Odegov Yuri Gennadievich Personnel Management

The textbook in a structured form discusses the issues of personnel management from the point of view of a systematic approach, describes the personnel management strategy, career system, employment system. The publication is distinguished by an innovative interpretation of the main categories and processes occurring in the field of personnel management; analysis of complex relationships and contradictions that arise in the implementation of personnel technologies. Extensive illustrative material and numerous practical examples help to better understand the theoretical material.

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Issues of typology and diagnostics are considered organizational culture, unity and goals, formation of the company's image, management of changes in corporate culture, self-assessment of the organization, approaches to the formation ethical codes, mechanisms for changing organizational culture. Corresponds to the FGOS VPO of the third generation. For undergraduate students in management and economics. It may be useful for master's degree students, heads of organizations and specialists dealing with organizational culture.

Chapter 1. Human Behavior in an Organization

A person's behavior is largely determined by the organization in which his labor activity is carried out.

What is meant by the term "organization"?

P.M. Kerzhentsev wrote: “Organization is a mechanism where one wheel is hooked onto another. Both in the mechanism and in the organization, internal friction results from this. The less friction, the better the work goes. The organizer must coordinate the operation of the individual wheels in such a way as to reduce friction to a minimum.

Any organization includes the following main subsystems:

1) technical and technological - a set of jobs (from jobs of direct performers to company executives);

2) economic, which is based on the problems of formation and distribution of profits, remuneration systems, etc.;

3) social ( social organization) is a group of people united by a common goal.

social subsystem characterized by the following features:

Having a corporate purpose;

Horizontal specialization, or horizontal division of labor, associated with the existence of units and workers performing independent functions;

Vertical specialization, or vertical division of labor, which means the presence of a certain hierarchy and subordination.

The key points that determine the behavior in the organization of workers are:

The goals of the organization;

Organization model;

Organizational structure;

organizational culture;

Communications;

Motivation;

Performance appraisal and remuneration;

Organizational changes and innovation management;

Leadership style;

External environment;

behavioral marketing.

Organization classification

Most commonly used and have the highest practical significance the following principles of classification.

By way of education can be identified formal and informal organizations. Formal organizations are registered in accordance with the legislation in force in a given country and have rights and obligations that determine their status. Informal organizations arise spontaneously, in accordance with the will and interests of their creators, they are not included in the formal social structure and do not have formal obligations and, accordingly, rights. If an informal organization passes the official registration determined by law, it will acquire the appropriate status and move into the category of formal organizations.

By relation to the basic goals of activity can be singled out commercial and non-commercial organizations. Commercial organizations see their main goal in making a profit; goals non-profit organizations not related to making a profit (charitable, political, religious, cultural organizations).

Depending on the forms of ownership can be divided into public, private and municipal organizations. Major owner state organizations is the state. Private organizations - These are organizations, the main owner of which is an individual or a group of individuals. Municipal organizations - organizations, most of which are owned by local governments.

Organizations can be defined according to the specifics of the content of the main activity. The list of types of enterprises identified on this basis is as voluminous as the list of types of human activities is voluminous. These include educational, industrial, trade, military organizations, healthcare and cultural organizations, etc.

The belonging of an organization to one or more of the listed types affects the behavior and activities of people working in them or being their members.

Organization Models

Analysis and design of the organization. Management of human behavior in an organization begins with the construction of the organization itself, analysis of the conditions, goals and selection of an appropriate organizational model.

There are two main classical models: mechanical and organic.

mechanical model. In accordance with this model, the organization is seen as a kind of machine that operates according to a strictly established order. It involves achieving a high level of production and efficiency based on the widespread use of rules, procedures, centralized authority, and high specialization of work.

The authorship of this model is attributed to the German scientist Max Weber. He first described its application and introduced the term "bureaucracy" as a way of organizing collective action. According to Weber, the bureaucratic structure is superior to any other form in terms of precision, stability, discipline, and reliability. It allows the leaders of the organization to predict the results of managerial actions and reactions to these results with high accuracy.

With a mechanical approach to the design of an organization, according to Weber, favorable conditions to manage organizational behavior because:

All tasks are divided into specialized works. Specialization and division of labor make it possible to clearly define the functions, powers and authority that an employee needs to fulfill his duties, as well as coercive measures and the procedure for their application;

Each task is performed in accordance with a system of certain rules. These rules ensure unity and coordination of efforts, as well as continuity and stability, as they remain the same even if employees change;

Each structure of the organization is designed to perform work under the guidance of only a manager, whose authority is provided by the delegation of tasks from the top level of the hierarchy, and, therefore, any lower unit is subordinate to the higher one. Thus, an unbroken chain is created in the command structure;

Each employee of the organization is connected with his subordinates, clients or customers in an impersonal, formal way: emotional attachment harms the cause;

The basis for filling positions is only professional qualification, which is also a protection against arbitrary dismissal of an employee. Career carried out by seniority or depending on achievements in work.

As practice shows, the mechanistic model is usually used when designing an organization with a stable internal environment and a low level of environmental uncertainty.

However, the practice of organizations' activities has shown the limitations of "impersonal" models. In modern conditions, when the external business environment is subject to rapid changes, ideas about what an ideal organization should be are changing significantly.

The American classic of organizational behavior F. Lutens said about this: “In our age of complex, highly conflicting relationships and independently thinking employees, the bureaucratic model is just the starting point, but by no means the final point of organizational analysis.”

What are the main disadvantages of the bureaucratic model?

First of all, it is a conflict between specialized units, embedded in the very idea of ​​functional specialization. The degree of this conflict may be different, but its existence leads to disproportions in the activities of the organization and, as a result, to a decrease in the effectiveness of its activities.

Each specialized unit strives for higher status and control over more resources, considering the functions that it performs the most important. In addition, the system of narrow specialization has negative consequences not only for the organization as a whole, but also for each employee in particular. The performance of specialized, monotonous and repetitive work can cause overwork and boredom in most workers, leading to a loss of motivation and interest in work.

The hierarchy of power leads to the inhibition of personal initiative, difficulty in the passage of ascending flows of information, and the lack of horizontal communications.

The main disadvantage of the system of rules is their high intrinsic value, when following them becomes an end in itself. At the same time, the form is more important than the content: the main thing is not to achieve a result, but to do it right. The disadvantage of depersonalization is the loss of personal factors of activity: initiative, responsibility, motivation, creativity.

The limitations of traditional models of effective joint activities people have been driven by the need to find other approaches. At the same time, management theorists and practitioners proceed from the fact that the modern business environment is characterized by high variability. Under these conditions, the most important requirements for modern organizations are flexibility, adaptability and learning ability.

organic model. This model is used to construct an organization that is characterized by high level adaptability, limited use of rules and procedures, decentralization of power and a relatively low degree of specialization.

The development of this model is associated with the names of English researchers T. Barnes and J. M. Stalker who first introduced the term "organic system" to refer to organizations with flexible management. In their opinion, the main advantages of the organic model are as follows:

Has flexibility and adaptability to environment;

Provides maximum opportunities for the employee in all his interactions with the organization;

Contributes to the creation and maintenance of the employee's sense of personal dignity and significance;

The processes of decision-making, control and development of goals in an organization built on the basis of such a model are decentralized and divided at all levels;

Communication occurs in all directions, not just from top to bottom in the command chain.

Differences in quality characteristics This and the previous models are explained by the fact that the first of them focuses on the criteria of maximum efficiency and productivity, and the second - the criteria of maximum satisfaction, flexibility and development. These differences are especially pronounced in the processes that influence the behavior of a person in an organization.

American scientist Rensis Likert spent comparative analysis in this direction and came to the results reflected in Table. 1.1.




Table 1.1. Differences between mechanical and organic models




The ending




Despite the conclusions of Rensis Likert, both models have their supporters. Practice shows that when designing an organization, one cannot be guided by the theory of "one best way". It all depends on the specific situation: the size of the organization, technology, the level of uncertainty in the environment, etc. Thus, large organizations under normal conditions require high specialization, formalization, standardization and a large number hierarchical levels. Those same organizations, if they operate in a rapidly changing external environment, must use the characteristics of the organic model.

The goals of the organization and its mission

The main purpose of the existence of the organization is indicated as its mission. Based on the mission, the specific goals of the organization are determined. As a rule, they are different and diverse. One of the possible options for their classification is given in Table. 1.2.




Table 1.2. Classification of the goals of the organization




Successful implementation of goals depends primarily on how correctly they are chosen and formulated. When setting goals, certain requirements must be met.

Goals should be specific and measurable. Concrete and measurable forms form the basis of the report for subsequent decisions and evaluation of results.

Goals should have a temporal characteristic. Not only what the organization wants to do, but also when, must be specified. Usually goals are long-term (designed for five, sometimes more years), medium-term (from one year to five years) and short-term (within a year).

Goals must be achievable. If the goals are unattainable, the desire of employees to succeed will be blocked and their motivation will weaken.

To be effective, the multiple goals of an organization must be mutually supportive, i.e. the actions and decisions required to achieve one goal must not interfere with the achievement of other goals.

Based on the goals of the organization, the goals of its departments, groups and individual workers. The organization makes it possible




Rice. 1.1. The tree of goals for managing the development of an organization is for people to achieve personal goals, to realize collectively what they are not able to achieve individually.




Thus, a hierarchy of goals is formed. The leader must coordinate the goals of departments, individual groups and individuals, direct them to achieve the goals of the entire organization, avoiding sharp contradictions and conflicts that affect the behavior of the organization.

An example of developing a tree of goals for managing the development of an organization is shown in fig. 1.1.

Mission of the organization is a general idea that forms the purpose of the organization in society.

As shows overseas experience, the significance of the mission is difficult to overestimate.

First, it provides direction and guidance for setting goals and strategies at various organizational levels.

Secondly, it influences the image of the organization, informing consumers, partners, employees, society as a whole about what constitutes this organization what she aspires to, what values ​​she shares.

Thirdly, the mission gives the organization certainty and personality.

Finally, the mission is the basis for the formation of organizational culture. It helps management manage the behavior of individuals, groups, and the entire organization.

Depending on the content and purpose of the mission, organizations are classified as follows (Fig. 1.2):




Rice. 1.2. Company mission classification




Determining the goals of an organization—whether it should operate to maximize profits or “serve the customer”—is the most important moral issue that a leader must decide. And although it has long been proven that attention to the consumer, the clientele determines the stability of the enterprise, provides it with a long-term interest, this truth is difficult to assimilate even in countries with a developed market. R. Merton emphasizes that this moral choice “is largely determined by the system of values ​​within which the corporation operates. And these values, in turn, are based not so much on the economic functions of the corporation as on culture, traditions, own experience and on the personal inclinations of their leaders, showing up in the current economic, political and social situation.

Head of a prosperous American firm IBM Thomas Watson Jr. said: “I deeply believe that every business, in order to survive and succeed, needs a healthy set of core beliefs that guides all decisions and activities.”

The favorable attitude of society towards a corporation (and society is the totality of real and potential customers, business partners, shareholders of a corporation) has a rather attractive economic background: the activities of companies that are advanced from the point of view of society are covered in media mass media, a positive opinion is spread by word of mouth, and this contributes to the growth of sales, the competitiveness of the company, allows you to rely on loans, and such "indirect" advertising is highly valued.

The presence of socially significant values ​​in the activities of the company sometimes allows you to increase efficiency without any special costs. For example, the management of McDonald's initially not only focused on price, quality, and market share, but was confident that the company was really serving Americans with limited means, giving them the opportunity to satisfy their hunger cheaply, but fully. This "social" mission gave greater weight to operational objectives. Chefs and waiters treated these "high" goals as a useful technique that helps to withstand a strict system of total quality control. It was easier to meet high standards when they were presented in the context of helping the community.

As an example, let us also cite the mission statement of the American company (bank) Sun Banks: “The mission of the Sun Banks company is to promote the economic development and well-being of the communities served by the company by providing citizens and businesses with quality banking services in a manner and to the extent that are consistent with high professional and ethical standards, ensuring a fair and appropriate return to the shareholders of the company and fair treatment of the employees of the company.

In this formulation, the orientation of the bank to ensure the interests of three groups is obvious: customers, shareholders, employees.

It is necessary that the goals be specific, pragmatic, expressed in the form of measurable indicators. For example, “increase return on invested capital up to 15% after taxes within five years” is addressed to shareholders; “to put into effect the provision of such and such new service”, “increase income on certain types of deposits up to so many percent per annum” - this is addressed to customers; “carry out a 20-hour training program leadership on-the-job for 120 junior managers by the end of 1998 at a cost not exceeding 200 euros per trainee”, “increase the hourly tariff rate for so many cents” – this is addressed to employees; “to hire 120 long-term unemployed over the next two years” is an address to society.

B. Gerchikov, based on the study of fundamental strategic documents, conversations with about 30 top leaders of large Western European, American and Canadian companies and firms, identified six main components, various combinations which were the missions of Western firms.

1. Profit: “The main goal and meaning of the activity of any business organization is profit ... It is the size of current profit that shows how successful the organization is. If the profit is sufficient, you can think about business and development, pay a decent salary, decide social tasks. If it doesn't exist, the rest doesn't exist."

2. Clients: “The customer is the most important thing in business. If we have regular and reliable customers and we satisfy their needs well, everything else will be – both profit, and development, and people who are satisfied with their work and salary.”

3. A business: “People need our business, without it, society (country, humanity ...) cannot live. And we must do this on a global level. And then everything will be - and customers, and profit, and development, and people satisfied with their work.

4. Employees: “Employee is the most important factor in any business. If he wants to work, is qualified, committed to the company and active, he will provide everything - both clients and high quality, and profit, and the constant development of our business.

5. Development: “Life is dynamic, and in order to stay afloat for a long time, you need to change clients, business, and employees. Therefore, development is the only basis for long-term success for any company.”

6. Territory ( locality) : "This component of the strategy can be the leading one if the organization's business is limited certain territory. Typically, a firm seeks to extend its influence over territories far beyond the limits dictated by the specifics of the actual business relationship.

Mission, like many basic concepts modern management, does not have a single generally accepted definition. There are many interpretations of this concept. Here is some of them.

“Mission is a strategic (general) goal that expresses the meaning of existence, the generally recognized purpose of the organization. This is the role that the enterprise wants to play in society" ( Gitelman L. Transformative management. M., 1999).

"The mission (purpose) of the organization is the answer to the question, what is the activity of the company and what does it intend to do" ( Mazur I., Shapiro A. Restructuring of enterprises and companies. M., 2000).

“In the case of a broad understanding, the mission is seen as a statement of philosophy and purpose” ( Vikhansky O., Naumov A. Management. M., 2001).

"Mission = Foresight + Creed" ( Wissema X. Strategic management and entrepreneurship. M., 2000).

The general goal, the meaning of existence, purpose, role, philosophy, foresight, creed ... - you can continue the list of concepts that are associated with the mission of the company. However, this is unlikely to bring us closer to understanding the role of the mission as a fundamental regulation for managing the company as a whole and personnel in particular. And of course, this will not give an idea of ​​the methodology for developing the mission and the format of its description.

Increased interest in the mission Russian companies associated not only with the fashion for the external attributes of an advanced business and the emergence of educated managers.

Firstly, there are a number of objective reasons that give rise to the need for a mission for companies that have come to the market in earnest and for a long time.

The mission as a global goal of the company turns it into a system. Moreover, into an open socio-economic system - the basis of market relations.

The mission as the most long-term goal of the company allows you to reasonably distribute efforts and resources to ensure long-term business performance. it necessary condition to move from a crisis management style (achieving and (or) maintaining momentary benefits) to truly intelligent management (providing development prospects).

Mission (destiny) is an inherited goal that ensures a reasonable inheritance of capital under a shared family system of values ​​​​and aspirations. This is a real mechanism for ensuring the succession of a business that can outlive its founder.

Secondly, development Russian market and its integration into world economy, having sharpened the competition, led to an understanding of the resource-forming role of the mission.

The cost of production is determined not only by saving resources. The mission can also significantly reduce the cost of production by reducing transaction costs by improving the quality of interaction between the company's departments among themselves and with the external environment.

The most advanced companies, having exhausted traditional methods of increasing competitiveness, are striving to introduce organizational development management technologies based on proactive changes. It is the mission that provides the strategic vision of the prospects necessary for this.

Thirdly, the transition to a saturated market, giving rise to new sales circumstances in the buyer's market, gave the mission additional facets. The success of a business now largely lies outside the company itself and is determined by its infrastructure. At the same time, the mission helps the company to take the right position in the partner value chain, realizing its potential in the best possible way.

The transition to professional corporate management based on procedures is fundamentally impossible without the development of a mission. It sits at the top of the organizational programming pyramid (Figure 1.3). It is thanks to the mission through the construction of a tree of goals and strategies, as well as a list of directions commercial activities the company can decide on its functionality - a list of constantly reproducible business functions, management functions and support functions. This allows the formation of basic corporate regulations: the regulation on organizational structure the company as a whole and a package of provisions on individual divisions that fix the areas of responsibility of management (see Fig. 1.3). Further detailing of these documents makes it possible to obtain personnel management regulations: functional duties, job description and job description (see Figure 1.3).




Rice. 1.3. Organizational Programming Pyramid

Model of ideal organizational behavior

Through values, ideals and principles of relations, a model of ideal production behavior is formed - the basis of the “soft” method of personnel management (Fig. 1.4). The personnel management strategy is implemented both through resource management - the formation of the necessary human resources, and through the organization's management - personnel motivation (Fig. 1.5). At the same time, the mission allows to overcome the apathy of established (successful) companies that have accumulated primary capital and satisfied their hygiene needs. It brings strategic meaning (purpose) to the activities of such companies, generates ambitious striving for excellence and thus becomes a platform for motivating further development.




Rice. 1.4. Organizational and functional model




Currently, the mission is considered as a basic regulation by supporters of both "hard" (regulations, structures, processes) and "soft" management schemes (ideology, culture, spirituality). Moreover, the mission is consolidation platform these approaches.

Market management of the company is based on the recognition of a fundamentally new basis for the relationship between the company and the market - the mutual openness of these systems.




Rice. 1.5. The structure of the basic regulations for the activities of personnel




This means that in order to determine the mission (purpose) of the company in external environment necessary:

Identify the supersystem (market) of which the company is a part;

Determine the properties (needs) of the market;

Determine the purpose (mission) of the company based on its role in the market to meet the needs of the latter.




Rice. 1.6. Model of ideal production behavior




In other words, the mission is the result of the company's positioning among other market participants.

The company and its micro- and macro-environment are a hierarchy of nested systems.

The market is, on the one hand, a supersystem for the company, and on the other hand, open system for the external environment. The company itself also simultaneously represents, on the one hand, an open system that is part of the market environment, and on the other hand, a supersystem in relation to its constituent units, owners, managers, and staff.




Rice. 1.7. Implementation of the personnel management strategy




The model of the company as an open socio-economic system is shown in fig. 1.8.

Development (more precisely, designing) of the company's mission in the market microenvironment, like everything else in engineering, starts from the coordinate system (Fig. 1.9).

The “must” axis reflects the needs of the environment.

The “Can” axis defines the capabilities of the company (uniqueness of resources and skill).

The Want axis represents the business philosophy (expectations, values, principles).




Rice. 1.8. Model of the company as an open socio-economic system




Rice. 1.9. Designing the company's mission in the market microenvironment

HR strategy and its implementation

In such a coordinate system, mission development is a task of finding a compromise between the needs of the market, on the one hand, and the capabilities and desires of the company, on the other.

The design of the mission itself is carried out in stages.

First stage - description (fixation) of the company's special vision regarding:

1) companies (self-identification) - as a subject (knowledge, experience, values, expectations, principles) and as an object (resource, technology);

2) market (microenvironment) - buyers (needs), competitors (alternative offers), partners (integration opportunities);

3) the external environment (macro-environment) - politics (rules of the game, regional interests), economics (opportunities, including purchasing), social sphere(support or opposition to our products and (or) technologies), technology (development, provision or threats of substitute products).

The outcome of this step will be:

Development of corporate values ​​and company expectations as a compromise between the interests of owners, managers and staff in relation to the list of characteristics and relevant parameters that determine business performance (Fig. 1.10, 1.11);

Formation corporate principles as a system of legal, moral, ethical, aesthetic and other restrictions on the company's activities;

Primary understanding of the socially significant needs of the market, which are of interest to the company's activities;

Determining the limitations and opportunities of the external environment regarding the proposed activities of the company;

Formation of a basic product (service), including a joint one.

At this stage, the types of commercial activities of the company are formed and the scheme of partnership interaction with all participants in the market environment is determined (to satisfy what, what, to whom, together with whom, where, when we provide). Development algorithm from the initial understanding of the market needs through a sequence of refinements to the formation of types corporate activities shown in fig. 1.12.




Rice. 1.10. Accounting for the interests of the parties




Rice. 1.11. Parameters characterizing business performance




Second phase - description of the business credo: goals, principles and ideals of interaction with all participants in the external environment (primarily with the buyer) and internal groups subjects of the company (see Fig. 1.12):

What will the customer receive in terms of meeting his needs;

Who, for what and how can act as a partner of the company, on what basis is it supposed to build relationships with competitors (what, in particular, is the willingness to make temporary compromises);

What will the owner and shareholders get from the business;

What will managers get from the business and the company;

What will the staff receive from the company;

What is the cooperation with public organizations;

How the company's relations with the state will be built (in particular, possible participation in the support of state programs).




Rice. 1.12. Development algorithm from the initial understanding of the market needs through a sequence of clarifications to the formation of types of corporate activities: IA - type of activity; ZhVD - the desired type of activity




Third stage - announcement of the mission by means of external and internal PR(the image of the company is being developed on the basis of a business credo).

The completeness of the description format and the detailed elaboration of the mission are an indisputable sign of the company's maturity, a criterion for the quality of its business. This is the basis effective management staff.




Rice. 1.13. Interaction of business parties




Of undoubted interest is the four-stage process proposed by B. Nanus, which consists of a number of questions, by answering which you can build the "dream" of your organization (Table 1.3). He advises to start with an assessment of the available resources, i.e., with setting following questions:

What business is the company in? what values ​​does she profess at the present time?

Do her employees agree with her direction?

A reality check should then be conducted, answering questions such as: Does the company have important customers and other stakeholders and does the company meet their needs? Next, Nanus advises defining the context of the vision by identifying what processes in the future may affect the vision and what are some scenarios for the future. Finally, you need to develop alternatives and choose a mission.




Table 1.3. The systematic approach proposed by B. Nanus to the development of new missions




Continuation




Continuation




The ending

Mission development. The Five Whys Approach

There is another approach to mission development, the five whys approach recommended by J. Collins and J. Porras: "Start with a descriptive statement 'We manufacture X products" or "We provide Y services,” and then ask five times in a row, “Why is this important?” After you give two or three answers to this question, you will find that you have reached the fundamental goal of the organization.

Possible variant development of the company's mission is proposed in Fig. 1.14.

Development of company strategy

Mission development

1. Which customer groups are the main ones for your company:

2. Which client group is the main one (perhaps it is necessary to combine several client groups into one)?

_________________________________________________________________

3. What need is supposed to be satisfied in this group?

_________________________________________________________________

_________________________________________________________________

4. How is this need to be met (line of business or product group)?

5. Formulate the mission of your company:

For _____________________________________ (the target group from question 2), we meet the need for ______________________________ (from question 3) by ___________________________________________________ (from question 4).

So the final brief mission statement is:

“The mission of the company _______________________________________ is ____

_________________________________________________________________

_______________________________________________________________».




Rice. 1.14. Mission and vision of the company business jet

Core values ​​of Business Jet

In its activity business jet guided by the following core values:

Integrity: Do business with integrity. Always make a choice in favor of honest deeds;

Pleasure and Passion: Working with dedicated people who enjoy, are passionate about, and are driven by the goal of achieving excellence in every activity the airline undertakes. Involving employees in the work of the company is our way of life;

Customer Orientation: Listening to our customers at all times, defining their expectations and delivering them quality services that they expect from us, constantly meet their needs;

Safety and Reliability: To have a reputation as the safest and most reliable business airline.

Figure 1.15 shows the system of basic values ​​of the Angelina furniture company (according to Yu.G. Gorelov), which is based on the following principles.

1. Formation and promotion of a positive position, which is based on confidence in victory (“We are the best in everything!”, “Moving one step forward!”).

2. Formation and promotion of the idea of ​​solidarity, philanthropy, faith in God, openness and understanding of each other ("The company is the second family!").

3. Formation of the internal culture of the company, commitment to the values ​​of corporate ideology, patriotism and devotion to the cause of the company, a definite and clearly expressed civic position.

4. Formation in society of a positive attitude towards the company on the basis of propaganda of its mission, goals of its activities and the accepted system of basic values.

5. Purposeful implementation of the idea of ​​continuous improvement and development (“Quality in everything is the best investment in the future!”).

6. Promotion and implementation of the principle of thrift, diligence and diligence, the ability to focus on achieving the goal.

7. Promotion in the company of the principle of fair remuneration for contribution to the common cause (according to merit) and the consistent implementation of this principle in effective labor incentive systems.

8. Formation of the interest of each employee of the company in increasing sales and improving the quality of customer service.

9. Unconditional orientation to the needs of the buyer ("The client is always right!").

10. Faith in honor, dignity, patience, personal responsibility and loyalty given word as the dominant motives of human activity.




Rice. 1.15. The system of basic values ​​of the company "Angelina"




To define the mission in the external environment, companies seek to identify the market of which they are a part, determine the properties and needs of this market, and formulate the main goal based on their role in the market.

Thus, we can say that the mission is the result of the positioning of the organization among other market participants.

Table 1.4 presents the missions of organizations operating in different market sectors.




Table 1.4. Company missions




The problems of assessing the economic and social efficiency of the system and technology of personnel management of the organization are considered.
The existing approaches to measuring the effectiveness of managing an organization and its personnel, current issues of managing turnover and labor productivity, practical methods evaluation of work with personnel. Formulas for calculating economic and social indicators related to its management are given.
For teachers, students, undergraduates, graduate students, doctoral students, applicants, students of the second higher education, retraining, MBA, as well as specialists of personnel management services of organizations.
Recommended for students of the specialty "Personnel Management" and other economic specialties for business case term papers, diploma projects and works.

Functional approach to management.
Currently, most enterprises use a functional approach to management, which consists in seeing the business as a mechanism consisting of a set of functions. The organization is divided into functions and divisions; each organizational unit is closed on the performance of its functions and duties in isolation from other performers and the consumer. It needs development organizational system managing the company and assigning duties, powers and responsibilities to individual functional units. In this case, an organization is a collection of some static structures that perform certain functions, with a complex multi-level hierarchy of departments and strict centralization of management.

In these organizations (structures):
the logical correlation of functional areas and management levels is not always supported;
there is no reliable communication between departments and transparency of activities is not ensured;
the principle of a detailed horizontal division of labor (specialization) is in effect in order to increase its efficiency in a separate area, as a result, the problem of docking operations at the borders arises functional structures throughout the entire production cycle.

CONTENT
Introduction
Chapter 1. Management approaches by human resourses formed at the turn of the 20th and 21st centuries
Chapter 2. The essence of the concept of "efficiency" and the main approaches to its assessment
Chapter 3. Personnel management and the main areas of loss of efficiency
Chapter 4 Process approach to the evaluation of the effectiveness of the HR function
Chapter 5 Systems approach
Chapter 6 various categories personnel
Chapter 7. Methods for assessing the effectiveness of the personnel management service
Chapter 8. Balanced Scorecard
Chapter 9 Key figures efficiency
Chapter 10
Chapter 11
Chapter 12. Social responsibility of business in the system for assessing the effectiveness of personnel management
Conclusion
Workshop
Literature.


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Academic degree: Doctor of Economic Sciences


Academic title: Professor




List of scientific papers:





Monographs, textbooks, teaching aids:

1. Odegov Yu.G., Abdurakhmanov K.Kh., Kotova L.R. Evaluation of the effectiveness of work with personnel. M.: Alfa-Press, 2011. 752 p.

2. Odegov Yu.G. Izhtinoy sokha iktisodketi. Tashkent: Iktisodiet, 2013. 418 p.

3. Odegov Yu.G., Dolzhenkova Yu.V., Malinin S.V. Outsourcing in personnel management. M.: Yurayt Publishing House, 2014. 389 p.

4. Odegov Yu.G., Labadzhan M.G. Personnel policy and personnel planning. M.: Yurait Publishing House, 2014.

5. Odegov Yu.G., Nikulin L.F., Polovinko V.S. Network management 3.0. Omsk: OmGU Publishing House, 2013, 240 p.

6. Odegov Yu.G., Rudenko G.G. Personnel economics. M.: Alfa-Press, 2009.

7. Odegov Yu.G., Rudenko G.G. Labor Economics 2nd ed. per. and additional Textbook and workshop for academic baccalaureate. M.: Yurayt Publishing House, 2014, 2015. 423 p.

8. Social partnership in the field of higher professional education in Russia: institutional, organizational and managerial aspects. M.: Federal State Educational Institution of Higher Professional Education “PREU im. G.V. Plekhanov”, 2013. 242 p.

9. Human resource management: textbook / under. ed. Yu.G. Odegova, V.V. Lukashevich S.A. Kartashov. M.: KNORUS, 2015. 222 p.

10. ​Odegov Y., Babynina L., Krajňáková E. Kompenzačný model odmeňovania v organizáciách. Plzeň: Aleš Čenek (Czech Republic), s.r.o. 2014. 196 s. ISBN 978-80-7380-500-5

Precarious employment: theory and methodology of detection, evaluation and reduction vector. /Bobkov V.N., Kvachev V.G., Kolmakov I.B., Lyutov N.L., Loktyukhina N.V., Novikova I.V., Odegov Yu.G., Odintsova E.V., Pavlova V.V., Shichkin I.A.( Monograph) - KnoRus, 2018, 341 pages.


11. Odegov Y., Rudenko G, Galiakhmetov R. Personnel Management. en Universitaa GYOR Norprofit kft. Gyor, 2012. 251 s.

ORGANIZATION HUMAN RESOURCE MANAGEMENT. / Odegov Yu.G., Abdurakhmanov K.Kh., Babynina L.S., Ivanova I.A., Kolesnikova O.A., Loginova E.V., Pavlova V.V., Polevaya M.V., Polovinko V.S., Pulyaeva V.N., Rudenko G.G., Fedchenko A.A., Khaliulina V.V., Shcherbakova O.I. Moscow, KnoRus. 2019.


INSANE EMPLOYMENT IN THE RUSSIAN FEDERATION: THEORY AND METHODOLOGY OF DETECTION, EVALUATION AND REDUCTION VECTOR. /Bobkov V.N., Kvachev V.G., Kolmakov I.B., Lyutov N.L., Loktyukhina N.V., Novikova I.V., Odegov Yu.G., Odintsova E.V., Pavlova V.V., Shichkin I.A. MOSCOW, KnoRus. 2019. (2nd edition, stereotypical)

12. LABOR ECONOMY. / Odegov Yu.G., Rudenko G.G. Textbook and practice. M.: Yurayt, 2019. Ser. 58 Bachelor. Academic course (2nd ed., trans. and additional
13. LABOR ECONOMY. / Odegov Yu.G., Rudenko G.G. Textbook and practice. M.: Yurayt, 2019. (3rd ed., trans. and additional)

PERSONNEL MANAGEMENT. / Odegov Yu.G., Rudenko G.G. Textbook and workshop / Moscow, Yurayt - 2019. (2nd ed., trans. and additional)

OUTSOURCING IN HR MANAGEMENT. /Odegov Yu.G., Malinin S.V., Dolzhenkova Yu.V. Textbook and workshop / Moscow, 2019. Yurayt. (1st ed.)

ERGONOMICS. / Odegov Yu.G., Sidorova V.N., Kulapov M.N. Textbook and practice. M.: Yurayt Publishing House, 2019.(1st ed.)

ERGONOMICS. / Odegov Yu.G., Sidorova V.N., Kulapov. Textbook and workshop M.: Yurait Publishing House, 2019(1st ed.)

PERSONNEL POLICY AND PERSONNEL PLANNING IN 2 HOURS PART 2. PERSONNEL PLANNING. /Odegov Yu.G., Labadzhyan M.G., Kartashov S.A. Textbook and practice. M.: Yurait Publishing House, 2019(2nd ed., transl. and additional)

PERSONNEL POLICY AND PERSONNEL PLANNING IN 2 HOURS PART 1. PERSONNEL POLICY. /Odegov Yu.G., Labadzhyan M.G., Kartashov S.A. Textbook and workshop M.: Yurait Publishing House, 2019(2nd ed., transl. and additional)

Articles in collections:

1. Features of the formation of the labor market of a single-industry town / Yu.G. Odegov // Modern economy and models of innovative development: materials of scientific and practical. conf. - book. 2. M. M.: FGOU VPO “PREU im. G.V. Plekhanov". 2013.

2. Odegov Yu.G. Employment of the population in the XXI century: between the crisis and strategy / materials of scientific and practical. conf. "Competitive advantages of economic education: state and prospects". Tashkent, 2014.

3. Odegov Yu.G. Russian experience in the development of information and communication technologies in the activities of universities / materials of scientific and practical. conf. "Internet and information and library resources in science, education, culture and business". Tashkent, 2013.

4. Odegov Yu.G., Balokhanova D.K. State policy regarding the family / Sat. scientific works “Development of the institution of the family as the basis of society. Tashkent, 2012.

5. Odegov Yu.G., Kartashev S.A. II Social Forum "Labor Market and Employment Policy: State and Development Prospects" // Man and Labor, No. 12. 2012.

Articles in magazines:

1. Odegov Yu.G., Nikulin L.D. Determination of the proportion of technically sound norms // Rationing and wages in industry No. 3. 2013.

2. Odegov Yu.G. Innovation-oriented organization: problems of labor management // Rationing and wages in industry No. 4. 2014.

3. Odegov Yu.G. Personnel market and its development trends // Labor market and employment policy: state and development prospects. II Social forum. M. 2012.

4. Odegov Yu.G. Modernization of the economy and the importance of talent for its development // Bulletin of the Omsk University. Series "Economics" No. 4. 2012.

5. Odegov Yu.G. Some methods for assessing and analyzing the quality of labor cost norms // Rationing and wages in industry No. 11. 2012.

6. Odegov Yu.G. About hunting for hands and hunting for heads // Science and practice. No. 1. 2014.

7. Odegov Yu.G. Ensuring the safety of jobs and equal opportunities in employment (foreign experience) // Rationing and wages in industry No. 8. 2013.

8. Odegov Yu.G. Problems of Ensuring Equal Opportunities in Employment (Foreign Experience) // Rationing and Remuneration in Industry No. 9, 10. 2013.

9. Odegov Yu.G. The role of personnel policy in improving the efficiency of the organization's employees // Rationing and wages in industry No. 12. 2013.

10. Odegov Yu.G. Talent management as an HR technology / Yu.G. Odegov, S.A. Kartashov, D.V. Shatalov // Bulletin of the Omsk University. Series "Economics" No. 1. 2013.

11. Odegov Yu.G. Conditions of equality in employment (foreign experience) // Rationing and wages in industry No. 4. 2014.

12. Odegov Yu.G., Loginova E.V. Actual issues of corporate social responsibility // Rationing and wages in industry No. 2. 2013.

13. Odegov Yu.G., Loginova E.V. Corporate social policy and social responsibility of business // Rationing and wages in industry No. 1. 2013.

14. Odegov Yu.G., Nikulin L.D. The concept of formal modeling of the manager's performance as the basis for the growth of labor productivity // Rationing and wages in industry No. 6. 2014.

15. Odegov Yu.G., Nikulin L.D. Scientific hypothesis about two strategic trends // Science and practice. No. 1(1). 2012.

16. Odegov Yu.G., Nikulin L.D. The procedure for establishing and changing existing norms // Rationing and wages in industry No. 9. 2012.

17. Odegov Yu.G., Razinov A.E. Labor productivity in Russia: features of the current stage // Rationing and wages in industry No. 7. 2014.

Odegov Yu.G., Rudenko G.G. Instruments for the development of organizational culture: directions of transformation // Management of corporate culture. 2012. No. 1. P. 18-27.​​​

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