions;

Kinds business communication; requirements for oral presentation (public speech); features of conversation, discussions, negotiations; ways of dealing with people;

The main features, functions and characteristics of the workforce; ways of forming a favorable socio-psychological climate in the team;

Socio-psychological aspects of the formation of personnel potential.

Students should be able to:

To reveal and explain the theoretical issues of management psychology;

Compose a socio-psychological portrait of a leader, manager; using various methods to assess the managerial potential of a specialist;

Use psychological and pedagogical methods of influencing the consciousness and behavior of people;

Make management decisions and organize the work of people for their implementation;

Conduct business conversations, negotiations, discussions; speak publicly (without text); write business letters;

To study and evaluate the state of the socio-psychological climate in the team;

Prepare and conduct a lesson (lesson) in the system of training workers; participate in staff appraisals. The study of psychology in general and, in particular, the psychology of management is of great importance for a future specialist, since the study of its problems and issues is designed to provide psychological training for managers, managers of various levels, form or develop their psychological management culture, create the necessary prerequisites for theoretical understanding and practical application The most important issues in the field of management, which include:

Understanding the psychological nature of management processes;

Knowledge of the basics of organizational structure;

A clear understanding of the basic principles and styles of management and leadership, as well as ways to improve management efficiency;

Knowledge information processes and means of communication necessary for personnel management;

Knowledge of heuristic methods for solving managerial problems;

Ability to express your thoughts orally and in writing;

Competence in managing people, selecting and appropriately training specialists, in optimizing formal and informal relationships among employees of the organization;

The ability to evaluate their own activities, draw adequate conclusions and improve their skills, based on the requirements of the current day and predicted changes;

A clear understanding of structural features organization, motives and mechanisms of behavior of employees.

Psychological knowledge is necessary for managers of all levels of management to successfully solve the following tasks:

Self-knowledge, self-analysis and self-assessment of behavior and psychological properties (reflexive tasks);

Study, identification and assessment of individual psychological characteristics of employees in the organization; communication and cooperation with employees, taking into account their psychological properties;

Improvement of communicative qualities;

Management of people using modern management methods, including personnel work (selection and placement of personnel, their certification and advanced training);

Employee motivation and self-motivation;

Performance of pedagogical functions (training and education of young employees);

Participation in community work and decision social issues; increase in civil and legal activity (of one's own and subordinates);

Self-education, systematic professional development, development of personal qualities.

IN modern conditions complication of information, technical, technological, organizational and managerial tasks in all spheres of human activity, the psychological literacy of a specialist becomes part of his professional culture.

3. Connections of management psychology with other sciences

The psychology of management is closely connected with other social, humanitarian and natural sciences (see diagram 1).

What do these connections mean? As you know, philosophy is the methodological basis of other sciences, including psychology. It defines such categories as personality, activities, needs, interests, value orientations, worldview, etc., which are widely used in psychology and sociology. Philosophy develops research methodology and equips psychology and other sciences with scientific methods (observation, theoretical analysis, synthesis, modeling, experiment, etc.).

It contributes to the understanding of the most general laws of the development of objective reality, the origins of life, the meaning of human existence, as well as understanding the causes of ongoing processes and phenomena in the human mind. Philosophy makes a decisive contribution to the formation of a person's worldview.

General psychology is the basic science for all psychological disciplines, including management psychology. It studies and reveals the patterns of emergence, formation, development, functioning and manifestation of the individual and group psyche, individual mental phenomena and mechanisms in various conditions of life and activity of people.

At the intersection of psychology and sociology is social psychology, the subject of which is: personality in a group, interpersonal relationships and communication, socio-psychological phenomena and processes in a team, etc. The connection between ethics and psychology of management is reflected in the ethics of the leader, in his relationship with subordinates , in the manifestation of moral qualities, in actions.

Speaking about the importance of discipline, one cannot help but dwell on psychodiagnostics, which acts as a branch psychological science and at the same time it is the most important form of psychological practice, which is associated with the development and use of various methods for recognizing individual psychological characteristics of a person. The term "diagnostics" itself is derived from well-known Greek roots ("dia" and "gnosis") and is literally interpreted as "discriminative knowledge".

Scheme 1

The structure of relations between management psychology and other sciences

Psychodiagnostics is currently actively used in management psychology. We talk about psychodiagnostics when we are talking about a special kind of objects of diagnostic knowledge - about specific people endowed with the psyche. The manager must master the elementary methods of psychodiagnostics and apply them in their practical activities.

Management psychology as an applied discipline is closely related to industrial pedagogy, since the task of training and educating young employees is one of the professional functions of a manager. In his activities, the manager relies on labor and economic law, because he is obliged to strictly comply with the relevant laws (Labor Code, Tax Code, etc.). A modern manager should be well versed in economic issues, own such concepts as “production profitability”, “profit”, “production cost”, etc. The knowledge and skills of a manager in the field of informatics and information technologies are of great importance in managerial activity.

Thus, the psychology of management is associated with many sciences, the knowledge of which contributes to the improvement of the social management system in organizations.

Questions for self-control

1. What is the subject of psychology of management (management)?

2. What are the goals and objectives of studying the psychology of management?

3. What is the importance of psychological knowledge for the life of a manager?

4. What sciences are associated with the psychology of management and what impact do they have on management activities?

Chapter 2. SOCIO-PSYCHOLOGICAL FOUNDATIONS

1. Concept, types and structure of activities

In philosophy and psychology, the concept "activity" is defined as a specific type of human activity aimed at cognition and creative transformation of the surrounding world, including oneself and the conditions of one's existence. In activity, a person creates objects of material and spiritual culture, develops his abilities, preserves and improves nature, transforms society, etc.

Human activity has a social, socio-historical nature. It is determined by social and personal needs, the level of socio-economic, cultural, scientific and technological development of society. For example, the transition of our country to market relations creates conditions for the development of various types of entrepreneurial activity (commercial, industrial, financial, intermediary, etc.)

There are four main types of human activities: communication, games, learning And work. All of them are of a developmental nature, that is, with the active participation of a person in them, starting from childhood, his intellectual, moral, emotional, aesthetic and physical development takes place.

If we take the key areas of public life as the basis for the classification, then all types of labor and cognitive activity can be included in the following groups: 1) material and production, including the sphere of trade and services; 2) spiritual; 3) socio-political; 4) managerial; 5) social reproduction of people (education, education, disease prevention and treatment).

Material and production activity (labor) people covers the entire sphere of the national economy (industry, agriculture, transport, etc.) and is the main condition for the existence of society.

To types spiritual activity include educational and scientific-cognitive activities - self-education of the individual, value-oriented activities (evaluation of events, phenomena, objects, people's behavior, etc.; motivation of one's actions and actions; development of life plans, orientations), emotional-sensory (experiences , empathy, expression of feelings and emotions) and artistic and aesthetic (initiation to art and literature, artistic creativity, perception of the beauty of the world, etc.).

Any activity is aimed at creating a certain material or spiritual product. A. N. Leontiev proceeded from the distinction between external and internal activity. External - it is a material, sensual-objective activity, internal - this is the activity of operating with images, ideas about objects (mental activity).

An analysis of activity as an object of study shows that it is characterized by a number of features. Among them:

Socio-historical nature of the activity;

Objectivity of activity;

Purposefulness and motivation of activity;

The mediated nature of the activity;

Productive nature of the activity;

Hierarchy, structured activity;

The procedural nature of the activity.

Of course human activity associated with such areas of the personality (subject of activity) as emotions and feelings, morality, culture (aesthetics), health, knowledge, skills, abilities, interests, etc. It is in various types of activity that personality qualities are formed, developed and manifested; creative potential, self-realization, self-expression of the personality are carried out.

2. The essence and structure of managerial activities

The activity of a manager (leader) is to carry out organizational work related to the integration and synchronization of the efforts of individual members and links of the labor collective. According to L. I. Umansky, organizational activity is the knowledge of the psychology of people and the application of the direct impact on them learned in practice and interaction with them in the process labor activity. The influence of the leader on subordinates is in the nature of administrative, economic, psychological and pedagogical methods, means and techniques.

A distinctive feature of managerial activity is the management of people, this is the achievement of the goals of the enterprise by organizing the coordinated work of the personnel (the team of the enterprise).

Schematically, the managerial activity of a manager can be represented in the following way(see diagram 2).

Scheme 2

Elementary scheme of management activities

Based on the general structure of activity, we will reveal the generalized content of the structural elements of managerial activity.

The subject of this activity is a manager (in the primary group) or a group of managers (in the organization as a whole). The need-motivational sphere of managers is associated with the desire to dominate (dominate) people, with material incentives, the desire to show their abilities, etc. As object of management activity the personnel (a group of employees or the collective of the organization), the labor activity of the personnel and the relations of people in the organization act.

It should be emphasized that each employee in a group, collective is himself the subject of labor, communication and knowledge, therefore, in managerial activity, the relationship between the manager and subordinates is not subject-object, but subject-subject (this will be discussed in more detail on p. 144).

The purpose of management activities is to ensure effective, collective (joint) work of the organization's personnel. The efficiency of the work of employees is determined by the result, expressed in the economic and social indicators of the organization. The content of the economic indicators of the functioning of the organization depends on its purpose and the scope of production (services). For example, this includes the quantity and quality of manufactured and sold products, labor productivity, the amount of income received, etc. The social indicators of an organization are: the level of education, qualifications and professional skills of employees, their state of health, wages, the state of labor discipline, turnover personnel, working conditions, life and rest of workers, the state of the psychological climate in the primary working groups and many other indicators.

Management activities manager are: oral speech ("live" word), written speech(orders, orders, memos), regulatory documents (enterprise charter, laws, instructions, etc.), labor incentives (material and spiritual incentives), technical means of information transmission. In addition, the manager, when interacting with subordinates, relies on group norms, values, opinions and traditions.

The complexity and intensive nature of the manager's activity should be emphasized. During the working day, he performs many different actions. Among them, the most important are: setting goals and objectives, distributing tasks among employees, briefing, conducting conversations, meetings, negotiations, preparing and making decisions, attention to labor discipline, checking assignments, labor motivation, representation, dissemination of information, permission conflict situations etc. As we see, most of of which refers to control actions (to direct connection). Feedback in this management system means the receipt of information about the results of the collective work of the personnel to the manager (management), on the basis of which he develops new management decisions. To implement feedback, it is necessary to systematically monitor the work of personnel, collect and process information about the main indicators of the production activities of a unit or organization as a whole.

Management activity (just like any other) is carried out under certain conditions: material and technical, socio-psychological, sanitary and hygienic, etc.

One of the main results of the manager's organizational activity is the new state of the labor collective and each employee. With the skillful, high-quality organizational activity of the leader, the team develops, its social structure, the socio-psychological climate, the well-being and mood of people improve, their attitude to work, working time, equipment, etc. changes for the better, the labor and social activity of people increases, exactingness to each other, and vice versa, with the inept organizational activity of the leader, the production, social, socio-psychological and moral indicators of the work collective worsen.

3. Management functions

For the first time, the functions and principles of management were described by the famous French manager Henri Fayol (1841–1925). Based on his many years of management experience as the head of a large mining company, he developed a management system for a large organization, which he outlined in the book "Fundamentals of Industrial Management" (1916). It defines the main functions of management - planning, organization, leadership, coordination and control. A. Fayol developed the following management principles:

1. Division of labor. The work should be distributed among the performers in accordance with the technology.

2. Power powers. The right to give orders and the duty of employees to obey.

3. Labor discipline.

4. Unity of command. The contractor must receive orders from only one person.

5. Submission of personal interests to the general. The goals of the organization are above all.

6. Unity of purpose. Actions to achieve the goal must be defined for each performer.

7. Labor reward.

8. Centralization. The degree of centralization should be appropriate to the situation.

9. Hierarchy of subordination. It is required from top to bottom.

10. Order. Every thing, every worker in his place at the right time.

11. Justice. Fairness and respect for every employee.

12. Job stability. Each employee should be calm for his workplace.

13. Initiative. Managers must encourage employees to take initiative

14. corporate spirit. The need to instill in employees a sense of belonging to their organization.

Among many modern approaches to management, as to the theory and practice of management, the theory of system and situational (operational) management is predominant. It is based on five main functions: planning, organizing, staffing (personnel), leadership and control.

Planning is a function that managers and relevant services perform when they make decisions about the selection of people, objects, technologies, methods of organizing work. It also serves to select the appropriate moment of action, conditions, place and determine the amount of costs for the efficient use of resources. To plan means to develop a scheme for the future activities of the organization.

The process of planning the activity of an enterprise includes the following stages: clarification of opportunities (resources, production, capacities); definition of the goals of specific plans (end results); setting the main parameters of the plan; selection of the optimal variant of the direction of activity; evaluation of alternative activities; development of programs and rules for the implementation of the plan, and also includes forecasting, modeling and programming.

The second function of management is organization of work collective activity: determination of the types of activities necessary to achieve the goal of each unit; their grouping; assigning created groups to certain departments and managers; issuing tasks and briefing on the implementation of relevant activities; ensuring the coordination of powers and information links horizontally and vertically (the structure of organizational activity was disclosed by us above).

personnel function is to ensure staffing, to appoint competent specialists to the positions provided for by the organizational structure. This function includes: accounting, evaluation and selection of candidates for the position; wage setting; vocational training and various types of advanced training; professional growth, certification of personnel; promotion and transfer of personnel; modern approaches to staff training, including managers.

The following function is management - concerns the issues of delegation of authority, interpersonal relations between managers and subordinates in teams, the choice of methods and leadership style. Management involves stimulation and motivation, i.e., activities to create sustainable incentives for highly efficient work (the activities of specialists and managers to motivate labor activity are disclosed in a separate paragraph).

Final function - control - means evaluating and adjusting the activities of subordinates to ensure that the results of the work correspond to the planned ones. At the same time, the results are compared with the goals and plans, negative deviations appear, and through measures to correct them, the implementation of the planned programs and goals is achieved. The most important elements of control are accounting and analysis. With the help of accounting, observations, collection and processing of data characterizing the controlled process are carried out.

Control, as one of the main functions of management, has a number of requirements. It must be systematic, operative, objective and economical. Control does not have to be total. Otherwise, it suppresses the independence and innovative activity of employees. Well-organized control is carried out openly. Subordinates know who controls them, in what form control is exercised, what are its main means. Control is a manifestation of attention to the employee, to his labor achievements. It is unacceptable to use control as a punitive means in working with personnel. The results of the control should be communicated to the contractor, they are important for the employee as significant production information, as an assessment of labor and an incentive for further work.

Specific functions and tasks, the content of the manager's activities depend on his status, position held and the specifics of production. At the same time, the functions noted above are performed by managers of all ranks, including leaders of primary labor collectives (teams of brigades, sections, laboratories, departments, etc.), which are, as a rule, graduates of technical universities.

In order to successfully manage people, it is necessary to systematically study and evaluate their qualifications, personal qualities, individual psychological characteristics and, taking into account these characteristics, use adequate methods and techniques of influencing individual members of the team, distribute duties and tasks, organize their high-quality implementation, in a timely manner. exercise control, evaluation and stimulation of labor. The head of the primary team must also take care of maintaining a normal socio-psychological climate, improving interpersonal relations, shaping a healthy public opinion, strengthening labor discipline, and eradicating all kinds of violations in people's activities. Thus, the head of the labor collective simultaneously acts as a technical specialist, and as an organizer (manager), and as an educator (psychologist and teacher).

There are other approaches to the analysis of managerial activity of a manager. According to G. Mintzberg, in the process professional activity The manager plays a series of specific roles, grouped into three groups - interpersonal, informational and decision-making roles. They look like this:

1. Interpersonal roles.Manager as head of department carries out representative actions of legal and social content; as group leader– conducts business communication with employees, educates them and forms labor motivation; as organization representative- maintains relationships with other organizations and the public.

2. informational roles. The manager collects and analyzes all information relevant to his organization and then passes it on to his employees. In addition, he acts as a speaker (speaker, lecturer, moderator) at meetings, seminars, conferences, presentations, exhibitions, etc.

3. Making decisions.Manager as Entrepreneur carries out actions on innovation and reorganization, takes necessary measures in the face of complications and difficulties. As a manager, he distributes material, financial and other resources between people and departments. The manager is also a participant in business negotiations.

How much time do managers spend performing certain functions? It depends on the level of management and the specifics of production. Studies conducted by Charles MacDonald in American enterprises showed that the working time of a middle-level manager (head of a department or workshop, director of a small firm) is approximately distributed as follows (see Table 1).

Table I

Manager's working hours

The table shows that the middle-level manager spends 53% of working time on the performance of managerial functions (1, 3, 4, 6, 10); for various forms of business communication (5, 8, 9, 11, 12, 13, 14) - 28%, for the performance of pedagogical functions (2, 7) - 19%.

Academician R. X. Shakurov, analyzing the activities of the leader, identifies three groups of management functions: 1) target, 2) socio-psychological and 3) operational. TO target functions, in his opinion, include the production functions of the manager (creation of the necessary conditions and organization of the production process); a social function focused on meeting the material and spiritual needs and interests of workers.

Socio-psychological functions include: organization of the labor collective for joint activities, its rallying; activation and motivation of labor activity; its improvement; development of self-management in the team.

Among operating rooms Management functions are highlighted: planning, instruction and control.

Thus, in the approach of P. X. Shakurov to the analysis of the managerial activity of a manager, along with the traditional functions of management, social and socio-psychological functions are traced, aimed at developing the personality of each employee and the labor collective as a whole.

We also made an attempt to clarify the functions performed by the heads of departments in industrial enterprises. By analyzing management activities, studying the relevant domestic and foreign literature, and interviewing managers at enterprises, a list of tasks that they solve in the performance of their functions has been compiled. These include:

1. Management tasks:

- determination of the goals of the work team;

– teamwork planning;

- issuing tasks to employees; organization of their joint activities;

– control of work performance and evaluation of results;

– motivation of labor activity of employees, material and moral stimulation of labor;

– ensuring labor discipline and law and order;

– collection, processing and analysis of information; preparation and adoption of managerial decisions.

2. Communication tasks:

– establishing normal relationships with people; business and informal communication with them; emotion management; understanding the psychological state of the interlocutor and an adequate response to it;

- taking into account social and psychological characteristics of people in communication (age, gender, profession, level of education and general culture, nationality, lifestyle, range of interests, character traits, etc.);

- preparation and conduct of conversations, meetings, briefings, discussions, negotiations, brainstorming, business games; oral presentations ( public speech) without text, use of technical means of communication;

- drafting business letters memos, plans, reports, etc., correspondence analysis;

3. Socio-psychological tasks:

- study and identification of the individual psychological characteristics of each employee in the primary team, the implementation of an individual approach to employees;

- timely assessment of the psychological state of the workforce, the formation of a favorable socio-psychological climate, the resolution of conflict situations;

- analysis and improvement of the social and socio-psychological structure of the workforce, the study and formation of public opinion; participation in the planning and implementation of the social development of the workforce;

4. Tasks of staffing:

– selection, placement and promotion of personnel, optimization of staff turnover;

– participation in the training, advanced training and retraining of personnel;

– acceleration of professional and socio-psychological adaptation of young people in the workforce;

- study and evaluation of the work and personality traits of each employee, compilation of an oral or written description of the activities and personality of a specialist, participation in the certification of personnel;

– formation of a reserve of management staff;

5. Socio-pedagogical tasks:

- creation of conditions for the development and use of the creative potential, qualifications, experience and abilities of each employee;

– improving the general educational, professional and cultural level of employees;

- involving them in various forms of self-government, social work, amateur creativity, physical culture and sports;

– improvement of working conditions, life and rest of employees, development of the social infrastructure of the enterprise, taking care of the normal psychological and physical condition of each employee;

– labor and moral education of young workers, mentoring;

- preparation and conduct of classes in the system of economic and technical education of workers.

To successfully solve managerial problems in work collectives, managers must know the social psychology of the team, the psychology of the individual, the social psychology of management, the psychology of communication and industrial pedagogy; they must be able to use this knowledge in working with people.

4. Methods and leadership style

When solving production and social management problems, managers (managers) use various methods. Leadership (management) methods are a set of methods of purposeful influence of the manager on employees, ensuring the coordination of their work. In management psychology, three groups of management methods are distinguished: administrative, economic, and socio-psychological.

Administrative methods suggest direct impact head to subordinates, higher management bodies to lower ones. Such an impact is manifested in administrative orders, orders and instructions, in various regulations, instructions, standards and other official instructions that organizationally regulate the activities of subordinates and ensure their responsibility.

The specific forms and scale of application of administrative methods are determined by the tasks of management, the level of organization of production, the level of development of the workforce and the personal qualities of managers. The higher the level of organization of labor and social development of the team, the better trained and authoritative managers, the relatively less need for the use of administrative management methods.

Economic methods are based on the use of a set of incentives that provide for the material interest and material responsibility of labor collectives and managers. These include: regulation of the wages of workers depending on the quantity and quality of products, material incentives or punishment, the use of such levers as profit, price, credit, etc. The market economy creates conditions for expanding the methods of economic stimulation of the labor activity of workers by transferring them part of the property (shares) of the enterprise, their receipt of income (dividends) from profits, etc.

Socio-psychological management methods are based on the psychological and pedagogical knowledge and skills of the leader, his personal authority among employees. These include: persuasion, clarification, suggestion, conversation, advice, request, personal example of the leader, methods of moral encouragement and punishment, requirements for compliance with labor discipline, etc. Psychological knowledge of the manager is also necessary for an individual approach to employees, taking into account the characteristics of character, temperament, the abilities of each of them. In the conditions of group (collective) labor activity, criticism and self-criticism, the formation of a healthy public opinion, ensuring publicity, organizing and holding meetings, discussions and other group events, competition between employees and between groups (divisions) are effective methods and techniques for influencing human consciousness and behavior. organizations), the use of visual aids (posters, stands), the media, etc.

When solving managerial problems, all management methods should be used in combination, depending on the specific situation, the level of development of the team, the individual psychological characteristics of people and other factors. Consequently, the effectiveness of the use of various management methods primarily depends on how much the leader takes into account the components of the human factor. A necessary condition for the creation and implementation of effective management methods in practice is the social, psychological and pedagogical competence of leaders at all levels of management. However, as the data show sociological research, preparedness of managers to work with people is often low. For example, 60% of the shop managers surveyed have a poor idea of how to organize a discussion, hold a meeting, or have a personal conversation. The self-assessment data of shop managers show that they are more confident in their ability to use administrative methods, less so in socio-psychological ones. Meanwhile, a psychologically competent leader treats his subordinate as a person, shows respect for his subordinates, takes into account their interests, opinions, assessments, suggestions, strives to create an atmosphere of mutual understanding, cooperation and co-creation.

Leadership style- the usual manner of behavior of a leader in relation to subordinates in order to influence them and encourage them to achieve the goals of the organization, this is a certain system of management methods and techniques used by the manager in solving managerial, socio-psychological and other tasks.

In the 1930s, the German psychologist Kurt Lewin (1890–1947), who emigrated from Nazi Germany in the United States, conducted a series of experiments, on the basis of which he singled out three leadership styles that have become classic: authoritarian, democratic and liberal. So far, his approach to the analysis of leadership styles is the most common. Although now they are more characterized as directive, collegial and conniving.

Authoritarian (directive) the style is based on the assumption that people are inherently lazy, do not like to take responsibility and can only be controlled with the help of money, threats and punishment. It is characterized by high centralization of leadership, unity of command in decision-making, and strict control over the activities of subordinates. Employees should only do what they are ordered to do. At the same time, they receive a minimum of information. A leader of this style, as a rule, refuses the services of experts, the opinions of subordinates, and does not submit his proposals for preliminary discussion. He seeks to avoid such situations in which his incompetence could manifest itself. Due to constant monitoring, this management style provides quite acceptable results of work (according to non-psychological criteria: profit, productivity, product quality can be good), but there are more disadvantages than advantages: 1) high probability of erroneous decisions; 2) suppression of initiative, creativity of subordinates, slowing down innovations, stagnation, passivity of employees; 3) people's dissatisfaction with their work, their position in the team; 4) an unfavorable psychological climate causes an increased psychological stress load, is harmful to psychological health.

Democratic (collegial) style is characterized by the leader's desire to develop decisions taking into account the opinions of subordinates, the distribution of authority and responsibility between the leader and subordinates. The head of the collegial style discusses the most important production problems with the deputy and employees and, based on the discussion, a solution is developed. At the same time, he strongly encourages the initiative on the part of subordinates. Regularly and timely informs the team on issues that are important to them. Communication with subordinates is friendly and polite. The implementation of the decisions made is controlled by both the manager and the employees themselves.

The democratic style is the most effective, as it provides a high probability of correct informed decisions, high production results work, initiative, activity of employees, satisfaction of people with their work, favorable psychological climate and team cohesion. However, the implementation of a democratic style is possible with high intellectual, organizational, and communicative abilities of the leader.

The most convincing data on the effectiveness of the democratic leadership style was obtained by R. Likert, director of the Institute for Social Research at the University of Michigan, on the basis of large industrial enterprises. He applied the technique of transition from an authoritarian to a democratic system of decision-making. Motivation, communication, goal setting, control, and performance standards have become major factors that are reflected in group participation in decision making.

The democratic leadership style has led to an increase in labor productivity, cost reduction, reduction of unproductive losses, improvement of labor relations, reduction of staff turnover, increase in income. Likert's conclusion is simple: high labor productivity and the economic success of the company can only be achieved if all employees, participating in the development of fundamental goals, strive to achieve them.

Liberal (permissive) leadership style is characterized by minimal participation of the head in the management of the team. Such a leader usually lets things take their course, acting on a case-by-case basis or when pressure is put on him either from above or below. He prefers not to take risks, to move away from a difficult task, to shift his functions and responsibilities to others. Subordinates are left to themselves; their work is rarely supervised.

Communication with subordinates is conducted in a confidential tone, acts by persuasion and establishing personal contacts. He is tolerant of criticism, agrees with it, but, as a rule, does nothing. This style of leadership can only be acceptable under certain circumstances: in creative teams in which employees are distinguished by independence and creative individuality, or when there are one or two people in the group who actually manage it.

With a liberal leadership style, the results are usually low, people are not satisfied with their work, the leader, the psychological climate in the team is unfavorable, there is no cooperation, there is no incentive to work conscientiously, sections of work consist of individual interests of the leaders of the subgroup, hidden and obvious conflicts are possible, there is a stratification into conflicting subgroups.

When choosing a leadership style, as E. V. Ksenchuk and M. K. Kiyanova point out, the following three factors should be taken into account:

1. Situation (stressful, calm, uncertain). With a shortage of time, in extreme situations, in conditions of the most acute market competition, an authoritarian style is fully justified.

2. Task (clearly structured). When solving complex problems that require a plurality of solutions, theoretical analysis and high professionalism of execution, the collegial style is most acceptable.

3. Group (its characteristics by gender, age, ethnicity, time of existence, personal characteristics). To unite a group interested in the success of an activity, in solving a problem, a democratic, and in creative teams, even a liberal leadership style will be adequate.

From this it can be concluded that important quality of a leader possession of different styles and the ability to apply them depending on the specific situation, the specifics of the tasks being solved, the socio-psychological characteristics of both employees and their personal qualities. Leaders in their activities should also take into account that people are very different in their culture, temperament, outlook on life. Therefore, their reaction to the same leadership style can be far from unambiguous.

Notes

Cm.: Ksenchuk E. V., Kiyanova M. K. Success technology. - M., 1993.

End of free trial.

Introduction
Chapter 1. Psychological aspects work motivation.
1.1. Labor motivation in management
1.2. The structure of the human motivational sphere
1.3. Psychological aspects of motivation
Chapter 2. Improving the personnel management system of Morning Star OJSC
2.1. General characteristics of the organization
2.2. Staff motivation methods
2.3. Analysis of the motivation of the personnel of the structural unit
Conclusion
List of sources used

Introduction

At the beginning of the 21st century, humanity is entering an era of dynamic change, both socially and economic relations which determines the transition of society to a new level of development. Advances in science and technology, on the one hand, and the rise of people's needs (together with increasing opportunities to satisfy such opportunities), on the other hand, have radically changed society and the work of the leader.

Managers begin to feel that they are losing the ability to manage the organization (enterprise or other economic entity) with the usual, traditional methods and means. Changing people and the external economic, political and business environment of society dictates the need to restructure the work of leaders, as well as the introduction of new methods, procedures and management tools in modern management.

Management is a set of principles, methods, means and forms of production management in order to increase the efficiency of production and its profitability.

However, in the Russian economy, the understanding that material property is not the main thing in the economy has not yet matured. The main thing is a person with his ideas, a person who moves material property so that the economy from rent-oriented becomes profit-oriented. The current and strategic stability of the enterprise, competitiveness, profit margin and prosperity in market conditions are determined by the internal consistency and consistency of the system of interests, all participants in the economic process. Otherwise, the conflict of interest undermines the market position and competitiveness of the organization and society as a whole.

Each modern leader manages the enterprise by implementing the following management functions: planning, organization, control, coordination and motivation.

Leaders put their decisions into action by putting into practice the basic principles of motivation.

Motivation is the process of motivating oneself and others to act in order to achieve personal or organizational goals.

Many scientists have contributed to the theory of motivation, starting with the founder of scientific management F. Taylor, who put forward the problems of cooperation between employers and employees, their training and education, the distribution of labor and responsibility between the enterprise administration and employees.

The content and process approaches to motivation developed by the theorists of management and psychology are quite close. In practice, they complement each other and are closely intertwined with each other. The American philosopher D. Dewey draws attention to the fact that the deepest desire inherent in human nature is "the desire to be significant." The deepest characteristic of human nature is the passionate desire to be appreciated by other people. Therefore, the leader has a large “motivational field” of influence on a person, based on such an understanding of the basic needs of people when they work together in a team.

It should be noted that managers should always be aware of the need to encourage people to work for the organization. They should not think that a simple material reward is enough for this. This misconception needs to be dispelled, for money does not always induce a person to work harder.

The true motives that make a person give maximum effort to work are difficult to determine and they are extremely complex. But, having mastered modern models of motivation, the manager will be able to significantly expand his capabilities in attracting an educated, wealthy employee of today to perform tasks aimed at achieving the goals of the organization.

Objectives of the course work:

– consolidate theoretical knowledge in the discipline: "Motivation of labor activity";

Build an effective model of work motivation.

Objectives of the course work:

to study the special literature on a given problem;
collect and analyze initial data;
develop proposals for improving the system of personnel motivation in the organization.

Chapter 1. Psychological aspects of work motivation.

1.1. Labor motivation in management

Motivation in management, it is the inducement of the will of the employee in order to develop his activity in manufacturing process.

On the other hand, motivation is aimed at meeting the individual and group needs of people (motivation - motivation).

In the theory of behaviorism (from the English - behavior), or the theory of personality behavior, motivation is associated with the social behavior of a person. Behaviorism considers human behavior as a set of responses (reactions) of a person to the impact (stimuli) of the external environment, or a "stimulus-response" system.

Motivation in management is a system of incentives that organizes an employee or a group of employees for active involvement in labor activity, subordinating their personal interests to the general interests of the organization and striving for the qualitative achievement of the organization's goals.

Motivation as a management function is implemented through a system of incentives, that is, any actions of a subordinate must have positive or negative consequences for him in terms of meeting his needs or achieving his goals.

When building a social “organism” of an enterprise, the manager performs the following main groups of work:

Conducts planning and recruitment;

Creates a system of motivation, quality and remuneration;

Performs rationalization of labor processes;

Creates conditions for the socio-psychological stability of the organization.

Staff organizations are a set of employees organizationally united by a commonality of goals and interests in the process of the organization's activities.

Personnel motivation mechanism is a system of socio-economic relations associated with a motivational impact on individual employees and on the entire staff of the organization, as well as a set of functional and organizational structures, forms, methods, incentives through which these socio-economic relations are implemented.

Behavior regulation means motivation based on identifying functional or desirable behaviors, reinforcing those aspects of behavior, and suppressing unwanted behaviors with negative spurs.

A typical process of influencing employee behavior includes:

Identifying the problem or desired change in behavior;

Development of a system of assessments and measures that allow you to evaluate and see the change in behavior;

Motivation management.

The structure of the motivation mechanism includes components of short-term, long-term, individual and group motivational impact on the organization's personnel.

With all the variety of methods and approaches to motivation, four relatively independent groups of incentives have proven their effectiveness: monetary; target (complex); enrichment of the content of labor; participation.

Two main ("classical") approaches to managerial motivation are defined: substantive and procedural. In the first one, an attempt is made to understand what motivates a person, starting and doing quality work, what is the content of motives, and what incentives contribute to success in work.

The process theory of motivation answers the question of what incentives make a person strain in order to move towards the goal set by the organization. The latest complex systems of motivation are being developed. (see table 1.1)

Table 1.1. Theory of motivation

Theories of motivation	Summary
(1)	(2)
one). Maslow's hierarchy of needs	Content theories of motivation According to the theory, the existing five basic types of needs (physiological, security, social, success, self-expression) form a hierarchical structure that, as a dominant, determines human behavior. Needs higher levels do not motivate a person until at least part of the needs are satisfied lower levels. However, this hierarchical structure is not absolutely rigid and strict.
2). McClelland's theory of needs	Believing that the classification of needs proposed by Maslow is not complete, McClelland supplemented it by introducing the concept of the needs of power, success, belonging.
3). Two-factor theory of Gretzberg	He came to the conclusion that the factors operating in the process of work affect the satisfaction of needs. Hygienic factors (the amount of pay, working conditions, interpersonal relationships and the nature of the control role on the part of the authorities) just do not allow the feeling of job dissatisfaction to develop. To achieve motivation, it is necessary to ensure the impact of motivating factors - such as a sense of success, promotion, recognition from others, responsibility, growth of opportunities.
one). Expectancy Theory	Process theories of motivation It is based on the assumption that a person directs his efforts to achieve a goal only when he is sure of a high probability of satisfying his needs or achieving the goal. Motivation is a function of the expectation factor "labor costs - results", expectations - "results - reward" and valence (that is, the relative degree of satisfaction).
(1)	(2)
	The most effective motivation is achieved when people believe that their efforts will definitely allow them to achieve the goal and lead to a particularly valuable reward. Motivation weakens if the likelihood of success or the value of the reward is not highly valued by people.
2). Justice theory	Assumes that people subjectively evaluate the ratio of reward to effort expended and compare it with what they believe other employees received for similar work. Unfair, according to their estimates, remuneration leads to the emergence of psychological stress. In general, if a person considers his work underestimated, he will reduce the effort expended. If he considers his work overvalued, then he, on the contrary, will leave the amount of effort expended at the same level or even increase it.
3). Porter-Lawler Model	It is based on the fact that motivation is a function of the needs, expectations and perception of fair remuneration by employees. The performance of an employee depends on the effort he puts in. characteristic features and opportunities, as well as his assessment of his role. The amount of effort expended depends on employees' assessment of the value of the reward and the confidence that it will be received. Productivity generates satisfaction, and not vice versa.
one). Participation of working people in the management of the organization	The latest theories of motivation It involves the involvement of employees in the discussion of decisions and other problems of the current life of the organization, which allows them to wake up and / or show a sense of involvement in the affairs and work of the enterprise.
2). Participation of workers in the profits of the enterprise	It assumes that the manager applies the principle of participation to profit (each receives a part of the income depending on the contribution to the common cause, that is, qualifications and position held).
3). Participation in the ownership of the organization	Psychologists believe that the main interest of any person is a sense of ownership. It is the possession of property that gives a person a sense of security and economic freedom.
(1)	(2)
	Therefore, managers can offer the employee for the effort expended, part of the organization's property. Although this share has a small value in material terms, however, in a psychological sense, its significance is extremely large.

Thus, it can be noted that the classical theories of motivation based on the study of needs, as well as process approaches, will allow enterprises to involve people in creative work and, on this basis, increase their productivity.

Classical approaches to motivation have given a lot of positive things to increase productivity. The latest theories of motivation take into account the new circumstances of modern life:

The pace of life has sharply increased; the living environment and business environment (working conditions) have qualitatively changed - various machines, sensors, mobile phones, faxes, etc.);

The rate of change of models and generations of products has increased;

Competition has increased in all markets, which requires employers to pay more attention to the quality of the workforce;

Work acquires global character, which (together with the complication of products) actually makes it impossible to control the work of personnel and the alternative is a conscious (creative) attitude to work.

The consistent introduction of new management methods in the field of labor motivation and its quality leads to an increase in labor productivity. However, it is necessary to take into account not only the factors of the external environment, but also the factors of the internal environment that affect the behavior of a person in the labor process, which include the motivational sphere of a person.

In more detail, the structure of the motivational sphere of a person will be considered in paragraph 1.2. this course work.

1.2. The structure of the human motivational sphere

There are two really and functionally interconnected sides in human behavior: incentive and regulatory.

Incentive provides activity and orientation of behavior; the regulatory one is responsible for how this behavior develops from beginning to end (until the goal is achieved) in certain conditions.

The term "motivation" is used in two ways:

1) as denoting a system of factors that determine behavior (in particular, needs, motives, intentions, goals, interests, etc.);

2) as a characteristic of a process that maintains behavioral activity at a certain level.

Of all motivational concepts, the most important is the concept needs.

Needs- the state of human need in certain conditions, which they lack for a normal existence, development.

Need states are always associated with the presence of an unpleasant internal feeling of dissatisfaction, with an objective deficit of what the body needs to eliminate it. The need activates the body, generates its behavior aimed at finding what is required.

The quantity and quality of needs that people have depend on their level of organization, lifestyle and living conditions, and so on.

People as individuals differ from each other in the variety of needs they have (organic, material, spiritual and social) and their special combination.

The main characteristics of needs are as follows: strength, frequency of occurrence and methods of satisfaction, as well as the subject content of needs, i.e. a set of those objects with the help of which a given need for this person can be completely satisfied.

motive- the item that meets the actual need, i.e. acting as a means of satisfying it, it organizes and in a certain way directs the behavior of people.

Thus, the direction and organization, i.e. expediency and rationality, behavior can only provide a specific motive - the subject of this need. Therefore, for full motivation, i.e. to stimulate and direct behavior in a certain direction, at least two motivational factors are necessary: need and motive.

The difference between needs and motives is manifested in connection with their different role in motivating behavior as a process. Any existing need, the degree of its satisfaction or dissatisfaction are manifested subjectively and, as a rule, unconsciously, in emotions. The motive, on the other hand, appears in the mind of a person as an object, or goal, towards which behavior is ultimately directed.

The motive is always somehow connected with the processes of cognition: perception, thinking, memory and speech.

Target- an immediate, necessarily conscious result, to which behavior is currently directed.

The goal is that motivational-motivating content of consciousness, which is perceived by a person as an immediate and immediate expected result of his activity. It is the main object of attention, it occupies a short-term and RAM; the thought process unfolding at a given moment of time and most of the emotional experiences are associated with it.

The motivational formations discussed above: needs, motives and goals are the main components of the motivational sphere of a person.

Each need can be realized in many motives, and each of the motives can be satisfied by a different set of interrelated, consistently achieved goals. In turn, behavior aimed at satisfying a need is divided into separate types of activity (communication) corresponding to private motives, and each type of activity (communication) is divided into a number of actions corresponding to specific goals.

The motivational sphere of a person can also be assessed according to the following criteria: development, flexibility and hierarchy.

1). Development of the motivational sphere - a qualitative variety of motivational factors presented at each of the levels. The more diverse needs, motives and goals a person has, the more developed is his motivational sphere.

2). A more flexible motivational sphere is considered to be in which more diverse motivational stimuli of a lower level can be used to satisfy a motivational impulse of a more general nature (higher level).

Development and flexibility characterize the motivational sphere of a person in different ways. Development is the diversity of the potential range of objects that can serve for a given person as a means of satisfying an actual need, and flexibility is the mobility of the connections that exist between different levels of organization of the motivational sphere: between motives and needs, motives and goals, needs and goals.

3). Hierarchization is a characteristic of the structure of each of the levels of organization of the motivational sphere, taken separately. Needs, motives, and goals do not exist as arranged sets of motivational factors. Some needs (motives, goals) are stronger than others and occur more often than they; others are weaker and updated less frequently. The more differences in the strength and frequency of actualization of motivational formations of the same level, the higher the hierarchization of the motivational sphere.

In addition to needs, motives and goals, interests, tasks, desires and intentions are also considered as incentives for human behavior.

Interest- a special cognitive motivational state of a cognitive nature, which, as a rule, is not directly related to any one central need at a given time.

A person is interested in everything that can potentially serve as a means of satisfying his needs and motives, achieving his goals.

Interest corresponds to a special type of activity, which is called orienting-research. The highest level of development of such activity is scientific and artistic and creative research.

A task- a private situational and motivational factor that arises in the course of performing an action aimed at achieving the set goal, and which must be overcome in order to move on.

The same task may arise during the execution of the most various activities and is therefore as non-specific to needs as is interest.

Wishes and Intentions Motivational subjective states that arise momentarily and quite quickly replacing each other, corresponding to the changing conditions for performing actions.

Interests, tasks, desires and intentions, although they are included in the system of motivational factors, participate in the motivation of behavior, but they play in it not so much an incentive as an instrumental role. They are more responsible for the style than for the direction of behavior.

1.3. Psychological aspects of motivation

When considering the "technology" of labor motivation, it is necessary to take into account the variety of psychological mechanisms that underlie the conscious attitude to work. In this regard, let us pay attention to two psychological mechanisms of motivation to work, which determine the entire process of formation and affirmation of people's attitude towards it. As such, there is a mechanism for satisfying the leading needs and interests; the mechanism of action of incentives and motives.

The practical usefulness of orientation in these mechanisms lies in the fact that it helps to present both the objective and subjective sides of the psychological process of formation and affirmation of people's attitude to work, as well as to understand the mental unity of these sides.

The psychological mechanism of labor motivation is initially the needs and interests of people. Needs express their relationship with the outside world. The more adequately this connection reflects everything that is necessary for a person's life, the more favorable is his personal development. Needs, refracting through the needs of the bodily and spiritual development of a person, mediated by his psyche, acting in his value-worldview complex as interests. In general, needs and interests form a kind of foundation for motivating a person to activity. That is why the directed formation of needs (primarily reasonable ones), the actualization of certain interests is one of the initial conditions for motivating the work of personnel. If this condition is not met, then the psychological disposition of people (their social attitudes, value orientations, etc.) may not correspond to the tasks of labor motivation.

Needs and interests induce people to certain activities, determine their actions, give their actions a conscious character. However, these actions, actions may or may not be performed. Needs and interests stimulate, motivating a person, but do not finally bring him into a state of activity. A bridge connecting the sensual-rational readiness of a person for activity with his volitional apparatus, acting as a mechanism of incentives and motives. He explains how the interaction of the needs and interests of people with external conditions takes place, in the real situation in which they are due to production circumstances.

Stimulus - this is an external influence that sharpens in the mind of a person some needs and interests that are significant for him.

Psychologically, this exacerbation forms in the mind a personal attitude (meaning) to external influences in the form of a certain emotional volitional act with the connection of thinking. This whole complex process of the work of consciousness, directly including the actions of people, is called a motive. The motive is present in the act. It may be more or less conscious, but there are no actions without motives.

Thus, incentives translate the impact of needs and interests into motives, that is, into a specific semantic reason for people's actions. As you know, external causes act through the internal conditions of the psyche of people. If needs act as the initial cause of external influence, then motives are those internal conditions that complete the directed organization of the emotional and value-worldview complex, determine the manifestation of the will.

The foregoing suggests that labor motivation is a problem, primarily a psychological one. No forms and methods of motivation will be able to give the desired effect if the basic interconnections of the human psyche with the outside world are not taken into account during their development and implementation.

These relationships are most comprehensively reflected in the psychological mechanisms of motivation described above. To understand the operation of these mechanisms, it is useful to know the general and specific requirements for the organization of labor motivation.

The general requirements include what is associated with the formation of needs and interests through the scientific organization of labor.

The success of the motivation of labor activity depends decisively on how such requirements are realized as the skillful choice of goals, putting them forward in front of people, and passion for these goals.

Also, the most important requirement for the organization of labor motivation is to ensure the personal interest of employees in work.

Self-interest is the desire of a person to act for goals, the achievement of which corresponds to his needs and interests, satisfies his expectations. The more fully personal interest is realized, the more a person is disposed and passionate about activities that contribute to this.

A decrease in personal interest in work leads to an exacerbation of the perception by employees negative sides the nature and content of labor, its organization, relationships in the team, and as a result, to a decrease in labor productivity.

As well as general requirements Motivation of labor should comply with a number of specific requirements:

1). A comprehensive account of the objective working conditions that may have or have an impact on the formation of the employee's impressions and ideas about work, on his psychophysiological state. Consider some of these conditions:

room temperature;

Room lighting;

Color design of equipment and premises;

Statement of information;

Rhythm of work;

Organization of the workplace;

Labor rationing;

Sanitary and hygienic conditions;

Relationships in the team;

2) ensuring the organic unity of material and moral incentives, the continuity of the combination of material and moral motivation of people's conscious attitude to work;

3) the leading methods of labor motivation are encouragement and punishment, which act as specific measures of material and moral incentives for people to a conscious attitude to work.

Labor motivation plays the role of a kind of mechanism that directly affects the consciousness of a person. Therefore, it must be comprehensively psychologically justified. In this regard, when organizing it, the observance of a number of psychological and didactic principles is of particular importance:

Certainty - that is, it is necessary to provide for how the motivational system correctly orients employees professionally and morally.

Motivation of labor should aim people at solving specific problems of production. Consistent adherence to the principle of certainty in motivation involves not only the economic, but also the moral and psychological aspect of the consequences that may be caused by the introduction of certain indicators. These indicators of motivation must, in turn, be thoughtful. It is necessary to prognosticate their consequences, their impact on people's consciousness.

Justice.

This principle is of particular importance in the application of material and moral penalties.

Timeliness.

The psychological effect of reward and punishment is directly related to this principle. Often, non-compliance with the timing of incentives is one of the reasons for staff turnover from the enterprise.

visibility.

This principle most actively affects the consciousness of people (photo exhibitions, honor boards, etc.). The whole system of both material and moral stimulation needs visual expression. In other words, the more visual stimulation, the higher the psychological effect of its application.

So, it should be especially noted that people are not indifferent to the forms of expression of motivation, its presentation.

All these psychological and didactic principles form a system, the application of which requires strict consistency and skillful implementation in the organization of personnel motivation. On the whole, psychological recommendations on the organization of labor motivation, their implementation in practice are a reliable lever for increasing labor efficiency, using internal reserves for economic growth in production.

Chapter 2. Improving the personnel management system of Morning Star OJSC

2.1. General characteristics of the organization

Open Joint Stock Company "Morning Star", hereinafter referred to as the Company, was registered by Decree of the Head of the Administration of the Central District of Khabarovsk on 04.08.93 No. 298. The organization is a legal entity and operates on the basis of the Charter and the legislation of the Russian Federation. The Company is the successor in all legal property and civil matters, as well as part of the fulfillment of contractual obligations to the labor collective of the municipal enterprise "Harmony".

Corporate name of the organization: Closed Joint-Stock Company "Morning Star"

The main purpose of the organization: extracting profit.

Founders of OAO Morning Star:

Far Eastern commercial bank "Dalkombank", 680000, Khabarovsk, st. Dzerzhinsky, 34-a
CJSC Trading Firm Complex, Korsakov, Sakhalin Region, st. Soviet, 46
Individual Slobodenyuk Olga Dmitrievna, Korsakov, Sakhalin Region, st. Lermontov, 37.

The charter of the following activities:

construction of residential buildings, garages, cellars, structures, etc.
production and sale of consumer goods and products for industrial purposes both on the territory of the Russian Federation and abroad
transportation of goods within the Russian Federation and international routes
provision of tourist services, organization and management of the hotel industry, rental of tourist equipment, etc.
production and distribution of video and audio materials
Advertising activity
organization of a beauty salon (!)
any real estate transactions
organization of a hairdressing salon (!)
organizing a massage parlor (!)
provision of health services, including sauna, gym and other types of health services
holding entertainment, variety, cultural events
organization of gambling business in accordance with the legislation of the Russian Federation
and others.

Of the above activities, the Company provides the following list of services:

organization of a beauty salon (all types of cosmetic services, wrinkle stretching, lifting, lymphatic drainage, manicure, pedicure, etc.)
organization of a hairdressing salon (all types of hairstyles, hair coloring, perms, etc.)
organization of a massage parlor (acupressure, honey massage, massage for weight loss, etc.).

Management bodies of the organization are:

General Meeting of Shareholders;
General Director (sole executive body);

The CEO is elected general meeting shareholders in the manner prescribed by the Charter of the enterprise.

The OJSC is headed by the General Director, who is directly subordinated to the Deputy General Director. Subordinate to Deputy Gene. The director has the following departments:

1 office occupying directly
2 branch carrying out the main activity
3 branch
financial and accounting department, headed by Ch. accountant
AHO, headed by the head, engaged in supplying JSC with the necessary material resources necessary for the implementation of activities
Department of work with consumers, engaged in the promotion of services on the market and evaluation of the quality of work of branches.

The organizational structure of the OJSC is subdivided into the relevant structural blocks (departments, services). This approach to the formation of an organizational structure, in management theory, is called departmentalization. . And given the fact that employees are grouped in the organization in accordance with the functions they perform, the organizational structure of the JSC can be called functional departmentalization.

However, it should be noted that JSC uses a mixed form of various organizational structures. This happens because the goals and objectives of the company's management are changing, the number of structural units is being reduced, short-term projects are being implemented, etc. It is very difficult to make a choice of an effective organizational structure in modern conditions. The rate of environmental change has increased so much that modern leaders must look not so much for a specific, permanent structure as for a temporary structure that reflects a certain stage in the development of the organization.

The management of the JSC should take into account that an effective structure can be chosen only with a broad, integrated approach to changes in the enterprise and its environment.

The process of making adjustments to the organizational structure should include:

systematic analysis of the functioning of the organization and its environment in order to identify problem areas. The analysis may be based on a comparison of competing or related organizations representing other areas of economic activity;
development of a master plan for improving the organizational structure;
consistent implementation of the planned changes;
Encouraging employees to raise their level of awareness, which will increase their accountability for the planned changes.

Authorized capital organization is 23 000 000 (twenty-three million rubles) rubles.

It consists of 230 ordinary shares with a par value of 100,000 (one hundred thousand) rubles each.

Shares are distributed among shareholders in the following order:

Dalcombank - 20 shares for a total of 2,000,000 (two million) rubles

JSC "Trading Firm Complex" - 200 shares for a total amount of 20,000,000 (twenty million) rubles

Slobodenyuk O.D. – 10 shares for a total amount of one million rubles.

The authorized capital of the organization can be increased by increasing the nominal value of all outstanding shares, or shares of a certain category (types) or by placing additional shares.

Decrease authorized capital possibly by reducing the par value of both all outstanding shares and shares of a certain category (types).

As of 01.01.2001, the average headcount was 24 people.

The age range of the staff is from 22 to 47 years.

It should be noted that in 2000 the staff was increased by 20% due to the expansion of the scope of activities.

According to the Charter of the enterprise, the organization has a mixed form of remuneration: tariff salary +% of the completed plan.

The organization has adopted its own tariff system with 10 digits. Tariffication salary is strictly regulated. In service branches there is a surcharge of 0.5% of the total amount of customer service.

Each employee is entitled to 24 days of vacation. If he works on weekends or holidays, he is given the right to add a paid day to the vacation. Vacation pay is calculated in accordance with the legislation of the Russian Federation. For vacation pay, each employee receives material assistance in the amount of a monthly salary.

According to the results of work at the end of the financial year, employees receive a bonus (based on the principle of 13 salaries) in the amount of 2% of profits.

In Morning Star OJSC, when hiring an employee and the administration, an agreement is concluded, which stipulates the rights and obligations of both parties. The administration undertakes to provide the employee with a technically equipped place of work, create safe working conditions, pay sick leave, provide regular leave within the agreed time frame, provide study leave, and, if necessary, at the discretion of the organization, send employees to advanced training courses.

Promotion decisions are made by the CEO, taking into account the recommendation given by department heads and other employees.

According to the accepted practice, informal evenings of rest are held in the team once every 2 months.

In detail, what methods of personnel motivation are used in OAO "Morning Star" will be discussed below.

2.2. Staff motivation methods

In the course of the analysis of the constituent documents, the analysis of the work of the enterprise, the relationship between the administration and employees, methods of motivating personnel were identified.

Table 2.1. Staff motivation methods

Organizational

Administrative

Economic

Socio-psychological

1. full technical equipment of the workplace

2. involvement of employees in making decisions on the movement of personnel (so far theoretically)

3. holding information meetings

job description for each category of employees

1.documented relations between employees and administration in an employment contract

2. organization of staff training (training courses)

1.Supplement to salary (% of the amount of service)

2. monthly bonuses to staff (% of revenue)

3. annual bonus at the end of the year

financial aid for vacation

1. payment of sick leaves

2. holding evenings of rest

3.providing additional vacation days

According to a survey of representatives of the administration and employees, these methods of motivation can achieve the following goals:

Satisfaction of employees with the state of the workplace
Participation of employees in decision-making on the movement of personnel within the organization
Awareness of employees about the affairs of the organization
Clear delineation of rights, duties of administration and employees
Clear representation by employees of their job responsibilities
Material interest of employees in improving performance
Creation of a positive moral and psychological climate in the team
Increasing the level of professionalism of employees
Feeling by employees social security
Increasing the profit of the organization

Employees believe that the methods used should be expanded. Employees during the survey expressed the following wishes:

Feel more involved in the decision-making process
Feel more social security
Flexible working arrangements (flexible work, part-time work, unpaid leave if needed)
Providing career opportunities
Increasing financial rewards for work results

As a result of the analysis, some discrepancy between the wishes of employees and the actual methods of stimulating staff should be noted.

For a more structural and detailed analysis, one division of Morning Star OJSC - 1 division will be considered.

Characteristics of the structural unit

So, the main goal of the 1st department is to provide customer service in the following areas:

hairdressing services,

cosmetic services,

Massage services.

The 1st branch is one of the three main divisions, but the largest of them all.

At the head of the department is the head, who is directly subordinate to the deputy and chief customer service specialist. In total, there are 10 people in the department, of which 3 are management staff, 7 people are employees. The department holds an information meeting for employees on a daily basis, where current issues are discussed.

All employees of the department, as well as management personnel, have professional education.

Each member of the department has job description where his duties are specified.

2.3. Analysis of the motivation of the personnel of the structural unit

The next stage of work was the definition of the social structure of the department.

The main composition of the department is employees under 29 years old - 60%, 30-40 years old and 50-60 years old were distributed evenly by 20%, respectively.

70% of employees have higher education, 20% get it by studying in absentia at universities, 10% have a secondary technical education, but plan to enter universities in the summer of 2001.

As a result, the department employs mostly employees under 29 years of age (60%), 90% have higher education or receive it. 50% of employees have been working for 4 years, the other 50 were hired last year due to the expansion of the scope of activities.

5 people under the age of 29 with higher education were hired. The administration of the enterprise believes that the study leave of students of the correspondence department interferes with the achievement of the goals of the organization, as a result of which, in the selection of employees, preference was given to applicants who already had higher education.

To clarify the attitude to work, the degree of satisfaction with the work of the employees of the department, depending on the social structure, was of interest. As a result, the following data was obtained in the tables below:

Table 2.2. Attitude to work depending on age

Are you satisfied with the job	Up to 29 years old		30-40 years old		40-50 years old		Total
Are you satisfied with the job	people	%	people	%	people	%	people	%
1. I am quite satisfied with the work	1	10	1	10	–	–	2	20
	3	30	1	10	1	10	5	50
3. Work is indifferent	–	–	–	–	–	–	–	–
4. Rather dissatisfied	2	20	–	–	1	10	3	30
5. Completely dissatisfied	–	–	–	–	–	–	–	–
6. Difficult to answer	–	–	–	–	–	–	–	–
TOTAL	6	60	2	20	2	20	10	100

Table 2.3. Attitude towards work depending on education

Are you satisfied with the job	Medium-tech		Not OK. higher		Higher		Total
Are you satisfied with the job	people	%	people	%	people	%	people	%
1. I am quite satisfied with the work	1	10	1	10	–	–	2	20
2. Rather satisfied than dissatisfied	–	–	1	10	4	40	5	50
3. Work is indifferent	–	–	–	–	–	–	–	–
4. Rather dissatisfied	–	–	–	–	3	30	3	30
5. Completely dissatisfied	–	–	–	–	–	–	–	–
6. Difficult to answer	–	–	–	–	–	–	–	–
TOTAL	1	10	2	20	7	70	10	100

Table 2.4. Attitude towards work depending on work experience

As a result, 20% of respondents are satisfied with their work, 50% are rather satisfied than dissatisfied, and 30% are rather dissatisfied.

Young people under 29 in the majority (30%) are rather satisfied than dissatisfied, 20% are rather dissatisfied. Full satisfaction with the work was expressed by 1 person. This means that young people are still able to find themselves. At this age, many methods of motivation are required for satisfaction.

Respondents are 30-40 years old, the age when a person has established himself as a person, formed his needs and goals. Among them, 10% are satisfied with the work, 10% are rather satisfied.

Respondents aged 40-50 were distributed equally between answers 2 and 4.

Consequently, the greatest dissatisfaction with work is expressed by people under 29 years old, full satisfaction was equally distributed between respondents under 29 years old and 30-40 years old. To a greater extent, employees are satisfied with their work, regardless of age, or rather satisfied than dissatisfied.

People with higher education do not express full satisfaction with their work, it is from them that the number of those who are rather dissatisfied with their work consists. Respondents with secondary technical education are satisfied with their work.

Respondents who have been working in the company for 4 years are satisfied rather than dissatisfied with their work. There is no answer 4 in this group. From the group of respondents who have been working for 1 year, the total number is rather dissatisfied.

In general, the situation is as follows:

70% are satisfied with their work, or rather satisfied, mostly respondents who have worked for more than 4 years, have higher or incomplete higher education under the age of 29.

30% are rather dissatisfied, these are respondents who have worked for 1 year, have higher education under the age of 29.

This means that the main factor influencing job satisfaction is the period of work in this organization (despite the fact that age and education in both groups are equivalent). Making these conclusions, it should be noted that in percentage terms, most of the department's employees are under the age of 29 and have higher education (or incomplete higher education).

When assessing labor motivation, data on the reasons that encourage the personnel of an enterprise to work are of particular interest. All employees of the department were asked to answer the question "What motivates you to work today." The response data were placed in tables and ranked depending on socio-demographic factors.

Table 2.5. Reasons to work depending on age

Reasons to work	Up to 29 years old		30-40 years old		40-50 years old		Total
Reasons to work	people	%	people	%	people	%	people	%
1. Doing what I love	1	10	1	10			2	20
2.I work until retirement
					2	20	2	20
			1	10			1	10

6. work until laid off
	5	50					5	50
TOTAL	6	60	2	20	2	20	10	100

Table 2.6. Reasons to work depending on education

Reasons to work	Middle tech.		Some higher		Higher		Total
Reasons to work	people	%	people	%	people	%	people	%
1. Doing what I love	1	10	1	10			2	20
2.I work until retirement
3. At other enterprises, a similar situation					2	20	2	20
4. By working, we can make a difference					1	10	1	10
5. I use social benefits
6. work until laid off
Working but looking for the best option			1	10	4	40	5	50
TOTAL	1	10	2	20	7	70	10	100

Table 2.7. Reasons to work depending on experience

Reasons to work	1 year		4 years		Total
Reasons to work	people	%	people	%	people	%
1. Doing what I love			2	20	2	20
2.I work until retirement
3. At other enterprises, a similar situation	1	10	1	10	2	20
4. By working, we can make a difference			1	10	1	10
5. I use social benefits
6. work until laid off
Working but looking for the best option	4	40	1	10	5	50
TOTAL	5	50	5	50	10	100

As a result, 20% of respondents rate their work as their favorite, half of them under the age of 29, the other half at the age of 30-40, all of them have higher education or are in the process of obtaining it, and have also been working in the company for more than 4 years.

Employees who work for the organization but are looking for the best option 50% of the total number of respondents. Of these, 50% are people under the age of 29, mostly with higher education and working at the enterprise for a year. Among those who have worked at OAO Utrennyaya Zvezda for more than 4 years, only 10% of those surveyed work for this reason.

Respondents who believe that by working they can change the situation are 10% of the total number of department employees. These are employees from 30-40 years old, with higher education, working at the enterprise for more than 4 years.

Passive employees of the department (thinking that the situation is identical in other organizations) 20% of the total number of respondents. For the most part, these are people with higher education. They were evenly distributed according to the number of years worked.

Consequently, most branch employees are looking for a more profitable employment option. Considering that the majority of employees of the enterprise are under the age of 29 and have a higher education or receive it, the main factor influencing the reasons that motivate them to work in this organization is the length of service.

On the basis of observation, analysis of work and questioning, a scheme of forms of staff incentives was built. (Appendix A)

An analysis of the actual forms of incentives for employees of the department made it possible to determine the following.

As a set of measures aimed at increasing the labor activity of workers, increasing the efficiency of labor and its quality, both moral and material forms of incentives are used.

The most significant for employees are material forms of incentives, such as salary, profit sharing and additional payments. According to the staff, they are the motives for improving the quality of work. Cash income is the main incentive among others, since it is most often mentioned as the first level factors, as a reason for improving performance. The improvement and increase in income in most cases has a stimulating effect, the deterioration leads to serious discontent.

The organization also uses additional forms incentives, which can be attributed to the factors of the second level. These are educational assistance, evenings of rest, representation of paid days of incapacity for work, vacations, days off, etc.

Most employees are interested in the presence of Level 2 incentives, as they are mainly looking for a stable position in the organization (opportunities to study, the opportunity to get sick without the risk of losing their job, etc.), as well as establishing a positive climate in the team (evenings of rest).

Each interviewed employee noted that he needed more incentives and, as a result, a study was conducted to determine the type, strength and direction of motivation of department employees.

The survey questionnaire of respondents is given in Appendix B.

The survey data were entered into the table for calculating the average score of respondents by motivation groups.

Table 2.8. Requirements analysis

respondent number	1 subgroup				2 subgroup			Average score	3 subgroup			4 subgroup			Average score	Answer to question number 49
–	50	55	60	61	52	54	56	–	48	53	58	51	57	59	–	–
1	3	2	2	2	1	1	1	1,7	3	2	3	2	2	2	2,3	2
2	1	2	2	1	1	2	2	1,6	3	1	3	1	2	2	2,0	2
3	2	1	1	1	2	2	1	1,4	3	1	3	1	2	1	1,8	3
4	2	2	2	2	1	1	1	1,6	3	2	3	2	3	2	2,5	2
5	1	2	2	3	2	1	1	1,9	3	3	3	3	2	1	2,5	2
6	1	3	3	3	2	2	2	2,3	3	1	2	1	3	3	2,2	1
7	3	1	2	2	3	1	1	1,8	2	2	3	1	2	2	2,0	3
8	3	2	1	2	2	2	2	2,0	3	1	2	2	2	1	1,8	1
9	2	2	2	1	1	2	1	1,6	3	3	2	3	1	3	2,5	2
10	3	3	2	3	1	1	1	2,0	3	2	2	3	2	2	2,3	2

The resulting table by the strength of motivation, the direction of motivation and the type of motivation

Table 2.9. The strength of motivation, the direction of motivation and its type

respondent number	Ch. no. motivation groups	Wed group score	Type of motivation	Wed motivation score	The power of motivation	Orientation of motivation
1	2	2,3	3	1,8	average	Motive conservation
2	2	2,0	3	1,7	average	Motive conservation
3	2	1,8	3	1,4	average	Motive conservation
4	2	2,5	3	1,8	average	Motive conservation
5	2	2,5	3	2,1	average	Motive conservation
6	1	2,3	1	2,1	average	Motive conservation
7	2	2,0	3	1,7	average	Motive conservation
8	1	2,0	1	1,8	average	Motive conservation
9	2	2,5	3	1,8	average	Motive conservation
10	2	2,3	3	2,0	average	Motive conservation

As a result, the 3rd type of motivation that prevails in the vast majority of 90% is the focus on meeting material needs (salary, wealth, etc.), career growth, the opportunity to communicate with people and the opportunity to earn respect. The same 90% have an average strength of motivation aimed at maintaining existing incentives. Employees were not strongly motivated and focused on achieving their goals. Therefore, the administration should increase the level of interest of employees.

10% of respondents noted a lack of motivation as such.

In the presence of this situation, the administration should pay attention to the fact that people driven by incentives work much more efficiently.

Based on the questionnaire (Appendix B), the respondents were asked to assess the degree of importance of the requirements and the possibility of their satisfaction on a 10-point scale. As a result, we received the following data:

Table 2.10. The degree of importance of requirements and the possibility of their satisfaction on a 10-point scale

№	Requirements for the application form	Requirements Importance Rank	Satisfaction Opportunity Rank	deviation
1	Good earnings	10	5	5
2	Interesting work, enjoyable	7	4	3
3	Opportunity for promotion	7	2	5
4	Opportunity to benefit people	4	2	2
5	The opportunity to get housing, arrange a child in Kindergarten, get a ticket	8	1	7
6	The ability to fulfill a duty to society, to do what is necessary	3	2	1
7	Opportunity to improve skills and knowledge	6	4	2
8	The ability to produce products that are in demand	3	1	2
9	An opportunity to earn respect	8	7	1
10	Provide wealth, get what you want	10	4	6
11	Opportunity to communicate with people	7	5	2
12	Opportunity to apply your knowledge and skills	5	4	1
13	Be independent in work, decide for yourself what to do	6	1	5

In the course of the above data, it becomes obvious that the greatest difference between the importance of the requirements of employees and the possibility of satisfying them has developed in the requirements for material well-being, for the possibility of participation in the decision-making process, and for the possibility of career growth.

On the basis of this, OAO "Morning Star" is proposed integrated system motivation of personnel to meet the identified needs.

The use of these methods will increase the degree of satisfaction and interest of the staff in improving the results of work, as well as change the motives for achieving and increase the strength of employee motivation.

Table 2.11. Employee motivation

№	Components of motivation	Tools, methods	Goals of motivation
1	Personnel policy	Moving employees across departments, mastering related professions	Intra-production mobility and flexibility in the application of professional qualifications
2	Involvement in decision making	Delegation of responsibility, voluntary participation in decision-making	Involvement in the affairs of the organization, taking responsibility of employees
3	Workplace organization	Psychological elements, working conditions (color design of the office interior)	Job satisfaction
4	Flexible adaptation of working hours	Sliding work schedule, increased vacation for employees	Responsible use of working time
5	Personel assessment	Evaluation of the behavior and work of employees by non-material incentive methods	Positive influence on personality behavior
6	The system of participation in the distribution of profits	Collegiate decision % of performance bonus	Focus on correlation of costs and results
7	Forms of social benefits	Life insurance, accident insurance	Feeling of social security by employees

Conclusion

In this paper, the theoretical aspects of labor motivation of personnel in the organization were considered, the goals and objectives, the place and role of labor motivation in the personnel management system were formed.

The relevance of the chosen topic is not in doubt, because. in the course of studying the theoretical aspects of the topic and conducting practical research, it is indisputable that labor motivation occupies one of the leading places in the personnel management system as a whole.

When planning and organizing work, the manager determines what exactly this organization should do, when, how and who, in his opinion, should do it. If the choice of these decisions is made effectively, the manager gets the opportunity to coordinate the efforts of many people and jointly realize the potential of a group of workers. However, in practice, managers often mistakenly believe that if a certain organizational structure or a certain kind of activity “works” well on paper, then they will also “work” well in life. But this is far from true. The leader, in order to effectively move towards the goal, must coordinate the work and force people to do it.

Personnel management at the present stage is of particular importance: it allows you to generalize and implement a whole range of issues of adapting an individual to external conditions, taking into account the personal factor in building an organization's personnel management system.

In the course of theoretical research, it was found that the system of labor motivation should take into account the elements of all considered in Ch. 1 theories of motivation, since today there is no single correct theory of motivation. Therefore, as well as in management theory in general, it is necessary to take into account situational factors and, in accordance with them, motivate employees to improve performance.

Based on the conducted research, the following conclusions were drawn:

1. The main incentive to improve performance is wages and other forms of financial incentives(bonuses, financial assistance, etc.)

2. In addition to the material interest, the employees of the organization express their wishes:

Opportunity for career growth

Availability of additional social guarantees

Praise and recognition of professional success

Opportunity to participate in the decision-making process

Accepting a Share of Responsibility

Opportunity to earn respect in the team

Opportunity to realize yourself

Ability to communicate with people, etc.

Satisfaction of motivational needs is more effective and cheaper for the organization than their dissatisfaction. To determine how and in what proportions it is necessary to apply the methods and tools of motivation, the administration must know what the needs of its employees are. The leader must carefully observe his subordinates to decide what needs are changing, and one and the same motive cannot be expected to work effectively all the time.

Rapidly developing production does not leave time for the modern manager to gain experience by trial and error. In addition, today, when technology has become of great importance for business, the manager must master the theory of management, which enables him to effectively manage the organization. One of the important parts of management is motivation. Conditions and mechanisms for satisfying motivational needs - physical, economic, social, etc. are numerous and some of them are listed in this paper. With their help, you can achieve good leadership and sustainable growth of the organization.

List of sources used

1. Andreev G.M. Social Psychology– M.: MSU. 1999
2. Weil P. The Art of Management - M .: News, 1993
3. Vesnin V.R. Practical personnel management: a manual on personnel work - M .: Lawyer, 1998
4. Vesnin V.R. Management for everyone. - M.: Lawyer, 1994
5. Gromova O.N. etc. Organization of managerial work. - M.: GAU, 1993
6. Dessler G. Personnel management. - M.: "BINOM", 1997
7. Dyatlov V.A. Personnel Management. - M.: "PRIOR", 1998
8. Ivantsevich D.M., Lobanov A.A. Human resources management. – M.: Delo, 1993
9. Kibanov A.Ya. Organization of personnel management at the enterprise. - M.: GAU, 1994
10. Maslov E.V. Enterprise personnel management. ― M.: Infra-M, 1998
11. Meskon et al. Fundamentals of management. – M.: Delo, 1992
12. Management of the organization./ Ed. Z.P. Rumyantseva. M.: Infra-M, 1995
13. Fundamentals of personnel management. / Ed. B.M. Genkina and others - M .: high school, 1996
14. Starobinsky E.E. How to manage staff. - M .: "Intel-Sintez", 1995
15. Personnel management of the organization. / Ed. AND I. Kibanova - M .: Infra-M, 1998.

Thesis on the topic “Psychological aspects of work motivation” updated: December 2, 2018 by: Scientific Articles.Ru

An important function of management is the function of the organization, which consists in establishing permanent and temporary relationships between all departments of the company, determining the procedure and conditions for the functioning of firms. An organization as a process is a function of coordinating many tasks.

The function of the organization is realized in two ways: through administrative and organizational management and through operational management.

Administrative and organizational management involves determining the structure of the company, establishing relationships and distributing functions between all departments, granting rights and establishing responsibilities between employees of the management apparatus.

Operational management ensures the functioning of the company in accordance with the approved plan. It consists in a periodic or continuous comparison of the actual results obtained with the results planned by the plan, and their subsequent adjustment. Operational management is closely related to current planning.

There are two main aspects of the organizational process:

Delegation of powers.

The organizational structure of the firm is understood as its organization from separate divisions with their interrelations, which are determined by the goals set for the firm and its divisions and the distribution of functions between them. The organizational structure provides for the distribution of functions and decision-making powers between the company's executives responsible for the activities of the structural units that make up the organization of the company.

The main problems that arise in the development of management structures are: establishing the right relationship between individual units, which is associated with the definition of their goals, working conditions and incentives; distribution of responsibility between managers; selection of specific management schemes and sequence of procedures for decision-making; organization of information flows; selection of appropriate technical means.

The problem of improving the organizational structure of management involves clarifying the functions of the unit, determining the rights and obligations of each manager and employee, eliminating multi-stage, duplication of functions and information flows. The main task here is to improve management efficiency.

The organizational structure is aimed primarily at establishing clear relationships between the individual divisions of the company, the distribution of rights and responsibilities between them. It implements various requirements for improving management systems, expressed in certain principles.

The organizational structure of the company and its management are constantly changing, improving in accordance with changing conditions. The most important factors causing the need for structural restructuring of companies are the following:

– accelerated development of new types of products under the influence of scientific
technical progress in the face of increasing competition;

– intensive introduction of the most advanced technologies;

- systematic introduction of new methods of organization and management of production based on the active use of computer technology.

Organization as a process is a function of coordinating many tasks: there are two main aspects of the organizational process:

Division of the organization into divisions according to goals and strategies.
Delegation of powers.

Delegation, as a term used in management theory, means the transfer of tasks and powers to a person who takes responsibility for their implementation.

Organizational structure by product.

It involves the creation in the structure of the company of independent business units - production departments focused on the production and marketing of specific types of products. Wherein

it is planned to specialize production departments in the parent company for certain types or groups of products and transfer to them the authority to manage production and marketing subsidiaries. The functional services of the production departments simultaneously maintain close contacts with the relevant central services, receiving instructions from them on all issues of pursuing a unified policy and coordinating activities within the firm as a whole.

Since the production department itself acts as a profit center, it exercises not only financial, but also operational control over the activities of enterprises on a global scale. This control is often exercised through joint or interlocking directorates, supplemented by travel by the head of production to specific subsidiaries.

Organizational structure by region

It is assumed that managerial responsibility for the activities of TNCs is distributed among independent units. These subdivisions, in terms of the content and nature of their activities, can act as production departments and be the center of profit and responsibility. They coordinate the activities of subsidiaries and manufacturing companies for all types of products. The division is headed by a manager who reports directly to the top management and carries out its activities in close contact with all central services. He may have in his subordination managers of individual departments.

mixed structure.

Assumes a combination of various types of organizational management structures.

The most common combination of sectoral and regional principles in the construction of the organizational structure. This structure is the most common. This reflects the general patterns of development of the production process in modern conditions, which requires an integrated approach to the formation of the organizational structure of the company, taking into account the coverage of all parties, areas and areas of activity. Under these conditions, the combination of sectoral and regional aspects most fully satisfies the needs of the company's development.

Control

Control is a systematic monitoring of the implementation of plans, tasks and the results of economic activity, providing feedback with the controlled object using information. Accounting and control are necessary for the management of planning, financial, production and labor discipline in the enterprise. Control as the main function of management combines all types of management activities related to the formation of information about the state and functioning of the control object (accounting), the study of information about the processes and results of activities (analysis), work on the diagnosis and evaluation of development processes and the achievement of goals. The control process consists of setting standards, changing the actual results achieved and making adjustments if the results achieved differ materially from the established standards. With the help of control, the manager identifies problems, their causes and takes active measures to correct deviations from the goal and activity plan.

There are three main types of control: preliminary, current and final.

Ex-ante control is usually implemented in the form of defined policies, procedures and rules. First of all, it applies to labor, material and financial resources.

Current control is carried out when work is already underway and is usually carried out in the form of control over the work of a subordinate by his immediate superior. Final control is carried out after the work is completed or the time allotted for it has expired.

Current and final control is based on feedback. Management systems in organizations have open feedback, since the manager, who is an external element in relation to the system, can interfere in its work, changing both the goals of the system and the nature of its work.

There are three clearly distinguishable stages in the control process: the development of standards and criteria, the comparison of real results with them, and the adoption of the necessary corrective actions. At each stage, a set of various measures is implemented.

The first stage of the control process is the setting of standards, i.e. specific, measurable goals that have time limits. Management requires standards in the form of indicators of the effectiveness of the management object for all its key areas, which are determined during planning.

At the second stage of comparison of indicators of functioning with the set standards the scale of admissible deviations is defined. In accordance with the principle of exclusion, only significant deviations from the given standards should trigger the control system, otherwise it will become uneconomical and unsustainable.

The next step - measuring results - is usually the most troublesome and costly. By comparing measured results with predetermined standards, the manager is able to determine what actions need to be taken. Such actions may include changing some internal system variables, changing standards, or not interfering with the operation of the system. In order for the control to perform its true task, i.e. to achieve the goals of the organization, it must have several important properties.

Control is effective if it is strategic in nature, aimed at achieving concrete results timely, flexible, simple and economical. When organizations conduct their business in foreign markets, the control function takes on an additional degree of complexity. Control on an international scale is particularly difficult because of a large number different areas of activity and communication barriers. The effectiveness of control can be improved if meetings of responsible managers are held periodically at the headquarters of the organization and abroad. It is especially important not to make foreign managers responsible for solving problems that are beyond their control.

As mentioned, in connection with the development of society and the production system, new functions have appeared. And today, motivation, stimulation, humanization and corporatism have been added to the main functions.

Motivation

When planning and organizing work, the manager determines what exactly this organization should do, when, how and who, in his opinion, should do it. If the choice of these decisions is made effectively, the manager gets the opportunity to put his decisions into action, putting into practice the basic principles of motivation.

Motivation as the main function of management is associated with the process of encouraging oneself and other people to work through the formation of motives for behavior in order to achieve the personal goals of the organization. the study of human behavior at work provides some general explanations of motivation and allows you to create pragmatic models of employee motivation in the workplace.

A motive is a motive, a reason for action. It is possible to induce to activity by enriching ideas, ... will, knowledge, determining the amount of remuneration, linking it with the result of activity, as well as identifying a person's value system, satisfying the need for power, depending on a person's ability to influence other people. Various theories of motivation are divided into two categories: content and process. Content theories of motivation primarily try to identify the needs that motivate people to act, especially when determining the scope and content of work. To understand the meaning of the theory of content and process motivation, one must first grasp the meaning

fundamental concepts: needs and rewards.

Needs are the conscious absence of something that causes an impulse to act. Primary needs are laid down genetically, and secondary ones are developed in the course of cognition and gaining life experience. Needs cannot be directly observed or measured. Their existence can only be judged by the behavior of people. Needs serve as a motive for action. Needs can be met with rewards. A reward is something that a person considers valuable to himself. Managers use extrinsic rewards (cash payments, promotions) and intrinsic rewards (feeling successful at achieving a goal) through the work itself. The theory of motivation is a special area of knowledge that has been formed consistently since the beginning of the 20th century.

According to Maslow's theory, five basic types of needs (physiological, security, social, success, self-expression) form a hierarchical structure that, as a dominant, determines human behavior. The needs of higher levels do not motivate a person until the needs of the lower level are at least partially satisfied. However, this hierarchical structure is not absolutely rigid and strict. Content theories of motivation are based on needs and related factors that determine people's behavior. Process theories look at motivation in a different way. They analyze how a person distributes efforts to achieve various goals and how he chooses a particular type of behavior. Process theories do not dispute the existence of needs, but believe that people's behavior is determined not only by them. According to process theories, an individual's behavior is also a function of his perceptions and expectations associated with a given situation, and the possible consequences of the type of behavior he has chosen.

There are three main process theories of motivation: expectations theory, equity theory, and the Porter-Lawler model.

The theory of expectations is based on the assumption that a person directs his efforts to achieve a goal only when he is sure of a high probability of satisfying his needs or achieving the goal through this. Motivation is a function of the expectation factor “labor costs - results”, expectations - “results - reward” and valence (ie, the relative degree of satisfaction). The most effective motivation is achieved when people believe that their efforts will definitely allow them to achieve the goal and lead to a particularly valuable reward. Motivation weakens if the likelihood of success or the value of the reward is not highly valued by people.

Equity theory assumes that people subjectively evaluate the ratio of reward to effort expended and compare it with what they believe other workers received for similar work. Unfair, according to their estimates, remuneration leads to the emergence of psychological stress. In general, if a person considers his work underestimated, he will reduce the effort expended. If he considers his work overvalued, then he, on the contrary, will leave the amount of effort expended at the same level or even increase it. The widely supported Porter-Lawler model is based on the fact that motivation is a function of needs, expectations, and employees' perception of fair remuneration. The performance of an employee depends on the efforts made by him, his characteristics and capabilities, as well as his assessment of his role. The amount of effort expended depends on the employee's assessment of the value of the reward and the confidence that it will be received. According to the Porter-Lawler model, labor productivity continues satisfaction, and not vice versa, as supporters of the theory of human relations believe.

Stimulation

Stimulation is a function associated with the process of activating the activities of people and labor collectives, provides employees with an increase in the results of their work. This function is used for moral and material incentives for employees, depending on the quality and quantity of labor expended. In addition, this function provides interest in achieving high efficiency of the entire enterprise. It involves the creation of conditions under which, as a result of active labor activity, the employee will work more efficiently and more productively, i.e. will perform more work than was agreed in advance. Here, the stimulation of labor creates conditions for the employee to realize that he can work more productively, and the emergence of a desire, which in turn gives rise to the need to work more productively. Those. the emergence of employee motives for more efficient work and the implementation of this motive (motives) in the labor process. Although incentives encourage a person to work, they alone are still not enough for productive work. The system of incentives and motives should be based on a certain base - the normative level of labor activity. The very fact that an employee enters into an employment relationship suggests that he must perform a certain range of duties for pre-agreed remuneration. In this situation, there is still no room for incentives. Here, the sphere of controlled activity is where avoidance motives work, associated with the fear of punishment for failure to comply with the requirements.

There should be at least two such punishments related to the loss of material wealth: partial payment of remuneration or termination of employment relations. The employee must know what requirements are imposed on him, what remuneration he will receive if they are strictly observed, what sanctions will follow in case of their violation.

Discipline carries elements of coercion, restriction of freedom of action. However, the line between control and stimulation is conditional and mobile, because. an employee with a strong motivation has self-discipline, the habit of conscientiously fulfilling the requirements and treating them as their own norms of behavior. labor incentives are effective if the authorities are able to achieve the level for which they pay. The purpose of incentives is not only to encourage a person to work in general, but to encourage him to do better (more) what is due to labor relations.

According to the type of needs that incentives satisfy, the latter can be divided into domestic And external. The former include feelings of self-esteem, satisfaction from achieving results, a sense of the content and significance of one’s work, the “luxury of human communication” that arises in the process of doing work, and others. They can also be called moral incentives. External remuneration is what is provided by the company in return for the work performed: wages, bonuses, promotions, symbols of status and prestige, praise and recognition, various benefits and incentives. They can also be called monetary and material-social incentives.

Labor incentive system:

Material cash incentives

Money is the most obvious and most used way an organization can reward employees.

Material and social incentives

These include:

- creation of the necessary conditions for highly productive labor. These conditions include: the optimal organization of the workplace, the absence of distracting noises (especially monotonous), sufficient illumination, pace, mode of work, etc.

- the possibility of moving away from the monotonous to a more interesting, creative, meaningful labor process. Some understand monotony as an objective characteristic of the labor process itself, while others understand only the mental state of a person, which is a consequence of the monotony of work.

– free time stimulation. As a result of the lack of free time, many employees work with a feeling of chronic fatigue and experience constant neuro-emotional overload.

- Improving team relationships.

The internal conditions for creating a psychological microclimate in a team that has a beneficial effect on the state of employees include the authority and personality traits of the leader, his leadership style, the compatibility of team members in terms of characters, value orientations, emotional and other properties, the presence of influential leaders in informal groups and the attitude of these leaders to the production tasks facing the team, etc.

Career advancement.

One of the most effective incentives, because Firstly, this increases the salary; secondly, the circle of powers is expanding and, accordingly, the employee becomes involved in making important decisions; thirdly, the degree of responsibility increases, which makes a person work more efficiently and avoid mistakes and mistakes; Fourth, it enhances access to information. 3.

Moral and psychological incentives.

These incentives are focused on the motivation of a person as a person, and not just a mechanism designed to perform production functions. In contrast to the above-described incentives, moral incentives are internal incentives, i.e. they cannot directly affect a person.

Humanization reflects the social nature of management and the role of the human factor as an object of management.

Humanization concerns the ethics of activity, the nature and mechanisms of influence as one of the sides of human social activity. With the help of the humanization function, the culture of the company, the culture of management is formed and developed.

Corporatism - a new function of management includes activities to form the atmosphere of the company, its socio-psychological climate.