Abstract The emergence of the neoclassical school of management. The human factor in management

2.2.2 Neoclassical school of management.

With the advent of the administrative school, specialists began to develop approaches to improving the management of organizations as a whole.

Adherents of the classical school did not care much about the social aspects of government. Moreover, their work was largely based on personal observation rather than based on scientific methodology. "Classically" tried to look at organizations from a broader perspective, trying to define General characteristics and patterns of organizations. The goal of the classical school was to create "Universal Principles" of management. At the same time, she proceeded from the idea that following these principles will undoubtedly lead the organization to success. These principles touched on two main aspects. One of them was the development of a rational system for managing organizations. Defining the main functions of a business, theorists - "classically" were confident that they could determine The best way dividing the organization into divisions or work groups.

The founders of the neoclassical school are considered to be Elton Mayo and Mary Parker Follett, who first defined management as "getting work done with the help of others."

Harvard University professor Mayo put forward the theory of "human relations" in management. The essence of Mayo's ideas is that the work itself is of less importance than the social and psychological position of the worker in the production process. The most important elements of the system of "human relations" are: the system of mutual relations and information, the system of conversations, confessions with workers, participation in decision-making, organization of informal groups and their management.

Considering the behavior of an individual as an object of control, the German scientist Weber created his own concept. At the same time, Weber reduced the specific social conditions into which the carrier of action is integrated into four groups:

5. Traditional social action based on the influence of traditions, moral standards, national characteristics.

6. Purposeful social action is an action that has the highest degree of rationality, since the achievement of a specific goal involves finding the most optimal means to achieve it.

7. A holistically rational action in which value characteristics are of priority social system.

8. Affective action - carried out in extreme situations. This type of action produces results that are difficult to comprehend in terms of generally accepted standards.

2.2.3 Modern management concepts.

The development of sciences such as psychology and sociology and the improvement of research methods after World War II made the study of behavior in the workplace more strictly scientific. Among the major figures of a later period in the development of the behavioral trend, one can mention Chris Argyris, Douglas McGriff. These and other researchers have studied various aspects social interaction.

The school of behavioral sciences has moved away from the school of human relations, focusing primarily on methods for establishing interpersonal relationships. The new approach sought to assist the worker to a greater extent in understanding his own capabilities through the application of the concepts of the behavioral sciences to the construction and management of organizations. In the most general terms, the main goal of this school was to increase the efficiency of the organization by increasing the efficiency of its human resources.

The behavioral approach became so popular that it almost completely covered the entire field of management in the 60s.

Like earlier schools, this approach advocated "the only the best way"solutions to the management problem. His main postulate is that the correct application of the science of behavior will always increase the efficiency of both the individual employee and the organization as a whole. However, such techniques as changing the content of work and employee participation in enterprise management turn out to be effective only for some workers and in some situations.

So, in spite of many important positive results, the behaviorist approach sometimes fails in situations that differ from those investigated by its adherents.

2.3 The personality of the leader.

The personality of a leader can be represented in the form of three groups of characteristics that make up: biographical characteristics, abilities and personality traits.

2.3.1 Biographical characteristics.

1. The age of the leader. The problem of the age limit for high-ranking managerial employees, as well as questions of the optimal age for managers in various types professional activity have existed for quite some time. Thus, when analyzing the materials collected by T. Kono, the average age of presidents of large Japanese companies is 63.5 years, their American counterparts are somewhat younger - 59 years. Here's what he thinks about this issue. Lee Iacocca, a well-known American manager: “I have always considered it an absurd practice in which a person who has reached 65 years of age, we are obliged to immediately dismiss him, regardless of his physical condition. We must rely on our senior managers. They have experience. They are wise." In other words, age is a lot of experience; not only natural but also social characteristic person, including the leader.

However, one should not think that only mature age(and hence experience) entitles its owner to count on a high post. History shows that at the beginning of creation largest companies there were very young people. A. Morita, the founder and long-term head of the world famous Sony Corporation, was only 25 years old on the day the company was founded. And there are many such examples.

Thus, the age of the leader can be neither an advantage nor a hindrance in order to effectively manage. The relationship between age and leadership effectiveness remains unclear.

2. Gender of the leader. This characteristic has recently attracted increasing attention from researchers who are trying to explain the difference between male and female behavior in the role of a leader. Of particular interest and many publications in various publications are devoted to the model of female behavior. This is explained by the fact that in the life of modern society it is difficult to find an area in which a woman would not play an important, if not even the main role. Women hold the positions of president, prime minister, leader of a major political party, diplomat, businessman, and even defense minister.

But researchers note that certain types activities that require significant speech activity from the people participating in them, women behave timidly in the presence of men. Therefore, women are less likely to become leaders and show little inclination than men to pursue this role. This is due to the fact that men have greater competence in solving group problems, as well as their desire to have an advantage in the group. Of particular importance is the presence of a certain standard of behavior accepted in society. From the performer of the male role, appropriate behavior is also expected. And women, in order to be treated as worthy leaders, have to prove their abilities and their inherent business qualities.

The researchers also identified another significant difference between male and female managers, namely, women's great interest in relationships between people. Women are superior to men in democratic leadership, and, consequently, in the degree of orientation towards human relations. But, so far it is impossible to say with certainty who is more effective in the position of leader: a man or a woman. The percentage of women leaders is too low compared to the representation of the strong half of humanity in this post.

3. Socio-economic status and education. These characteristics are very important for a leader. An effective leader must have a variety of knowledge in the field of management and business, special sciences related to the activities of the company, foreign languages. At present, managers strive to acquire not only special knowledge, but also economic and legal ones. In our country, the need for leaders in knowledge has increased foreign languages. This was facilitated by the cooperation of many enterprises with similar foreign organizations. And the leader, as the face of the organization, must perfectly possess at least one generally accepted English language. Increased interest among leaders and psychological issues management. Many of them are trained and trained in prestigious Western business schools.

2.3.2 The next component of the manager's personality is abilities. All abilities can be divided into general (these include intelligence) and specific (knowledge, skills, etc.). The greatest influence on the effectiveness of leadership is exerted by general abilities, that is, intelligence. Back in the 1960s, the American industrial psychologist E. Giseli, examining groups of managers, came to the conclusion that the relationship between intelligence and leadership effectiveness is curvilinear. This means that the most effective managers are not those with very high or low IQs, but those with an average level. But all this data is not some kind of standard for intellectual potential. A particular effective manager may have rather low results on an intelligence test.

Later studies by F. Fiedler and A. Leyster showed that other factors also influence the relationship between intelligence and work efficiency. These include: the motivation and experience of the leader, as well as his relationship with senior management and subordinates. Insufficient motivation and experience of the leader, weak support from his subordinates and tense relations with higher management have as a result a decrease in the influence of the leader's intellect on the effectiveness of his activities.

The specific (special) abilities of the individual include special skills, knowledge, competence, awareness. It is not necessary to specifically prove and give examples on specific individuals how important these abilities are for the successful implementation of managerial activities.

2.3.3 The next characteristic of a leader is personality traits. The most frequently mentioned personality traits in various studies are: dominance, self-confidence, emotional balance, stress resistance, creativity, striving for achievement, enterprise, responsibility, reliability in performing tasks, independence, sociability.

Let's consider each of these characteristics separately.

Dominance or the ability to influence people. A leader must necessarily possess this characteristic, since it is difficult to imagine how one can effectively manage people without influencing them. Influence on people should be based not only on official authority, but also on the psychological and pedagogical features of communication between a leader and subordinates. Influence should be based on a fair approach of the leader to the subordinate.

Self-confidence. The influence of this characteristic is directly reflected in the subordinates, who, in the case of the leader's confidence, feel calm, support, protection, reliability, confidence in the future. Thus, a certain psychological comfort provides and increases the motivation to complete the task. An insecure leader cannot inspire confidence and respect for himself both from his subordinates and from managers of equal or higher rank.

Emotional balance and stress resistance. Emotional balance should be manifested in the control by the leader of their emotional manifestations. Relations between a manager and subordinates should be smooth, business-like and not depend on personal sympathy and their own mood. Emotional balance affects the emotional state of subordinates. A negative outburst of emotions in a manager can reduce the feeling of confidence in subordinates, the consequence of this will be a decrease in their business activity. Employees will be forced to deal with their own feelings, not work problems. Emotional imbalance can undermine the image of the leader in the eyes of business partners. But the constant suppression of negative emotional reactions, their containment can turn into unpleasant consequences for the individual - neuroses and psychosomatic diseases developing on their basis, such as, for example, hypertension or stomach ulcers. Therefore, the leader must Special attention for emotional release. Stress relief can occur during physical exercises, communication with friends and loved ones, passion for all kinds of hobbies. In Japan, for emotional release, mannequins depicting higher-ranking leaders are smashed. Therefore, in last years experts are increasingly talking about the need rational organization managerial work, allocating sufficient time for the emotional discharge of managers.

Creativity or the ability to creatively solve problems. The key to effective leadership is whether the leader is able to see elements of novelty and creativity in the activities of his subordinates, as well as support their initiatives.

The desire to achieve the goal and entrepreneurial spirit are the most important features of a modern leader. In close connection with them is the propensity of the individual to take risks. The leader should not stop halfway through, he should be able to take risks and calculate his risk. A good leader does business not so much for the sake of money (for him, they are an indicator of success, and not a means of enrichment), but because of the constant need to concentrate all mental abilities to solve an infinite number of various problems. Business for a good leader is a necessary stimulus and a vital dose of adrenaline.

Responsibility and reliability in the performance of tasks. We constantly feel the lack of these human qualities in Everyday life. The manager should prefer situations in which it is necessary to bear personal responsibility for decision. The leader must be a responsible and reliable person, as he is an example and personification of the ideal personality of his subordinates.

Independence. This characteristic is undoubtedly an important personality trait of a leader, which ensures his success in his actions. various fields the life of the organization. Whatever advice the leader takes from the people around him, he always makes the final decision himself. The more independent the leader behaves, the more his independence manifests itself. But this does not exclude the need to listen to the opinion of colleagues or subordinates. The main thing is that the manager should have his own point of view on emerging problems, his professional and human face, and also support this property in his subordinates. But the excessive independence of the leader can develop into tyranny and voluntarism. Independence, realized in this way, contributes to a decrease in the effectiveness of management.

In the personal styles of management of the head Object of study: the personal style of the head on modern enterprise Subject of study: the influence of active socio-psychological learning on the manager's management style The purpose of the study: to study the influence of active socio-psychological learning on the manager's personal management style Everything was considered by me in full ...

Attention to their subordinates and the same attention to performance. They also realized that there are many activities where it is difficult to clearly and unambiguously identify leadership style, but believed that professional training and a conscious attitude towards goals allows all leaders to approach style 9. 9, thereby increasing their effectiveness. 1.1.7 Style, Satisfaction and...

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Since the last century, there has been a study of problems related to the peculiarities of human work in production and in other areas. This science is called Taylorism, because it was founded by Taylor F. W. - engineer, scientist, entrepreneur. He founded his school of management on the theory of personnel management.

Taylor's control theory

Taylor developed a system that is a set of methods for the distribution of labor standards, organization and management of production. Also at the heart of his teaching was the need for the selection of labor force, its correct placement and satisfactory payment in order to improve the intensity of productivity. The basis of management according to Taylor is a qualitative analysis of all the actions of an employee, the elimination of unnecessary movements in the process of performing work and the scientific regulation of activities, taking into account the needs and capabilities of each employee. Thus, Taylor's scientific management is based on the level of implementation of such approaches as:

• production)
• processes at each stage)
• jobs for qualified personnel.

At one time, the scientist was accused of making the worker an appendage of the machine, since, in his opinion, the mechanization and modernization of the work process was the basis for facilitating labor and increasing the size of production and the quantity of output. In fact, this approach was correct, because it was based not only on the need to develop in an intensive way, but also required workers to be conscious of all innovations. This was done on the basis of stimulation by various methods:

• reward through recognition)
• improving the quality of work)
• ease of execution of the workflow)
• formation of teams and strengthening of the team spirit.

Thus, the theory of personnel management according to Taylor is based on loyalty to employees, care and training, and in return, conscientious performance and diligence are required. At that time, this idea was not successful among companies and remained only on paper as a “sweat-squeezing system”, but this served as an impetus for the development of science and technology, and accelerated the industrial revolution. This theory works, and in practice it turned out to be very useful and productive. A striking example of this is the Japanese management system.

In the organization of production, all uncomfortable movements have been completely removed, which makes it possible to achieve good synchronization of all stages of product development. Also, the main tasks of management are the division of labor, cooperation, the definition of specialization and management of the coordination of the labor process. The main advantage in this system is management together with employees, for whose work and initiative a reward system is also provided.

classical theory

This theory is also known as the "Administrative School", which was founded by A. Fayol. Her main task was to study each individual element of the company and the overall efficiency of the enterprise as a whole:

• search for the main parameters of rational management of the company)
• management functions of the company and each of its elements)
• creation of a clear structure of the management system.

A. Fayol included several functions in the definition of the word "management":

• technical or production basis)
• commercial side)
• financial aspect and regulation in this area)
• security feature ( we are talking not only about the property of the company, but also about the rights of the individual))
• accounting basis)
• administrative function.

In the future, the classical theory of personnel management underwent a number of changes, and the set of management functions changed significantly, but the Fayol principle remained the main one. The scientist has been researching these functions for many years, studying their correlations in accordance with the work of managers at different levels of the enterprise, which allowed him to determine an important feature: the totality of all knowledge and professional qualities, combined with skills, allows us to consider the characteristics of work. Fayol introduced the distribution of qualities into groups in his classical theories of personnel management, as a result of which physical, mental, and moral qualities are evaluated separately. It should also be noted that the employee special knowledge, experience and general development in terms of erudition. This stimulated the development of a structure for assessing each employee and highlighting the principles of management:

1. Division of labor: each member of the team must clearly understand, know and fulfill their responsibilities in order to ensure the productive operation of the system as a whole.
2. Power: the presence of a strict hierarchy forms the responsibility of employees at each level and requires unquestioning obedience in conditions employment contract in front of the boss.
3. Discipline - the ability to comply with the work schedule and internal schedule, to hand over the plan on time.
4. Unity of command: at the head of the company there can be only one boss, to whom the entire management system is subordinate.
5. Unity of Leadership: A leader at any level is always subordinate to a common idea that serves the goals of the firm to ensure maximum productivity and profitability.
6. The need to subordinate private interests to the common ones. The interests of the company should always remain a priority during the work period, during non-working hours the employee is free to do as he pleases, but at work it is necessary to be able to move away from everyday life and other problems in order to fulfill the plan on time.
7. promotion. The system implies several stages of encouragement: material - through bonuses) disciplinary - through diplomas, universal praise, posting a photo on the honor board, conferring the title of "employee of the month", etc.
8. Centralization: all branches and divisions must be subordinate to the main center.
9. Hierarchy is a strict system between the employer and a number of subordinates who are local leaders and have their own teams of specialists.
10. Order: each member of the firm must understand their responsibilities and know general rules firms, work order.
11. Fairness: all processes should be paid, any initiative aimed at the benefit of the company should be accordingly encouraged. Pay should be based on performance.
12. The constancy of the composition of the staff: reliability - best rule firms. The constancy of employees speaks of the stability of the entire company, which is a positive image both within the company and in the labor market or in front of partners and investors.
13. Initiative: Every fresh idea should be supported by superiors and considered according to its usefulness to the enterprise. You can't just do the job, you need to keep the perspective in order to constantly improve working conditions and increase productivity.
14. Staff unity. AT this case the theory of human resources is considered as the basis of personnel management in modern organizations. For each company, it is important that it exists on the principle of an anthill, where each employee knows his duties and obeys the general hierarchy.

The disadvantage of such a system is the need to neglect personal interests in the interests of the company and forget about domestic and family problems in order to be productive, which is not always possible. Each employee must fully share the goals of management and at the same time be proactive and useful to the company, which can cost personal life.

neoclassical school

Since 1924, a management system began to develop, which was based on the psychology of human relations. This school was opened by Elton Mayo, who established the "Hawthorne effect". It was discovered during experiments in one company, where they studied various ways influencing performance improvement through caring for shop floor workers and other personnel. Thus, with the help of the attention and understanding of employees, an increase in productivity was obtained, which had a positive effect on the entire company. Also during the experiment, the employees were explained the general meaning and goals of the events, established friendly communication and teamwork, took into account theoretical aspects systems of work with personnel and were implemented in practice.

Such an attitude and attention to the needs of ordinary workers was perceived by them as the best stimulating factor, therefore, in each brigade, various methods stimulating negligent workers to show the best results in the implementation of the plan. Understanding this phenomenon from the point of view of human psychology served as an impetus for applying this experience to other enterprises. The system not only proved to be effective, but also brought significant success even to the most average firms that are not particularly productive.

Thus, the neoclassical theory of personnel management is based on the understanding that the human factor in production conditions is decisive, since personnel are an inexhaustible resource.

Quantitative approach in the management system

Since the 50s of this century, personnel management has become a separate science, which in its research used the processes of managing firms and people, based on mathematical calculations of profits and production costs. The economic aspect has become decisive in determining the productivity of the company. Based on the main theories of mathematical calculation, formulas were derived to determine the optimal load on each unit of personnel, which made it possible to understand what amounts of profit would be obtained. Economic and mathematical modeling became the basis for the work of the company, but it did not make it possible to receive excess profits.

The study of the company's operations made it possible to create fully adequate and suitable models of all the processes of the system, as far as possible. The entire depth of knowledge is based on the degree of probability of the implementation of forecasts, which is not always possible to take into account mathematically, since it is impossible to calculate the possibility of force majeure.

Finding the Right Control System

In principle, modern theories of personnel management are based on the search for new methods of influencing employees in order to increase labor productivity in the interests of the company. There are several approaches to management as a system:

• Management is a process. This concept reflects the essence of understanding the complexity of the work of this system. The dynamics in the organization of the workflow explains the continuity of the implementation of the main functions of the enterprise and interaction at all levels of production:

1. planning - the process of determining the direction of activity and drawing up a work program)
2. organization of activities - drawing up a work program for each department of the company with a view to its implementation on the ground)
3. administration - management by the manager of all production processes under the conditions of his authority)
4. motivation - stimulating employees to increase productivity and search for new ideas)
5. management - control over production processes and the time of implementation of plans)
6. coordination - distribution of tasks between employees and verification of their implementation)
7. control - all production processes must be checked, the same goes for product quality)
8. research - the search for new ways to improve work to achieve goals)
9. communication - the ability to communicate with employees to determine the principles of work)
10. rating - usefulness and efficiency rating)
11. decision-making is a process based on the theories of personnel management and their essence)
12. recruitment - search for suitable personnel in accordance with their knowledge, skills, personal qualities and work experience)
13. negotiating - the ability to come to an agreement between employees, colleagues, investors, etc.
14. representation - the process of presenting your company and its programs of activity on the market.

• Systematic and situational approach. These types of impact on the production and management process are the main methodological techniques with which you can see the consistency of each process. In this case, we are talking about a method for determining the relationship of personnel, the external environment and the task. With this knowledge, goals and factors can be developed to improve the management system and improve the quality of production.

Theory of human capital

This theory is based on the principle of the development of capitalism according to M. Friedman, where the main result is profit and capital management. Work force firms in this case is equated to income. Although this approach is somewhat unexpected for business, theoretical basis management of personnel are quite logical, as they lead to an increase in profits and benefits. Human capital- a socio-economic option in order to express the qualities, abilities, strengths for working in a system of a socially oriented economy of a mixed type.

The concept of human resource development is a system for creating conditions for the personal desire of employees to increase their ability to work and mobilize potential in the interests of the company for their own benefit. To do this, the company undertakes to ensure the satisfaction of all the needs of employees, as well as to engage in their training: study at advanced training courses, improve general educational knowledge. Various methods of incentives are also used, which makes it possible to ensure a positive attitude of employees towards work and try to quickly fulfill their duties.

In the 80s of the last century, such characteristics as the strategy of the organization, the structure of the company, etc. began to be introduced into the management of the enterprise and personnel. Today, the basis of doing business is the conditions of competition, which allow us to weed out the worst enterprises and flourish with more successful ones. Firms are faced with the task of constantly improving the working conditions of employees in order to receive greater returns in work and, as a result, increase profits and remain in demand in the global market. This principle is included in the science called "personal management", which was recently renamed "human resource management".

• Corporate culture

1 -1

Prerequisites for the emergence of management science.

Existing management paradigms.

Classical and neoclassical management theories.

Features of the formation of modern management in Ukraine.

1. Prerequisites for the emergence of management science.

The defining stage in the development of management was the emergence and formation of statehood. The first examples of conscious management date back to the 5th-3rd millennium BC, which was recorded on clay tablets, which confirmed the existence of a certain regulation of management activities in Ancient Egypt and Sumer.

The thinkers of ancient Greece made a significant contribution to the development of management science. So, Socrates (469-399 BC), emphasized the importance of the division of labor and specialization. He argued that the reason for the poverty of society is the lack of skillful leadership.

A significant contribution to understanding how to govern the state was made by Niccolo Machiavelli (1469-1527). In the book “Ruler”, he formulated his own recommendations regarding the organization of state administration and the norms of behavior for leaders: “A monarch must be both a man and a beast, and a lion and a fox. He must not keep his word if it might turn against him. I dare say that being honest is extremely disadvantageous, on the one hand; on the other hand, it is useful to appear pious and truthful, humane and sincere. Nothing is as rewarding as a kind of decency." Therefore, the term "Machiavellianism" is used to characterize a policy that neglects the norms of morality.

Kiev princes (Vladimir the Great, Yaroslav the Wise, Vladimir Monomakh) tried to strengthen Kievan Rus by introducing "kinship responsibility". Their sons became princes in the Russian lands, their daughters married foreign rulers, which contributed to the unification of interests and the avoidance of hostilities. An important role in improving the efficiency of state administration was played by the veche, where the most important problems were discussed nationwide, as well as the introduction of Christianity with its system of moral and ethical rules.

On the way of its formation, management has gone through several stages, or they are also called managerial revolutions.

The first management revolution was named "religious-commercial", which is associated with the emergence of writing in Ancient Sumer (V millennium AD), which contributed to the emergence of a special layer of priests who ordered business correspondence and commercial calculations. Written fixation of agreements increased their reliability and security.

Second managerial revolution , it is also called "secular-administrative" and is associated with the activities of the Babylonian king Hammurabi (1792-1750 BC), who published a collection of laws governing the state in order to regulate relations between social strata, which increased control and responsibility for completing of the work.

The third managerial revolution called "production and construction", which covers the years of the reign of the Assyrian ruler Nebuchadnezzar (682 - 605 BC). It was during this period construction works were carried out on a grand scale and demanded greater control over activities in the sphere of production and construction. This control was exercised by the state.

The fourth managerial revolution. Covers the period of the birth of capitalism and the rapid industrial development of Europe (XVII-XVIII centuries). Its main result was the emergence of professional management. A great merit in this belonged to A. Smith (1723-1790), who spoke about free enterprise, the role of the market and the functions of the state, which formed the basis of the theory and practice of management.

Fifth managerial revolution called "bureaucratic". It is based on the concept of "rational bureaucracy", which assigned an important role in ensuring the effectiveness of management to the formation of hierarchical structures, the division of managerial labor, a clear definition of job responsibilities and the establishment of managers' responsibility for their implementation.

The sixth managerial revolution called "information". It is characterized by the introduction of information technologies into management practice, which significantly accelerated the processes of obtaining and processing information, making the possibilities of the organization practically unlimited. The ability of the administrative apparatus to quickly process large amounts of information has shifted the emphasis in the system general management from the organization of production processes to marketing management, i.e. reoriented the management system of the organization to meet the needs of consumers.

Neoclassical organization theory is represented by the Human Relations School (1930-1950). The human relations movement was born in response to the failure of classical organization theory to fully understand the human element as a core element of management effectiveness. Major authorities in the development of this school are M.P. Follett and E. Mayo. M. Follett was the first to define management as “enforcing the performance of work with the help of other persons”. She established four fundamental principles organizations that increase the efficiency of any organization:

• 1) coordination as linking all the factors of a particular situation;
• 2) coordination through direct contacts of all interested responsible persons;
• 3) early coordination;
• 4) coordination as a continuous process.

According to M.P. Follett, the structuring of the organization does not allow for dominance or compromise. Instead of a concept

"power over", leading to a waste of resources, she proposed the concept of "power with". This approach implies joint activities and increasing the capabilities of the group. The responsibility of the subordinates should be to follow the leader responsibly, not only following his orders, but also actively participating in all decision-making processes.

E. Mayo found that well-designed work procedures and good wage did not always lead to an increase in labor productivity, as the representatives of the classical school believed, this also applies to the development of an analysis method for studying behavior in organizations. This concept is still vital today.

The forces that arise during the interaction between people could and often exceeded the efforts of the leader. Sometimes employees reacted much more strongly to peer pressure than to management wishes and financial incentives.

More recent studies by A. Maslow and other scientists have helped to understand the causes of this phenomenon. The actions of people are motivated mainly not by economic forces, but by various needs, which can only partially be satisfied with the help of money. And the higher the level of development of society, the less the role of money in labor motivation, the less the role of physiological needs.

The neoclassical theory of organization has set itself the task of correcting some of the shortcomings of the classical doctrine. She is usually associated with the human relations movement, more sensitive to the human element.

The neoclassical approach incorporates the original postulates of the classical school, taking the key foundations of organization as given. But these postulates are already regarded as modified by people acting independently or within the framework of informal organization. As a result, the original elements of the classical theory of the division of labor, linear and functional processes, the structure and norm of controllability are given a new interpretation.

One of the main contributions of the neoclassical school is the introduction to theory of organization in the behavioral sciences. With their help, human relations theorists demonstrate how the foundations of classical theory are influenced by the way people act. In addition, the neoclassical approach includes a systematic appeal to informal organization, showing its influence on the formal structure.

Thus, the neoclassical approach to organization theory testifies to the acceptance of the classical doctrine, but with the introduction of changes into it, resulting from the individual behavior and influence of the informal group.

The essence of the neoclassical new interpretation of the key elements of classical theory is as follows.

1. Division of labor remains the subject of lengthy debate in the field of human relations. At the dawn of the history of industrial psychology, problems of industrial fatigue and monotony caused by the specialization of work were studied. Later attention was shifted to studying the behavior of the worker in isolation and his feeling of insignificance, which is a consequence of the unimportant work that he performs and which has very little effect on the final product.

Specialization also affects how management works. As an organization expands, there is a concomitant need for managerial motivation and coordination the actions of others. Both motivation and coordination, in turn, are linked to executive leadership. Thus, in particular, the neoclassical school, based on the growth of industrial specialization, developed a theory related to motivation, coordination and leadership. Much of this theory is borrowed from the social sciences.

2. Two aspects linear and functional processes, which were developed by the neoclassical school are the delegation of authority and responsibility and the intersection of functional competencies. Classical theory implies some kind of perfection of delegation processes. The neoclassical school points out that human problems are caused by imperfect methods of delegation. For example, too much or too little delegation can deprive the performer of the opportunity to act. Unsuccessful delegation of authority and responsibility can put the performer in a difficult position. The intersection of power often leads to clashes of personalities. The intersection of powers (violation of the principle of unity of command) leads to the fact that the work is not done, and one side accuses the other of non-performance.

The neoclassical school argues that linear and functional processes are theoretically fruitful, but in practice tend to clash the interests of linear and functional relationships, and cites the human factor as the reason. In addition, neoclassicals provide guidance, suggesting various human tools that will facilitate the interaction of these processes.

3. Structure offers numerous directions of human behavior that destroys the most best plans organization and contrary to the logic of human relations embedded in the structure. Neoclassical theory focuses on the tensions that arise among people performing various functions. Within the framework of this theory, the area of ​​such problems as linear and functional relationships is widely discussed. Many organizations have difficulty maintaining the harmony of linear and functional relationships.

Linear-functional relationships are just one of the problems of most of the structural conflicts described by the neoclassicists. It is important that neoclassicals often offer means of harmonization to eliminate conflicts in the structure: councils of the young, participation of workers in management from top to bottom, recognition of human dignity and closer communication.

4. Controllability rate(the amount of control) is a function of the human factor, and reducing this norm to an exact, universally appropriate proportion, according to the neoclassicists, is stupidity. The controllability is determined individual differences in managerial abilities, type of people, volume controlled functions and the degree of effectiveness of communications.

The involvement of people in the type of emerging structure is connected with the question of the norm of controllability. Does this mean that a vertical structure with a short volume or a horizontal structure with a wide volume will be more conducive to good human relations and high morale? The answer to this question depends on the specific situation. A small rate (short volume) results in tight control; a large norm (wide scope) requires a large share of delegation with more freedom. However, a looser form of organization is favored on the grounds that vertical structures breed arbitrary leadership, which is often cited as a cause of low morale.

• Classics of management / Per. from English; Ed. M. Warner. SPb.: Piter, 2001.S. 871.