The most important property of human resource management is consistency. HRM is a holistic complex of interrelated elements that correspond to the following principles:

integrity - the presence of deep internal communications between separate elements (subsystems). At the same time, the human resource management system itself is an important system element. educational organization;

hierarchical structure and structuredness - in HRM, managing, managed and providing elements are distinguished, between which stable links are established;

plurality - the presence of a variety of economic, social, managerial and other models that make it possible to describe individual elements and the system as a whole;

functionality - any structure is closely related to the function of the system.

The principle of development states that the system is capable of development, adaptation and expansion. The human resource management system includes the following structural elements:

incoming subsystem represented by factors of external and internal environment. The first includes the following factors: political, economic, socio-demographic, technological, market, including the labor market). The second group of factors includes the legal framework, program and strategic documents, the structure and composition of human resources;

outgoing subsystem are the effects of the human resource management system. We list the main effects:

• - for the management of an educational organization - ensuring effective activities and achieving the development goals of an educational organization through the formation, use and development of its human resources; implementation of personnel technologies;
• - for teaching and service personnel- building optimal conditions labor activity, a favorable moral and psychological climate and the creation of opportunities for personal, professional and social development;
• - for consumers of educational services - providing educational process personnel capable of developing a high level of required competencies, excellent service, taking into account modern requirements market of educational services.

Control subsystem is a set of the subject of management (the head of an educational organization or a collective management body), as well as mechanisms and methods for setting goals, planning and organizing work, monitoring, assessing the state of functioning of a managed object and adjusting its parameters.

The following management methods can be distinguished: administrative-legal, instructive-methodical, economic, socio-psychological.

Managed Subsystem- a set of interrelated elements of the functioning of human resource management in accordance with the specified parameters.

Supporting subsystem- a set of conditions for the effective functioning of the controlled subsystem (material and technical, information technology, financial, infrastructural conditions).

The human resource management system of an educational organization is shown in fig. one.

Implementation efficiency systems approach to HRM is determined by the following conditions:

• - understanding by the leaders of the educational organization of the importance of human resource management;
• - awareness of the modern concept of human resource management, knowledge of personnel technologies;
• - close connection of the policy in the field of HRM with the development program of the educational organization;
• - mutual coordination of HRM goals, methods and mechanisms of work with personnel and specific personnel technologies;
• - formation of measurable indicators of HRM results;
• - collective responsibility for the social and labor relations of the organization.

Consider the elements of the managed subsystem of the human resource management system. The key one is HRM policy. We will talk about it in more detail in the second chapter.

Among the elements of human resource management, three main groups can be distinguished.

Group 1 - the formation of human resources.

Human resource planning makes it possible to provide an educational organization with qualified personnel in a timely manner based on the forecast of its development.

Selection of human resources - providing an educational organization with the required employees based on the formation of a position model, the search for candidates using various sources, selection among candidates and the conclusion of an employment contract.

Personnel adaptation - adaptation of new employees to professional activity working conditions, workforce.

Group 2 - effective use of human resources of an educational organization.

Organization of labor and current professional activity - the direction of HRM work, which determines the principles and methods of organizing pedagogical work, the main functions of labor activity, decision-making methods, the specifics of the work of the head of an educational organization.

Labor performance management is a direction of personnel activity of an educational organization that provides evaluation criteria.

Management and stimulation of the pile - the creation of mechanisms that encourage the desire of employees of an educational organization for intensive work aimed at meeting personal and collective needs, as well as achieving goals.

Rice. one.

Management of social and labor relations and development of organizational culture - a set of actions to establish a favorable microclimate in the organization, manage social and labor relations in the team, proclaim key missions and values ​​for the organization, establish and develop optimal standards of activity and behavior.

Group 3 - development of human resources of an educational organization.

Training and professional development personnel - organizational activities for training (training, professional retraining) personnel on the basis of problem-oriented and competence-based approaches.

Career management - activities to form the succession of management of an educational organization, an optimal and balanced power structure.

Management of organizational knowledge and abilities - a set of targeted mechanisms and tools for formalization, accounting, collection, storage and dissemination of knowledge important for educational organizations; building organizational capabilities, which are the basis of the competitiveness of the organization.

The construction and functioning of a human resource management system in an educational organization cannot be overestimated. In our opinion, this system is one of the prerequisites for the competitiveness of an organization in the labor market (based on high competencies and organizational abilities). In addition, it affects the increase in labor productivity, motivation, the development of creativity and innovation, the optimal use of resources, and, ultimately, the formation of a positive image of the organization.

Russian society is in a state of serious transformation associated with the transition from an industrial to an information society. This transformation affects all spheres of society, including education. The key resource of the information society is not physical assets, but knowledge and information. This fact leads to a rethinking of the role of a person in an organization, and a new concept of "human resource management" is being formed. Human resource management in an educational organization plays a key role, which lies in the fact that a person is a key strategic asset in the development of an organization, a carrier of the most important organizational competencies.

The educational organization itself is undergoing serious changes associated with the formation of market relations. The national education system is characterized by a number of contradictions and trends that are serious challenges for it.

Human resource management is carried out through a coordinated association human resource systems:

Philosophy of the Czech Republic, which describes the general values ​​and guiding principles that managers have.

HR strategies that determine the direction in which HRM will act.

Politics of the Czech Republic, which provides guidelines for how these principles, values ​​and strategies should be applied and put into practice in specific areas of HRM.

HR processes consisting of the formal procedures and methods used to implement HR strategic plans and HR policies.

CR practice, which includes informal approaches used by managers.

CR programs that enable the systematic implementation of HR strategies, policies and practices.

Becker and Gerhart (1996) divided all these components into three levels: system architecture(guidelines), alternative policy options and processes and practices(Fig. 1.2).

Rice. 1.2 Activities of HRM

HRM Models

According to M. Armstrong, one of the first unambiguous statements about the concept of HRM was made Michigan School(Fombran, 1984). They believed that HR systems and organizational structure should be adjusted to fit the organizational strategy (hence the name "fit model"). They went on to explain that there is a human resource cycle (Figure 1.3) consisting of four main processes, or functions, performed in any organization. It:

selection - correspondence of available human resources to jobs;

attestation– performance management;

remuneration- "the reward system is a management tool that is used to stimulate organizational performance is often insufficiently and incorrectly"; it is obliged to encourage both short-term and long-term achievements, bearing in mind that "an enterprise must work today in order to succeed in the future";

development- the desire to have highly qualified employees.

Rice. 1.3. Human resource cycle

Other founding fathers of HRM were representatives of the Harvard school - M. Bier et al. (1984), who developed a scheme later called Harvard by P. Boxell (1992).

Harvard School believed that HRM has two characteristic features:

1) most of the responsibility for ensuring a competitive strategy and personnel policy lies with middle managers;

2) employees must develop rules that guide the development of personnel activities and are applied in such a way as to mutually reinforce both levels.

The Harvard circuit as modeled by Bier et al. is shown in Fig. 1.4. P. Boxell (1992) believed that the advantages of this model are that it:

Takes into account the interests of all influence groups;

Recognizes the importance of compromise, expressed or implied, between the interests of owners and workers, and between various groups interests;

Expands the context of HRM to include worker influence, work organization and the related issue of leadership style at the lower level;

Recognizes a wide range of environmental influences on management's choice of strategy, assuming a combination of both market and product related aspects and socio-cultural aspects;

Emphasizes strategic choice - this model is not guided by situational or environmental determinism.

The Harvard Schema has had a significant impact on the theory and practice of HRM, in particular the notion that HRM is the business of managers in general, and not a particular function of the personnel department.

Rice. 1.4 Harvard scheme of human resource management

Goals and objectives of HRM

During the development of cybernetics, behaviorism, philosophy and psychology often used the image of a black box: there are incoming and outgoing data, but what happens in the "black box" is unknown, and this knowledge was dispensed with. The well-known formula "stimulus - reaction" made it possible to get out of this predicament even when exposed to a person.

AT recent times, apparently, due to the accumulation of some knowledge (the theoretical views of 3. Freud can also be attributed to them), they began to use the image of an iceberg. At least what is known at the top is known, and this is 20% of all information. And what is hidden, you can guess. If we recall the theoretical views of 3. Freud, we can define the upper part as conscious, and the lower as unconscious. Now, if we apply the image of the iceberg to understand the processes taking place in the organization, we get the following (Fig. 1.5).

Rice. 1.5 Organization like an iceberg

Those aspects in the functioning of the organization that are located at the top of the iceberg are subject to conscious influence, control, development, etc. As a result, the organization receives a more perfect and modern organizational structure, technology, equipment, products, etc.

The bottom of the iceberg actually concerns people - the employees of the organization. For the further development of the organization, the conscious management of the potential that lies at the bottom of the iceberg, i.e., human resource management, is required.

Target is a system-forming concept for the organization. An organization, as a specific association of people, exists to achieve certain goals.

The most basic goal of the company is survival, making a profit. But besides this, each organization identifies its own set, a set of goals at the level of values, which will, on the one hand, determine the personnel policy, and on the other hand, create a certain image for consumers. These main goals predetermine subgoals, i.e. form a holistic goal tree that influence the definition of strategic objectives and specific plans for their implementation.

The need to formulate the organization's goals and recommendations on how best to formulate them to achieve results is a separate topic. Another aspect is important - the employees of the organization who have come to work also have their own goals. And they can differ from organizational goals, and to varying degrees.

An analysis of the graphic relationship between the goals of the organization and its employees reveals an obvious pattern: the closer the goals of employees to the goals of the company, the higher the level of achievement of the organization. In the ideal case, their coincidence gives us the maximum level of achievement, which is impossible for the reason that the person and the organization are not identical. Interests, goals of an individual can go beyond, beyond the boundaries of the organization's capabilities. The organization has its limits, limitations. Therefore, we can only strive to converge the goals of the organization and employees.

Or it can be formulated as follows: it is necessary to try to make sure that, having achieved (achieved) the goals of the organization, employees could achieve their personal goals, satisfy their interests and needs. Such may be personnel management strategy.

When employees know that if they achieve the goals of the organization, their needs / interests will be satisfied, then the interest of employees, their labor motivation will be high. In this case, it is decided central problem in personnel management - creation and increase of labor motivation.

In this way, main goal of HRM actually consists in conscious effective use of the potential that the personnel of the organization have to achieve the main objectives of the organization, as well as to simultaneous satisfaction of the needs of workers.

Let's look at a few definitions.

"Human Resources/Personnel Management - is the activity performed in enterprises that contributes most efficient use employees to achieve organizational and personal goals” (Ivantsevich, Lobanov, 1993).

"Human Resource Management - it is a specific approach to managing people in a company, aimed at achieving competitive advantages through the strategic placement of qualified and loyal personnel, using a holistic set of cultural, structural and personnel techniques” (Story, 1995).

The main tasks of personnel management(UE) are:

1) provide organization by well-trained and interested (motivated) employees; communicate the policy of the HRM department to employees.

Typically, top managers develop a "Company Human Resources Policy", which is determined by the values, strategy, organizational culture, stage of development, size of the organization.

(Company policy, according to Mordovin, may address the following issues: business management, wage and bonuses, travel allowance, holidays and vacations, performance appraisal process, medical coverage, education and training, flexible working hours, open door policy, compensation, referral checks, employee transfers and outbidding, professional confidentiality, recruitment and hiring, interns in companies, overtime and weekend work, work permits and registrations, job postings, accidents, what you need to know about the company).

2) use effectively qualification, practical experience, skill and efficiency of the personnel (Ivantsevich, Lobanov, 1993).

Mordovin (1999) highlights the following tasks:

Development and implementation of the personnel policy of the organization in accordance with internal company standards and modern concepts of personnel management;

Creation and maintenance of an information and analytical base for decision-making on personnel management issues;

Ensuring safe working conditions for company employees, material and moral incentives for their activities.

So, the overall goal of human resource management is to ensure that the organization can succeed with the help of its employees. Ulrich and Lake (1990) have this to say: "The HRM system can be a source of organizational capability that will enable firms to learn and capitalize on new opportunities."

Therefore, HRM is considered in terms of addressing the following tasks.

1) HRM strategies are designed to facilitate the implementation of programs for improving organizational efficiency through policy development in areas such as knowledge management, capability management and creating a “great place to work”. It is this “big idea” (Purcell et al. 2003) that is “a clear vision and set of integrated values”. More specifically, HR strategies should be seen in relation to the development of a policy of continuous improvement and building relationships with clients.

2) The human capital of an organization consists of the people who work in it and on whom the success of its affairs depends.

Human capital can be seen as the main asset of the organization; companies must invest in this asset to ensure their survival and growth.

3) HRM is designed to ensure that, when needed, an organization obtains and retains skilled, dedicated and motivated employees. This includes actions to assessment and satisfaction of the needs of future employees, as well as the expansion and development of people's abilities– their contribution, potential and applicability – through training and continuous empowerment.

This includes "implementing rigorous recruiting and selection procedures, performance-based incentives, and management of development and learning based on company needs" (1997).

4) It also implies ability management- what is the process acquiring and nurturing talents where they exist and are needed, through a variety of interrelationships between HRM policy and practice in the areas of resource selection, learning and development, quality management and successive planning.

The process of human capital management (HMC) is closely related to human resource management. However, the HCA puts a stronger emphasis on using metrics(HR measurements and employee performance) as a means of guiding HR strategy and practice.

5) Knowledge Management is “any process or practice of creating, acquiring, capturing, sharing and using knowledge from any source, aimed at improving learning and improving the quality of the organization” (Scarborough et al., 1999). HRM is designed to support the development of firm-specific knowledge and skills as a result of organizational learning processes.

6) HRM is focused on increased motivation and passion for work through the use of policies and processes that make people feel that they are valued and rewarded for the work they have done and the level of skills and competencies they have achieved.

7) In the field of labor relations, HRM sees its goal in creating climate conducive to maintaining productive and harmonious relationships through partnerships between managers, workers and trade unions.

8) HRM is focused on policy development and implementation designed to balance and adapt the needs of groups of influence, to provide managers with a diverse labor force taking into account individual and group differences in employment levels, personal needs and expectations, and to provide all workers with equal opportunities.

Research by Gratton et al. (1999) has shown that there is a kind of gulf between these rhetorical statements and life. Managers may go to work with the intention of doing some or all of these activities, but putting that intention into practice—"use theory"—is often difficult.

This is due to the peculiarities of the processes: different company priorities, tight deadlines, limited support from line managers, inadequate infrastructure of supporting processes, lack of resources, resistance to change and lack of trust.

common goal HRM is to bridge this gap by doing everything possible to confirm all expectations with effective actions. To do this, HR staff must remember that it is easy enough to come up with new and innovative practices and policies.

Much harder to get them to work. Therefore, employees need to understand that everything is decided by line managers of the lower level implementing the policy of the CR and act accordingly.

Based on HRM models, the previously listed HRM goals and definitions, Caldwell (2004) identified 12 political tasks:

1. Managing people as an asset that is fundamental to an organization's competitive advantage.

2. Aligning HRM policy with company policy and corporate strategy.

3. Develop close alignment between HR policies, procedures and systems.

4. Creation of a more flexible organization with fewer hierarchical levels, able to respond more quickly to changes.

5. Encourage teamwork and collaboration across internal organizational boundaries.

6. Development within the entire organization of the philosophy of a customer-oriented approach: "The customer comes first."

7. Giving workers the right to manage their own development and learning.

8. Development of reward strategies designed to reinforce a performance-oriented culture.

9. Strengthening the involvement of employees through improved internal communication.

10. Developing a greater commitment among employees to the organization.

11. Strengthening the responsibility of line managers for HR policy.

12. Development of the role of managers as assistants.

Diversity;

A strategy that emphasizes integration;

Orientation to the fulfillment of obligations;

Emphasis on the belief that people should be treated as a company asset (human capital);

Unitary rather than pluralistic, individualistic rather than collective approach to labor relations;

Implementation of HRM is the responsibility of line managers;

Emphasis on company values.

But these characteristics of HRM are by no means universal. There are many models; the practices of different organizations are very different from each other and often only in some aspects are comparable with the conceptual version of HRM.

D. Storey (1989) distinguished hard and soft HRM options.

Hard approach to HRM emphasizes that people are an important resource through which an organization achieves competitive advantage. Therefore, this resource should be acquired, developed and used in such a way that the organization can benefit. Emphasis on quantitative, calculable and business strategy related aspects of management labor resources just as rational as the methods applicable to other economic factors.

soft model HRM has its origins in the Human Relations School; it focuses on communication, motivation and leadership. As described in D. Story (1989), it includes “treating employees as a valuable asset, a source of competitive advantage if they are committed to the company, adaptive and have certain abilities (skills, etc.) or have achieved certain results (performance indicators, etc.).”

Therefore, this model sees workers as ends rather than means. The soft model of HRM emphasizes the need to earn commitment – ​​the “hearts and minds” of employees – by engaging them in activities or communication, and by developing a high level of commitment to the organization in other ways. In addition, organizational culture plays a key role.

In 1998, Karen Legge defined a rigid HRM model as a process emphasizing “the close integration of human resource policy with business strategy, which regards employees as a resource to be managed as rationally as any other resource used to maximize productivity. income."

In contrast to this view, soft HRM sees employees as “a valuable asset and a source of competitive advantage through their commitment, adaptability, and high levels of skill and performance.”

Perhaps the most outstanding feature of HRM is the importance of linking to strategic integration which stems from the vision and leadership of top managers and requires the full commitment of employees. D. Guest (1987, 1989, 1989, 1991) considers this to be a key policy objective of HRM, having to do with an organization's ability to integrate HRM issues into its strategic plans to link all aspects of HRM and encourage line managers to take these methods into account when making decisions.

Karen Legge (1989) argues that a common feature of typical HRM definitions is the need to integrate human resource strategy into strategic business planning.

The new model of HRM consists of strategies that encourage reciprocity - mutual goals, influence, respect, reward and responsibility. The theory states that a policy of reciprocity will generate commitment, which in turn will lead to increased economic efficiency and higher levels of human development.

The central idea of ​​HRM – full identification of employees with the goals and values ​​of the company– participation of the employee, but on the terms of the company. Power in the HRM system remains in the hands of the employer. Is it possible to really talk about full agreement, when at the end of the day the employer can unilaterally decide to close the enterprise or sell it to someone?

HRM and personnel management

The debate over whether there is any difference between HRM and personnel management has been going on for quite some time. They have ceased only recently, as the terms HRM and HR are now widely used both on their own and as synonyms for personnel management. But understanding the concept of HRM is facilitated by an analysis of the differences that exist, as well as how traditional methods human resource management have become a modern HRM practice.

Some researchers (reviewed earlier) have insisted on the revolutionary nature of HRM. Others denied the existence of any differences between the concepts of personnel management and HRM. D. Torrington (1989) believes that "personnel management has developed, absorbing a number of additional ideas to give a richer combination of experience ... HRM is not a revolution, but another dimension of its multifaceted role."

Many HR managers think of HRM as just abbreviated initials or old wine poured into new bottles. Indeed, it may be just another name for personnel management. But, as a rule, it is usually felt that HRM has at least one virtue - it emphasizes the attitude towards people as the main resource, the management of which is the concern of senior managers and part of the process. strategic planning enterprises. While this idea is nothing new, it has received little attention in many organizations.

Similarities and differences between HRM and personnel management are summarized in Table. 1.4. The differences between personnel management and human resource management can be seen more as a matter of emphasis and difference of approach than a difference in substance.

Table 1.4. Similarities and differences between HRM and personnel management

According to H.T. Graham and R. Bennett personnel Management is an important element broader concept - human resource management, although in practice both terms are often used interchangeably as synonyms. This emphasizes the fact that people used as workers are resources that are no less important than financial or material resources, and which should also be given attention and care.

Employees will not passively submit to and tolerate manipulation or dictatorship by management, they increasingly expect and demand a more skilled approach to hiring and managing them.

Behavioral research shows that a competent management response to this requirement will benefit the company. Technology of personnel management, for example, in the field of certification of an employee, his vocational training and assessing the complexity of its work, can only be successfully applied with the assistance and support of the staff themselves.

Graham and Bennett identify the following relationships and differences between personnel management and human resource management:

a) Personnel management (PM) is a practical, utilitarian and instrumental area, it focuses mainly on the administration and application of policy.

Human resource management (HRM), on the other hand, has a strategic dimension and considers the overall placement of human resources within a company. As such, HRM will address issues such as:

The aggregate size of the workforce of the organization in the context of the overall corporate plan (how many divisions and branches the company should have, the design of the organization, etc.);

The amount of funds that should be directed to the training of the workforce, taking into account strategic decisions on the level of quality, product price, production volume, etc.;

The essence of human resource management, p about the opinion of H.T. Graham and R. Bennett is :

Establishing relationships with trade unions in order to effectively managerial control over the organization as a whole;

Accounting for human capital, i.e. systematic evaluation and analysis of the costs and financial benefits of alternative HR policies (eg financial implications of staff development activities, implications of different pay structure options, etc.) and evaluation of the human value of the company's employees.

Strategic Approach to HRM includes the integration of all areas of human resource management, including company personnel, into the process of general corporate planning and procedures for developing the company's strategy.

HRM is characterized by activity, a constant desire to open up new directions for a more productive use of the workforce, thereby ensuring the company's competitiveness.

In practice, declaring the adoption of a strategic approach to HRM could include the following steps:

A brief summary of the company's main HRM policies in a mission statement;

Presentation of considerations regarding the consequences for the employees of the company of each of the directions of its strategy and leading new projects;

Design development organizational structure in such a way that it satisfies the needs of workers, and does not force them to adapt to the existing unshakable form of organization;

Inclusion of the head of HRM into the board of directors of the company.

Now more than ever, HR managers are required to contribute to productivity and quality improvement, stimulating creative thinking, leadership, and developing corporate skills.

b) HRM is concerned with the broader aspects of change management, not just the impact of change on company practices. HRM is committed to actively encouraging agility and the adoption of new practices.

c) The HRM aspects provide the main source material for the organizational development exercises.

d) Personnel management (PM) is reactive and diagnostic character. It responds to changes in labor laws, labor market conditions, trade union action, government-recommended codes of practice, and other influences from the business environment.

HRM, for its part, wears prescriptive character and concerns strategies, initiation of new activities and development of fresh ideas.

e) HRM determines the general direction of the company's policy in the field of relationships in the field of wage labor within the enterprise (company). Thus, there is a need to create a special culture within the organization that would favor cooperation and relationships between employees. Human resource management, on the other hand, has been criticized for being more concerned with the observance of company rules and procedures by employees than with the desire to develop their loyalty and devotion to the company.

f) Human resources management (PM) is characterized by a short-term perspective, and HRM has a long-term perspective, strives to integrate all aspects of the organization's human resources into a single whole and set high goals for employees.

g) HRM specific approach , highlights the need:

Direct communications with employees, and not only with their collective representatives;

Development of an organizational culture that would be conducive to the introduction of flexible working methods;

Group work and participation of employees in the development of group decisions;

Improving the long-term capabilities of employees, and not just achieving a level of competitiveness in the performance of their current duties.

A controversial point in comparing HRM and personnel management is the assumption that if the latter is a pluralistic approach, then at the heart of HRM is more of a unitary approach.

Makarova I.K. sees difference between PM and HRM as follows (Table 1.5).

Table 1.5. Differences between PM and HRM

Principles of the concept of HRM

people - a decisive factor in the efficiency and competitiveness of the organization, the main source of added value;

· focus on a strategic approach to human resource management;

· recognition of the economic feasibility of investing in the formation and development of human resources;

social partnership and democratization of management;

enrichment of labor and improvement of the quality of working life;

continuous training and development of human resources;

professionalization of human resource management.

Thus, in modern conditions economic management, the traditional concepts of management science and practice, revealing the role of a person in an organization, have become too narrow and limited.

Promotion of an employee to the center economic system requires a significant expansion of ideas about the aspects of human activity. Therefore, the introduction new category « human resources» allows you to reflect the real idea that professional knowledge, experience, creative, entrepreneurial abilities of employees provide economic efficiency and competitive advantages organizations in a market environment, in the process of their transformation are achieved as general organizational goals(profit increment), and personal goals (satisfying the social needs of employees).

So, the main components of the concept of human resource management are

-integration of personnel and organizational strategies,

- formation of employees' commitment to the mission and company values,

-investment in the development of human resources.

School " social systems"

This school of social management uses the conclusions of the "human relations" school, considering the person in the organization as a socially oriented and directed being, having various needs that affect the environment in the organization. At the same time, the environment influences the formation of needs. The most prominent representatives of the school of "social systems" are D. March, G. Simon, A. Etzioni.

The starting point for looking at the person in the organization is to recognize that the needs of the person and the organization are not the same. The needs of each person in the organization are considered by the school of "social systems" in the form of a hierarchy of needs: having satisfied the needs of one level, the individual moves on to the next. However, due to the fact that the nature of the organization puts certain obstacles in the way of a person, a conflict between him and the organization is inevitable. The school of "social systems" sees the main task in reducing the strength of conflicts.

The considered school of management focuses on the study of the most general forms organizations by analyzing parts of the system, their interactions, processes that link parts of the system with the goals of the organization. The main parts of the system, according to representatives of this school, are the individual, formal and informal factors, groups, group relations, types of statuses and roles in groups. Parts of the system are connected by certain organizational forms which include formal and informal structures, communication channels, decision-making processes. The enterprise is considered as a complex socio-technical system.

"New school

This direction in control theory is characterized by the desire to introduce the methods and apparatus of the exact sciences into the science of control. The most prominent representatives of the "new" school are R. Ackoff, L. Bertalanffy, S. Beer, R. Kalman, L. Klein, R. Luce, D. Forrester. The formation of the "new" school is associated with the emergence of cybernetics and operations research. Operations research has taken shape as an independent branch of science, developing in two main directions.

The first direction is connected with the construction of mathematical models of phenomena that are most often encountered in production management and related to inventory management, resource allocation, queuing tasks, replacing obsolete equipment, choosing behavior strategies under uncertainty, streamlining work in time, etc. The second focuses on the study of systems, which led to the creation of systems engineering.

Later, in the "new" school, an independent scientific discipline was formed - the theory management decisions. Research in this area is aimed at developing:

• o methods of mathematical modeling of decision-making processes in teams;
• o algorithms for developing optimal solutions using the theory of statistical decisions, game theory, etc.;
• o quantitative applied and abstract mathematical models of economic phenomena, including models of reproduction on the scale of society and individual firms; cost and output balance models; forecasting models of scientific, technical and economic development and etc.

Human Resource Management

The term "human resource management" arose in the 60s of the XX century, when in one of the articles by the American sociologist R. Miles the "Human Relations" model was opposed to the "Human Resources" model. In the "Human Relations" model, the focus is on creating optimal working conditions for the employee. In the Human Resources model, employees are viewed as a source of untapped reserves and as a critical opportunity for better planning and decision-making in overall structure enterprises. The satisfaction of employees is no longer the most important goal, but becomes the result of the personal interest of the employee.

Various researchers in this area have drawn attention to the role of good personnel within the organization. Being a "great enterprise," according to these researchers, ultimately means having and being able to retain great employees. Based on the research, it was concluded that the labor factor is not only an expense item; the human factor and its use in the enterprise becomes a strategic factor and a vital condition for the enterprise to survive in difficult and unstable market conditions.

The most commonly used interpretation of the term "human resource management" is the mobilization of employees through active work managers. In fact, many interpretations can be given, and although they differ on some points, there are several common features:

• o attitude to the human factor as a source of income;
• o creating space for the activities of each employee so that he can make a personal contribution to the common cause;
• o integration of personnel policy into the general policy of the enterprise and society. The purpose of this type of management is to recruit, retain,

improve and professionally train competent and interested employees, which effectively and efficiently help to achieve the objectives of the organization .

In the philosophy of human resource management, employees are the assets of the enterprise, human capital, which implies less control over employees, but greater motivation and stimulation to work.

One of the significant differences between the model "Human Resource Management" and the model "Management of Human Relations" is that in the first case, an active position is required from the employee. This imposes special requirements on the structure of the organization and the policy of the enterprise in the field of labor organization and the creation of certain working conditions. Both should leave room for personal initiative. This means that some employees are paid more for their work and are promoted faster than others.

As part of human resource management personnel policy from a "reactive" management policy turns into an active strategic policy, which is integrated by the highest echelon of managers into the general policy of the entire social organization.

The main scientific schools of management are given in Table. 6.1.

Table 6.1. MAIN SCIENTIFIC SCHOOLS OF MANAGEMENT

Summary

A brief summary of the main directions in the development of the theory of social management indicates a constant search for new forms and methods of management rationalization. At the same time, the theory and practice of management, as any social phenomenon, have certain patterns. Some of them are manifested in a change in the leading positions of professional groups in the formulation and development of the main problems of management theory at a certain historical stage in the development of management.

World management in its development has gone through a number of interrelated stages. At first, the highest management positions and the leading position in the development of management problems were occupied by engineers who sought to rationalize and mechanize production as much as possible; they were replaced by economists and financiers who saw main task in obtaining the maximum possible profit through effective capital management. Then a period came when the top management began to "recruit" lawyers, believing that the main thing in business and management is compliance with formal regulations, various instructions, regulations and legality in general. Currently senior managers and developers global problems management are coming from the structures of personnel management, i.e. personnel scientists, who put the Human at the center of the modern concept of management. According to leading Western sociologists, it is personnel scientists who will occupy a leading position in the management modern world. In other words, each director is a human resources director, each manager is a personnel manager.

Country support:
Operating system: Windows
Family: Universal Accounting System
Purpose: Business automation

School Resource Management

The main features of the program:

You will form a single database of customers with all the necessary contact information

You can store a photo of each client in the program

Club cards can be used to identify customers

From each payment, a certain percentage can be credited to the client's card in the form of bonuses, which can also be paid in the future

You will make efficient use of your premises by scheduling classes at in electronic format

• If you simultaneously sell something to customers or give out, you will also be able to keep accurate records of this.

  Modern system to work with clients will help employees complete all important tasks on time

  If you employ sales managers, their work and performance will also be covered by our program

• You will be able to watch your client base grow fast and attract new visitors with the help of modern program features

  You will find out on which days of the week or day of the month you have the most customers, this will allow you to easily manage the workload of each branch

  The system will show which of the clients brought you the most profit, and you can easily encourage such visitors with a personal price list or bonuses

  Each of your marketing solution will be taken into account and analyzed by the number of new customers and payments

  The report will show which of the customers have not fully paid for their purchases or with which of the suppliers you have not yet fully paid

  Managers can easily find out which of your clients have not appeared for a long time and immediately contact them

  Statistics of the reasons for leaving will help you avoid the outflow of your customer base

  Your teachers and managers can be easily compared according to various criteria: the number of clients, classes taken, profits and performance

  You will find out which teachers are more likely to re-register clients, and who can lose your visitors

  Piecework teachers' salaries are easily calculated automatically, taking into account personal rates

  For each employee or branch, you can find out the growth dynamics of visits and subscription sales for any period

• You can find out all the statistics on clients, subscriptions and teachers for any convenient period of time and evaluate the dynamics using visual reports

  You will receive full statistics on the goods sold or issued for classes

  The program will show any movement of goods and balances for each warehouse and branch for the specified period

  You will find out which products are in high demand

  The system will help analyze the profit from the sale of each product

  Data on all returns for any period will always be at your fingertips

  Thanks to the statistics of requests for out-of-stock items, you can make an informed decision about expanding your range

  The program will tell you what goods you need to purchase and allow you to automatically generate an order

  With the help of the analysis of non-selling goods, you can optimize warehouse resources

  The supply forecast will help you always have the right amount of the most popular items

  The purchasing power report will show the financial capacity of your customers depending on each branch

  All financial movements will be under your control full control. You can easily track what you spend the most money on for any period

  Analysis of payments according to the values ​​​​you need will help you decide whether to increase or decrease prices for subscriptions and goods

  Visualization of profit dynamics will help you easily analyze the company's profitability

  Integration with the latest technologies will allow you to shock customers and deservedly gain a reputation as the most modern company

  Grade
  quality

  Payment
  terminals

  Reserve
  copying

  Application
  for staff

  Application
  for clients

  You can quickly enter the initial data necessary for the program to work. For this, convenient manual entry or data import is used.

  The interface of the program is so easy that even a child can quickly figure it out.

Language of the basic version of the program: RUSSIAN

You can also order the international version of the program, in which you can enter information in ANY LANGUAGE of the world. Even the interface can be easily translated by yourself, since all the names will be placed in a separate text file.

School resource management is integral part education quality management and works with all categories of resources involved in organizing an effective educational process. Human resources are one of the most significant species resources in the school and, by and large, are its intangible asset. Therefore, school human resource management is also often considered as one of the types of school management, as a separate function, which includes the preservation and enhancement of human resource capabilities, and as an element of effective school management, which encourages school staff to develop prospectively to improve educational outcomes.

The program "Effective management of school resources" is one of the information resources of resource management in the school (we apologize for the tautology!) and ensures not only the correctness and completeness of their management, but also the rapid achievement of the planned results.

Effective management of school resources refers to the quantitative and qualitative changes that occur in the course of the learning process, and implies the quality of management, thanks to which all the resources available in the school were focused on achieving educational results that were actually achieved within the allotted time period.

The program "Effective management of school resources" was developed by the company "Universal Accounting System" (USU), whose competence includes the creation of a profile software and monitors the activities of all resources, including human resources, and processes, including training.

Effective management of school resources is automated system accounting, key function which is the management of internal processes in the school and control over the fulfillment of all duties and obligations. In addition, Effective School Resource Management maintains accounting, controls the movement of inventory, including the work library fund– regulates the timing of the issuance and return of educational and visual aids, as well as manages the work of the warehouse and provides invaluable assistance during the audit and inventory activities.

Effective management of school resources ensures financial management - it also controls their movement, distributes receipts to accounts and differentiates them according to the method of payment, which can be carried out by depositing cash at the cash desk, through a bank or through a Qiwi terminal.

Efficient school resource management provides for an automated cashier's place to receive payments and analyzes the expenditure side, paying special attention to large items of expenditure - as far as they were justified.

Effective school resource management manages the teaching staff in the format of monitoring their daily activities - filling in the relevant electronic documents, magazines, sheets on subjects, classes, specific students.

Effective management of school resources simplifies and speeds up the process of maintaining such reporting by providing convenient electronic documents to each teacher, while the director has full rights to view, comment, etc.

Effective school resource management organizes student management by monitoring their progress and attendance and reflecting the results in electronic journals filled out by teachers.

Effective management of school resources generates information and analytical reports that allow you to quickly assess current situation at school - in any kind of activity, but, most importantly, reflect the state of the educational process at any point and the degree of compliance of educational results with planned or specified learning standards.

Such a function effective management The use of school resources allows you to make prompt changes to the learning process to correct it in order to get what you need, and allows the school management to make appropriate decisions when managing resources.

The program can be used by:

Educational and
educational
center

Any
training courses

Kindergarten,
preschool system
education and preschool

Child Center
entertainment and
early development