Organization life cycle and human resource management. The life cycle of an organization and human resource management: main stages

Reshetnev readings. 2013

2. It is necessary to check the personnel policy for its compliance with the traditions that have developed at the enterprise in working with personnel, familiar to the team and accepted by them. You should also take into account the psychological climate in the enterprise, the potential of employees, changes in the external environment. Therefore, it is advisable to conduct sociological research in order to study the reaction on the part of the team to the chosen personnel policy, and on the materials territorial service employment - analysis of the situation on the labor market in relation to the conjuncture of demand for workers different professions, skill level, training profile.

3. In addition to taking into account the specifics of the organization, the integrity of the chosen policy is important. When selecting personnel, the most active and initiative employees can be hired, and when evaluating work efficiency, preference is given to the most punctual and executive. The formation, implementation and evaluation of the effectiveness of personnel policy should be carried out on the same grounds.

The most difficult aspect of assessing the effectiveness of personnel policy is the identification of evaluation criteria. Regardless of the type of strategy of the organization, criteria such as the number of employees, the level of staff turnover, the education of personnel, the degree to which the interests of the employee are taken into account, the salary of the employee, social guarantees and etc.

Specialized criteria for evaluating the effectiveness of personnel policy should, in our opinion, be determined by the critical success factors of the company as a whole, key personnel business processes, and be within the framework of balanced strategic indicators.

1. Kibanov A. Ya. Personnel management of the organization. 2nd ed., add. and reworked. M. : Infra-M, 2002. S. 155-158.

2. Maslov E. V. Enterprise personnel management: textbook. allowance / ed. P. V. Shemetova. Moscow: Infra-M; Novosibirsk: NGAEiU, 2006, p. 282.

3. Stages of implementation of personnel policy and evaluation of its effectiveness [Electronic resource]. URL: http://www.smartcat.ru

1. Kibanov A. Ja. Upravlenie personalom organizacii". 2nd ed., dop. i pererab. M.: INFRA-M, 2002. 540 s.

2. Maslov E. V. Upravlenie personalom predprijatija: Ucheb. posobie / Pod red. P. V. Shemetova. M. : INFRA-M. ; Novosibirsk: NGAJeiU, 2006. s. 282

3. Jetapy realizacii kadrovoj politiki i ocenka ee jeffektivnosti / http://www.smartcat.ru.

STRATEGIC PRIORITIES OF HUMAN RESOURCE MANAGEMENT AT THE STABILIZATION STAGE IN THE LIFE CYCLE OF THE ORGANIZATION

A. I. Guk, Yu. V. Medvedskaya

Siberian State Aerospace University named after Academician M. F. Reshetnev Russia, 660014, Krasnoyarsk, prosp. them. gas. "Krasnoyarsk worker", 31

The role of the personnel policy of the organization as a tool for keeping the organization at the stage of stabilization of the life cycle is considered on the example of the model of the life cycle of the organization by I. Adizes.

Key words: organization life cycle, personnel policy.

THE STRATEGIC PRIORITIES OF HUMAN RESOURCE MANAGEMENT AT THE STABILIZATION STAGE OF ORGANIZATION LIFECICLE

A. I. Guk, Y. V. Medvedskaya

Siberian State Aerospace University named after academician M. F. Reshetnev 31, "Krasnoyarsky Rabochy" Av., Krasnoyarsk, 660014, Russia

The role of the personnel policy of the organization as a tool for keeping the organization at the stabilization phase of the life cycle based on the model of I. Adizes's lifecycle of the organization is shown.

Keywords: lifecycle of the organization, HR policy.

The successful existence of an organization in modern conditions, first of all, depends on its ability to make the most efficient use of

available resources. Since human resources play an important role in modern organizations, the latter tend to develop special

Innovative technologies management and international cooperation in aerospace production

past HR strategies. The content of these strategies directly depends on what stage of the life cycle the organization is at. The personnel policy acquires the greatest importance when the organization is at the stage of stabilization. If we consider the model of the life cycle of an organization by I. Adizes, we will see that the stabilization stage is the end of growth and the beginning of the aging of an organization. In order for the organization to remain at the stabilization stage as long as possible, it is necessary to correctly build a personnel policy.

A stable stage in the life cycle of an organization is characterized by the loss of the spirit of creativity, lack of initiative prevails, and various kinds of changes are not welcome. If creativity is left dormant for long periods of time, then the organization's ability to meet customer needs will steadily decline. The way out of this situation is a personnel policy that encourages initiative and new ideas, it is she who will keep the organization at the stabilization stage.

Despite the fact that the stabilization phase is the calmest period for the organization, certain problems and undesirable situations take place, and they are closely related to personnel management. Failure to address these issues slowly but surely leads the organization to death.

To keep the organization in a stable state, it is necessary to constantly search for new market segments, diversify production, and include new business in the scope of its activities. As a result of these actions, the organization grows in size, it becomes necessary to consolidate and effective use own organizational culture. All this is directly related to the personnel service of the organization, which once again confirms the great importance of the personnel policy of the organization at the stage of stability.

At a sustainable stage of the organization's life cycle, for the most efficient use of human resources, it is necessary to think over a system of career planning, training, advanced training and promotion of personnel, formation personnel reserve. It makes sense to carry out all this precisely at the stage of stabilization, due to the fact that at the stages of development and rapid growth, these personnel policy instruments will be perceived as unreasonable and too far away, since at these stages the organization is too small, operates in a certain volatility, changes occur in her leadership, leadership style, there are also shifts in goals and various conflicts.

Thus, we were convinced that for the sustainable implementation of our activities at the stage of stabilization of the organization, a competent and most effective personnel policy is necessary.

1. Adizes I. Corporation life cycle management. SPb., 2008. C. 68-74.

2. Vishnyakova M. V. Manager, personnel and labor efficiency // Energy. 2009.

3. Egorshin A. P. Personnel management. N. Novgorod: NIMB, 2009.

1. Adizes I. Upravleniye zhiznennym tsiklom korporatsii (Management of corporation's lifecycle). St.-Petersburg, 2008, pp. 68-74.

2. Vishnyakova M. V. Rukovoditel", personal i effektivnost" truda (Manager, stuff and efficiency of work). Energy. 2009.

3. Egorshin A. P. Upravleniye personalom (Human Resource Management). Nizhny Novgorod: NIMB. 2009.

FACTORS OF THE DEVELOPMENT OF THE HUMAN RESOURCE MANAGEMENT SYSTEM OF THE ORGANIZATION

O. E. Lozitskaya

Siberian State Aerospace University named after Academician M. F. Reshetnev Russia, 660014, Krasnoyarsk, prosp. them. gas. "Krasnoyarsk worker", 31 E-mail: [email protected]

The factors of development of the management system are systematized by human resourses. Human resource management, taking into account these factors, will allow the organization to purposefully carry out the process of qualitative long-term changes in the human resource management system when implementing the chosen business strategy.

Key words: human resource management, business strategies.

The process of forming a personnel strategy consists of several stages (phases). It is carried out most often not in a “pure” form, but is marked by many deviations, especially if it is carried out according to a resource-oriented model.

Rice. 3.5. Stages of formation of personnel strategy

On the first stage carried out situational analysis , which has two main goals: 1) determining what kind of human resources the company has ( enterprise analysis); 2) identification of its chances and risks in relation to personnel in comparison with competitors ( environmental analysis). The central question that needs to be answered as a result of the situational analysis is: “What is the position of the enterprise at the present time with the available human resources?

Enterprise Analysis, the result of which should be the realization of the first goal of the initial stage of developing a personnel strategy, is essentially an analysis of the personnel employed in it. It is aimed at studying the "human resources of an enterprise from the point of view of their presence in the organization and suitability for the implementation of strategic decisions." The tool for such a study can be the development of a "portfolio of human resources": the employees of the enterprise are divided into four categories, for each of which a corresponding square is allocated in matrix (Fig. 3.6).

Rice. 3.6. "Human Resource Portfolio"

To "Stars" are the most valuable asset human capital enterprises - firstly, because the level of productivity of their work is already high at the present time, and secondly, because they also demonstrate potential in their further development. Abilities and Opportunities "Rooters" in achieving significant (maximum) results, they are limited by certain limits, which must be taken into account when setting a goal and formulating tasks and, accordingly, in organizational expectations from an employee. "Problem Workers" can be both managers and ordinary employees. Their difference from other categories of personnel is the absolute recorded insufficiency of labor results and, at the same time, limited personal development potential. When implementing strategy in an organization, such employees are a danger. Question marks are a group of employees who are united, on the one hand, by high potential performance in their work, and, on the other hand, by their achievements, which are qualified as “below the available opportunities”. Dealing with such personnel should include an in-depth situational analysis of the task at hand and thoughtful motivation to enable them to demonstrate their ability to achieve organizational goals.

The distribution of employees by category and the analysis of quantitative indicators of the received shares show the possibilities for developing and improving the performance of personnel. The division of employees into performance categories should be carried out and analyzed in each of the formed groups.

Example

portfolio method

portfolio method for the assessment of managerial personnel introduced by the American company General Electric Company (GE). The main goal was to find out how managers, realizing their managerial behavior, are ready to implement a resource-oriented personnel strategy. The components of the assessment were such organizational values as the inclusion (inclusion) of employees; direct, personal communications, similar to contacts in small businesses; the so-called management without borders, i.e. communication and cooperation, regardless of the levels of the hierarchy or the boundaries of the areas of activity. This goal was determined because of the current situation in the company, which was characterized by the fact that "... some leaders were unwilling or unable to move away from the habit of autocratic leadership and the role of "big whales" and embrace the values that they were trying to develop in the company" .

As a result of the work carried out, four types of managers were identified, to which other executives were subordinate, depending on whether they contribute to or hinder the implementation of organizational values. To first type leaders who involve their employees in decision making and share the values of the company were classified. This variant of behavior is progressive: the management team using it represents the essence of organizational top management for the long term. Second type managers does not accept proposals from subordinates and does not share the values of the company, so he does not stay in the company. Leaders third type, on the one hand, they generally share the values of the company, although not always, and on the other hand, they sometimes do not accept the proposals of employees. This category of leaders "has a chance to improve." Managers related to fourth type, are characterized by good short-term results in work and there is nothing to criticize them for. However, achievements are made at the expense of their authoritarian behavior, which is contrary to the values of the company and may reduce the readiness of employees for long-term productive work. “The last test to reinforce words in the company with deeds was the decision to eliminate managers of the fourth type. This turning point was necessary: the only option for the employees of the General Electric Company to answer for words, and in addition to maintaining traditional authoritarian relationships and functional casting, learn to actively cooperate with each other.

object environmental analysis are, first of all, competitors - in this case, those human resources with which they are provided at present and in the future. It becomes the responsibility of personnel marketers to compare the attractiveness of jobs for employees already employed in the organization (internal labor market) and candidates who intend to take the appropriate position in any enterprise (external labor market). The traditional tool for doing this work is the formation of a profile of the attractiveness of the workplace. With its help, it is determined which factors of attractiveness when choosing an employer are important for applicants and what chances and risks are identified regarding the provision of the organization with human resources in the future. Conducting subsequent internal (comparison of the claims of candidates with the capabilities of the enterprise) and congruent (comparison of the possibilities to meet the needs of candidates with the proposals of competitors) analysis makes it possible to develop an action plan and ensure effective positioning of the enterprise in the labor market.

The analyzes of the enterprise and the environment provide, in aggregate, information on weak and strengths (production areas, the enterprise as a whole), the chances and risks in the field of personnel expected in the future (Fig. 3.7). Since the situational analysis is the starting point for making further management decisions, then, according to experts, it should be carried out as carefully as possible and with all the necessary expenses.

Rice. 3.7. Profile of chances and risks in the field of personnel

On the second stage carried out setting goals . First of all, the requirements imposed by the personnel strategy on the development of human resources in their qualitative and quantitative terms are examined. According to experts, in carrying out this study, policymakers should determine what human resources are needed now and in the designated future in order to provide the desired adaptability in relation to the business strategy of the enterprise; the implementation of which business strategy allows the available staff resources.

In accordance with the overall strategy of the enterprise, it is important to determine the goals in the field of work with personnel:

- provide the necessary human resources for the implementation of the enterprise strategy;

- to ensure their further development in order to make it possible to implement other (relative to the present) strategies of the enterprise, etc.

When setting the goals of the staff strategy, the possibility of achieving them, based on the results of a situational analysis, should be taken into account. The goals are achievable if the required human resources can really be provided to the enterprise in the planned period of time and in the required quantity.

Third stage development of personnel strategy - need for development . main goal this stage- analysis of deviations, during which the difference between the required potential of human resources and its actual state is revealed. Based on the deviation indicator, the need for personnel development is calculated and the so-called “field of activity” of the personnel strategy is determined, due to the business strategy in the organization.

Depending on the combination of internal and external factors, target groups, organizational units of the enterprise, different elements of the personnel strategy will be decisive. 3.8.

Fig 3.8. Central target positions in personnel strategy

With short-term "niche strategies" the acquisition of know-how is carried out through external recruitment of personnel, short-term planning and little in-house activity in terms of personnel development, which is central to the personnel strategy. Personal development of personnel in the face of high quality short-term requirements makes little sense.

When building an enterprise stable product and market relations On the contrary, the dominant orientations of the personnel strategy are the following:

– intensive development of personnel in order to provide the required competencies for long-term satisfaction of customer needs;

- long-term personnel planning to ensure that in the long term the required human resources will be at the disposal of the enterprise;

– Intensive internal assistance to the personnel, so that the once created human resources potential can be optimally used in the long term.

On the fourth stage development of a personnel strategy, planning of events is carried out. Here, all the target positions identified at the previous stages are specified, priorities are set. Areas of activity ("field of activity") are ranked in order to streamline tasks by the time they are completed. To carry out this work, an accurate schedule is required, containing the time horizons for carrying out the planned activities (such a plan should allow answering the question: “what needs to be done and at what time?”).

As part of the planning of events, the prerequisites for their implementation are formed and specific performers are identified. In addition, the development of the plan should be accompanied by appropriate justification from the financial and human resources.

Event planning can be supplemented strategic workforce matrix(Table 3.10), which gives an overview of the directions of the personnel strategy regarding the tasks and stages of long-term development.

Table 3.10

Similar information.

MINISTRY OF EDUCATION AND SCIENCE, YOUTH AND SPORT

OF THE AUTONOMOUS REPUBLIC OF CRIMEA

REPUBLICAN HIGHER EDUCATIONAL INSTITUTION

CRIMEAN ENGINEERING AND PEDAGOGICAL UNIVERSITY

FACULTY OF ECONOMICS

Department of Economics and Management

in the subject: "Human Resource Management"

on the topic: " Life cycle organizations and HRM"

completed by a 2nd year student

full-time education

specialty 6.030601

"Management"

Groups M-13

Kucheryavaya A. A.

Simferopol

Introduction

Stages of development of the organization

Goals of human resource management at the stages of the life cycle of the organization

Introduction

An organization is a group of people working together to achieve common goals. To successfully achieve these goals, the activities of people in the group must be coordinated. Therefore, an organization can be viewed as a group of people whose activities are consciously coordinated to achieve common purpose or goals.

Human resource management is an approach to enterprise personnel management in which employees are considered as the most valuable resource in the competitive struggle, which must be motivated and developed in order to achieve the strategic goals of the organization.

The main goal of human resource management is to provide the organization with such employees that will enable the organization to effectively achieve its goals. In modern conditions, when the personnel of the enterprise is a critical resource, one of the main tasks of the heads of human resource management services is to participate in the formation of the enterprise strategy, based on the state of human resources.

In the process of its development, the organization usually goes through four main stages: formation; growth; maturity; reduction and reorganization of production or termination of activities.

Factors affecting the change of life cycles in the organization

Consider the factors affecting the average lifespan economic organization(firms). The first, already noted by us, is the size of the firm. Further - application industry, product type, degree of combination, diversification, horizontal and vertical integration, technical level, general state of the national and world market conditions, management success (structure, strategy<#"justify">Stages of development of the organization

management human resource personnel

At the stage of formation of the organization staff training<#"372" src="doc_zip1.jpg" />

Features of personnel development depending on the stages of the life cycle

A new philosophy for the formation of personnel policy<#"justify">- Innovation.

Influence of the size of the organization on the features of human resource management

The size of the organization has a significant impact on the specifics of work with personnel in enterprises and organizations.

Thus, it is generally accepted that large organizations are more stable. They are more likely to survive in times of crisis. For those who work in large organizations, there are great opportunities to participate in various projects, move within the organization both horizontally (from one position to another) and vertically, up career ladder. In addition, large organizations, as a rule, have a powerful personnel management service. Its employees have the opportunity to specialize in various fields personnel management such as recruiting<#"justify">Environment and features of human resource management

Exist various indicators that characterize the environment in which an organization operates economic activity. In this case, we will focus on the three most important characteristics of the environment that affect human resource management and personnel work.

Provision of resources: financial, material and labor. Their excess, as a rule, is accompanied by their irrational use, a decrease in work efficiency. However, lack of resources can lead to conflicts. So, excessive savings on personnel, lack of work force relative to the planned scope of work lead to poor-quality performance and an increase in marriage. In addition, work in conditions of constant overstrain is accompanied by stress, with all the ensuing negative economic and social consequences for the employee and the organization as a whole.

2. The dynamism of the environment, the degree of its mobility in response to changing conditions. Where there are frequent changes, such as in the area high technology, strategy<#"justify">The goals of human resource management at the stages of the life cycle of the organization.

Each of the stages of development of the organization is allocated specific goals for the development of employees corresponding to these stages.

Table 3 Organization life cycle and HRM goals

Stage of development of the organizationTasks facing the organizationManagement of human resourcesFormation of the organizationStabilize transactions, form cash flow, determine the market profile of the company At this stage, most often human resource management is not allocated to a special function. Hiring, onboarding, identifying functional duties etc. carried out by the leaders themselves. For the personnel management function, as well as for the entire enterprise management system, the main task is to stabilize the activities of the enterprise managerial function. The main task is to ensure the growth of the company by attracting and training staff. Of particular importance are the tasks of training line managers in the main tools of regular management, improving the organizational structure and developing the main professional competencies of employeesStabilization Maintain stable growth, improve business process efficiency, reduce costs, improve the company's response to changes in the marketHuman resource management activities are carried out in all major areas. The main task is to increase the efficiency of the main processes of the enterprise, create a system of long-term and targeted development of the employees of the enterprise - the personnel reserve of the enterprise, targeted development of employees. The motivation system is being improved, measures are being taken to increase labor productivity. Of great importance are actions aimed at mobilizing employees to achieve the strategic goals of the organizationCrisisEntering new markets, creating new products or the death of the organization At this stage, the search and selection of creative and active top managers of the enterprise, training of top management, actions aimed at improving quality are of great importance. innovation activities employees of the enterprise - new, experimental forms of organization of interaction between employees and departments (quality circles, interdisciplinary teams, etc.), reduction of inefficient staff, etc.

In modern conditions, when the personnel of the enterprise is a critical resource, one of the main tasks of the heads of human resource management services is to participate in the formation of the enterprise strategy, based on the state of human resources.

In fact, it can be difficult to distinguish one stage of organizational development from another. Sometimes several stages can take place simultaneously. A transition from a higher stage to a lower one is possible, for example, after the stage of reducing production, a period of rapid growth of the organization may again begin.

Features of the organization's activities at various stages of its formation and development have a direct impact on the strategy<#"justify">List of used literature

1. Kushelevich E.I., Filonovich S.R. The theory of life cycles of the organization by I. Adizes and Russian reality / / Sotsis. - 2006, No. 10.

Akulov V. B., Rudakov M. N. Theory of organization: Tutorial. - M., 2005

M; Lobanov A.A. Human resources management. - M.: Delo, 1993.

Dyrin S.P. Organization Theory: Textbook. - Naberezhnye Chelny, Publishing House of the Institute of Management, 2006.

5. Organization life cycle and human resource management http://studme.org/

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

Hosted at http://www.allbest.ru

Introduction

Human resource management is an approach to managing the personnel of an enterprise, in which employees are considered as the most valuable resource in the competition, which must be motivated and developed in order to achieve the strategic goals of the organization.

In the course of its development, an organization usually goes through four main stages:

1. Becoming;

3. Maturity;

4. Reduction and reorganization of production or termination of activities.

1. Factors affecting the change of life cycles in the organization

Consider the factors that affect the average life of an economic organization (firm). The first, already noted by us, is the size of the firm. Next - the application industry, product type, degree of combination, diversification, horizontal and vertical integration, technical level, general state of the national and world market conditions, management success (structure, strategy, image, corporate ideology, corporate culture, cost level, etc.) and many others.

It must be said that in the life cycle of a company a very important place belongs to the fourth (last) phase. The emerging “fork” either gives the company the opportunity to develop in the future, or leads to the death of the economic organization.

Development opportunities in organizational plan a wide variety are provided. These are mergers and acquisitions of companies, the creation of financial-monopoly and financial-industrial groups. As a result, a new intra-company structure appears, different from the previous one. It can be either a higher hierarchy (the number of "floors" of management and, accordingly, the cost of coordination increases), or a flatter one (creation of financial and industrial groups, transition to network structures, etc.).

It should not be thought that the stage of withering away of the organization is irreversible. Above, the authors very carefully formulated the trajectory of the movement of firms that find themselves in this position. This is primarily due to the fact that in this phase there is an organizational technique (organizational technology) that saves the company from bankruptcy and death. Probably, this is also a transition to a different quality, but not accompanied by an increase in the size of the company and its business (this thesis is very important when we consider the life cycle of a company in its fourth phase, which is associated either with the positive development of the company or with the negative one).

We are talking about the restructuring of companies that are in a crisis. As a result of strong and directed actions, firms can survive the crisis and remain as real economic entities, but this is achieved at a high price (reducing the size of the companies' business, painful structural restructuring, staff cuts, austerity in management costs, and partial loss of independence and sovereignty and etc.). If the restructuring fails, then nothing can save the firm. It ceases to exist, at least as an independent market participant.

2. Stages of development of the organization

At the stage of formation of the organization, the training of personnel in most cases is not as decisive as at the subsequent stages of the development of the organization, especially if time and funds are limited. The main emphasis here is placed by administrators on attracting already formed and trained specialists, as well as on forming a team of talented managers and production organizers. This often requires the establishment of salaries at a level not lower, and sometimes significantly higher, than is currently the case in the labor market.

At the stage of growth of the organization, new personnel problems appear, in particular the task of maintaining equality in pay for domestic market labor, maintaining optimal pay ratios between managers and subordinates, between those who already work in the organization and new employees. The decisions made during this period have a fundamental impact on the fate of the organization, its further development. At this stage of development, organizations, as a rule, make serious financial investments in the development of production, including human resources, their training and development, in order to provide significant advantages over competitors. In this regard, there is a problem of assessing the effectiveness and payback period of these investments.

At the stage of maturity, many approaches to solving personnel problems and organizational culture already formed. This provides the organization with a stable efficient work. At the same time, it is at this stage that there is a serious danger of stagnation in the development of the organization, weakening labor motivation. If an organization does not adhere to the concept of constant renewal and development, it may face serious economic and social problems in the future.

The stage of reduction and reorganization of production (crisis), as a rule, is accompanied by a serious aggravation of labor problems, the solution of which requires special efforts and targeted actions on the part of personnel officers.

The specifics of the personnel decisions made in certain periods of the organization's existence are shown in Table. one.

Table 1. Organization life cycle and human resource management

3. Features of personnel development depending on the stages of the life cycle

The new philosophy of forming personnel policy in Russia should proceed from the fact that personnel policy must be integrated into the enterprise development strategy, taking into account the economic laws of this development.

Features of the organization's personnel, depending on the stage of the life cycle and the personnel development strategy, are shown in Table 2.

It should be noted that, depending on the stage of the life cycle and the type of personnel strategy of the organization, one or another direction becomes the leading or most important activity of personnel officers. It is expedient to talk about the content of personnel activities that are typical for open and closed types of personnel strategies. In this case, it is necessary to take into account three levels of planning: long-term (strategic), medium-term (tactical) and short-term (operational).

Table 2. Characteristics of the characteristics of personnel depending on the stages of the life cycle and the development strategy of the organization.

Organization life cycle stage	Strategy type	Brief description of the strategy	Characteristic features personnel
Organization formation	Entrepreneurial	Insufficient resources to meet growing demand Projects with a high degree of financial risk are accepted. Rapid implementation of immediate measures - short-term plans	Employees must be proactive, communicative, innovators, ready to take risks, not afraid of responsibility.
Organization Growth	Dynamic growth or limited growth strategy	Creation of the foundation for the stable development of the organization. Reducing the degree of risk. Determination of the mission of the company and the development policy of the company.	Organizational-fixedness of personnel Flexibility in changing conditions.
Period of stable development	Profit strategy	Maintaining the current level of profitability. Cost minimization. Low risk. well developed management system.	Termination of hiring. Maximum performance personnel.
	Liquidation strategy	Sale of assets. Elimination of possible losses. Falling profits.	Reduction of employees. Narrowly oriented workers. The staff is willing to work for a short time.
	Entrepreneurial strategy	Reducing costs in order to survive in the near future. Measures related to the stabilization of the enterprise. Flexibility to changing conditions.	Staff dedication. Willingness of staff to endure temporary discomfort in conditions and wages. Innovation.

4. Influence of the size of the organization on the features of human resource management

The size of the organization has a significant impact on the specifics of work with personnel in enterprises and organizations.

Thus, it is generally accepted that large organizations are more stable. They are more likely to survive in times of crisis. For those who work in large organizations, there are great opportunities to participate in various projects, move within the organization both horizontally (from one position to another) and vertically, up the career ladder. In addition, large organizations, as a rule, have a powerful personnel management service. Its employees have the opportunity to specialize in various areas of personnel management, such as recruiting, training company employees, planning their career growth, organizing a compensation system. The ability to focus on specific areas of work allows you to increase its efficiency.

Small businesses often do not have the opportunity to maintain their own personnel service. The development and implementation of personnel decisions are usually carried out by the first persons in the organization, for example, its owner. At the same time, it is positive that the person who determines the organization's development strategy simultaneously makes strategic personnel decisions that ensure the implementation of the organization's development strategy. It is good if the owner has sufficient knowledge in the field of personnel management and natural intuition in these matters. If both are missing, serious problems and miscalculations may arise in personnel work. Moreover, in small enterprises Negative influence on the results of work is even more obvious than in large organizations. For example, in small enterprises, due to the specifics of the work of personnel, which manifests itself in close interaction and interchangeability of employees, there are special requirements for the selection of personnel. In addition to the requirements for the professional qualities of employees, it is extremely important that new employees correspond to the spirit and culture of the organization and be accepted by its other members. Indeed, in small organizations, each employee is in full view of the rest. In addition, each employee informally takes part in assessing the labor contribution of others and the degree to which the remuneration corresponds to the results achieved.

5. Environment and features of human resource management

competitive staff economic

There are various indicators that characterize the environment in which the organization carries out its economic activities. In this case, we will focus on the three most important characteristics of the environment that affect human resource management and personnel work.

1. Provision of resources: financial, material and labor. Their excess, as a rule, is accompanied by their irrational use, a decrease in work efficiency. However, lack of resources can lead to conflicts. So, excessive savings on personnel, lack of labor in relation to the planned scope of work lead to poor quality of their implementation and an increase in marriage. In addition, work in conditions of constant overstrain is accompanied by stress, with all the ensuing negative economic and social consequences for the employee and the organization as a whole.

2. The dynamism of the environment, the degree of its mobility in response to changing conditions. Where there are frequent changes, for example, in the field of high technology, the strategy for recruiting, assessing, training and stimulating personnel should be designed in such a way as to stimulate high labor mobility of workers and help them adapt to constant changes in production and economic conditions.

3. The degree of complexity of carrying out economic activities, depending on the level of competition in the industry and on regional market products and services. The environment is considered quite difficult if there are several strong competitors on the market, between which there is a fierce struggle for the redistribution of the market. New competitors are emerging, pursuing an aggressive policy in the market. The peculiarities of the work of the organization in such difficult conditions leave a direct imprint on the adoption of personnel decisions. Human resources departments are forced to take into account the situation in this segment of the labor market, to monitor trends in the level of wages in order to prevent employees from leaving for competitors. Salary surveys are widely used for this purpose. Interest on the part of HR managers to them is growing significantly. HR departments of foreign companies doing business in Russia constantly use salary surveys to make personnel decisions.

6. The goals of human resource management at the stages of the life cycle of an organization

Each of the stages of development of the organization is allocated specific goals for the development of employees corresponding to these stages.

Table 3. Organization life cycle and HRM goals

Stage of development of the organization	Challenges facing the organization	Human resource management
Organization formation	Stabilize transactions, generate cash flow, define the company's market profile	At this stage, most often, human resource management is not allocated to a special function. Hiring, adaptation of employees, definition of functional responsibilities, etc. carried out by the leaders themselves. For the function of personnel management, as well as for the entire enterprise management system, the main task is to stabilize the activities of the enterprise
	At this stage, personnel management stands out as an independent management function. The main task is to ensure the growth of the company by attracting and training staff. Of particular importance are the tasks of training line managers in the main tools of regular management, improving the organizational structure and developing the basic professional competencies of employees
	Human resource management activities are carried out in all major areas. The main task is to increase the efficiency of the main processes of the enterprise, to create a system of long-term and targeted development of the employees of the enterprise - the personnel reserve of the enterprise, targeted development of employees. The motivation system is being improved, measures are being taken to increase labor productivity. Of great importance are actions aimed at mobilizing employees to achieve the strategic goals of the organization
	Entering new markets, creating new products or the death of an organization	At this stage, the search and selection of creative and active top managers of the enterprise, training of top management, actions aimed at improving the quality of innovative activity of employees of the enterprise - new, experimental forms of organizing interaction between employees and departments (quality circles, interdisciplinary teams, etc.) .p.), reduction of inefficient staff, etc.

Conclusion

Features of the organization's activities at various stages of its formation and development have a direct impact on the organization's strategy, and, consequently, on the choice of an adequate human resource management strategy.

List of used literature

1. Kushelevich E.I., Filonovich S.R. The theory of life cycles of the organization I. Adizes and Russian reality / / Sotsis. - 2006, No. 10.

2. Akulov V.B., Rudakov M.N. Organization Theory: Textbook. - M., 2005.

3M; Lobanov A.A. Human resources management. -- M.: Delo, 1993.

4. Dyrin S.P. Organization Theory: Textbook. - Naberezhnye Chelny, Publishing House of the Institute of Management, 2006.

Hosted on Allbest.ru

...

Stages of development of the organization

The first stage in the development of an organization is its formation. At this stage, it is important for the organization to find the product that can be offered to the consumer. If an organization manages to find its place in the market, “promote” its product, then it can move to the next stage - intensive growth. At the second stage of development, the organization grows, the volume of goods sold increases, the number of personnel, the number of branches, divisions, and activities increase. If an organization manages to stay on the wave, stabilize sources of income, gain a foothold in the market already as a full-fledged agent, then it can move on to the third stage - stabilization. At this stage, it is important for the organization to stabilize its activities as much as possible. To do this, it tries to reduce the cost of production by reducing costs and maximizing the rationing of its own activities. Usually, due to the volatility of the market, the consumer, the life cycle of the product offered by the organization is limited, which also affects the staging of the organization's development. After the stabilization stage, the organization can naturally move to the next stage - a crisis, which is characterized, as a rule, by a decrease in the efficiency of activities below the boundaries of profitability, the loss of a place in the market and, possibly, the death of the organization.

An organization can survive and move on to the next cycle of development only if it can find a new product that is attractive to the consumer and take a new place in the market. If this is successful, then it can again go through the stages of formation, intensive growth and stabilization, already in a transformed form, which will inevitably be replaced by a new crisis. In the development of an organization, crises are inevitable. According to management consultants, even the most conservative companies, characterized by a stable position in the market, experience crises at least once every 50-60 years. For changing Russian conditions, the development stage can last a year or a year and a half, and often several months.

An analysis of the stories of successful companies allows us to identify the following the main features of the target orientation of the organization on various stages its development.

Formation stage- in the conditions of market relations, the definition of the goal through the clarification of ideas about the client, his specific needs and correlation with ideas about the tasks of the organization.
Stage of consolidation in the market with a focus on the search and production of other (besides those that have proven themselves from the best) goods and services, expanding the circle of consumers, suppliers and partners, as well as strengthening their own unique image. And since the achievement of the goal is often associated with expansion on the part of the organization, it is necessary to be prepared for opposition from competitors. Therefore, an important feature of the organization at this stage is the readiness to fight.
The stabilization stage seems, at first glance, to be the very cherished dream that the organization has been striving for from the very beginning. However, the main goal pursued at this stage is consolidation on the achieved- will require from the organization no less, if not great effort than the goals of the previous stages. This is due to the fact that the problems that need to be addressed at this stage are predominantly internal character, i.e. associated with the organization itself. If the first stage was characterized by a certain “passionarity of the founding fathers”, meaning a certain amount of inspiration and above-standard creativity, which determined the success of the enterprise, and for the second - the excitement of the struggle, then for the third stage such a requirement as following internal norms (moreover, without any creativity) becomes decisive. The success of the organization at this stage depends on its "authenticity" existing in the external environment patterns. Sometimes this can lead to a rejection of the previous life history of the organization, which is most often realized in the form of creating a myth.
Crisis stage organization is the most difficult stage of its existence, since it is resistance to the crisis and the search for ways out of the critical state and finding alternatives.

At each stage, the organization implements a specific development strategy. A look at the organization through the prism of the stages of development allows us to more accurately identify its main target and strategic settings and orientations. Moreover, it becomes possible to determine to what extent they are adequate to the internal situation in the organization (Table 2.2).

Organization development cycles

However, if we compare the features of intra-company guidelines that regulate managerial activity, we will see that not only the tasks of the stage are important for understanding the activities that are carried out by management in a particular period of the organization's existence. No less important is general target, value setting of the company during a certain period of existence.

Table 2.2. Correlation of life cycle stages, types of organization strategy and personnel characteristics

Stage. Target	Strategy type. Short description	Brief description of the strategy	Characteristics of personnel features
Formation. “Application” in the market of goods/services	Entrepreneurial. Attract attention to the product, find your consumer, organize sales and service, become attractive to the client	Projects with a high degree of financial risk and a minimum number of actions are accepted. Resources are insufficient to meet all customer requirements. Focus on rapid implementation of immediate measures	Employees must be innovators, enterprising, communicative, with a long-term orientation, ready to take risks, not afraid of responsibility. Low turnover of key employees
Intensive growth. "Reproduction of systems"	Dynamic growth. Increasing growth in the volume and quality of services and, accordingly, the number of structures	The degree of risk is less. Constant alignment of current goals and building a foundation for the future. Written fixation of the firm's policy and basic procedures	Organizational fixation, close interaction, flexibility in changing conditions, problem orientation of personnel
*Stabilization.* Consolidation in the market, achieving the maximum level of profitability	Profitability. Keeping the system in balance	The focus is on maintaining the current level of profitability. Cost minimization, possible termination of employment. The management system is well developed. Various procedural rules have been created and are in force	Employees who achieve maximum results (quantity and quality) at low cost and low risk
Recession. Termination of unprofitable, costly production Revival	liquidation. Liquidation of part of production, sale with maximum benefit, both financial and psychological	Sale of assets, elimination of possible losses, in the future - reduction of employees	Employees who are not committed to the firm, willing to work for a short time, narrowly oriented
	Undertaking-Telskaya/liquidation. Reduction of volumes, search for a new product and ways to optimize activities	The main thing is to save the enterprise. Actions are being taken to reduce costs in order to survive in the near term and gain stability in the long term	Flexibility to changing conditions, focus on long-term goals, dedication, willingness to endure temporary discomfort in conditions and pay

Organizational consultants analyzed a number of long-term firms and noticed that organizations are undergoing another time cycle, which is longer than the staged one, in which four various types value settings.

Setting characteristic of the organization's development cycle “ hangout”, prioritizes values interpersonal communication, creating intra-company integrity based on personal contacts, commitment general principles communication and similar human characteristics.
An attitude characteristic of the development cycle of an organization called “ mechanization”, is associated with an understanding of the value of ordering, the certainty of activity, internal organization. It is at this development cycle that the organization first encounters the need to replace employees who fit well into the personal, informal structure, but cannot be effective specialists.
An attitude that manifests itself during the development cycle “ internalentrepreneurship”, proclaims the need for maximum participation of each of the employees in the “entrepreneurial process”. This idea of values suggests that any employee of the organization should approach the implementation of their activities as an entrepreneur who represents the product on the market. And therefore, any employee must know his client (and the internal one as well), his needs and work in such a way that his product finds a market.
Stage specific setting “ quality control” , is associated with the all-round orientation of everyone and everyone on quality. Within the framework of this cycle, each employee of the organization must attend to the problem of quality (compliance with the customer's ideas about the desired) of the final product, and for this, each of the intermediate products (semi-finished products) must be of the highest quality. Although the very problem of understanding quality will also require clarification - what is meant by quality specific product. For someone, an eternal lighter will be considered a quality one, and for someone - a edgy thing, even from a very fragile material.

A look at the organization through the prism of development cycles allows us to more accurately identify its main values and orientations, specify the tasks facing the organization, as well as the features of management approaches and staffing.

Summary

To understand the specifics of a particular firm (enterprise), it is necessary to analyze the elements that make up the organization: goals, structure, management, finance, personnel, technology.
All elements of the organization must be consistent with each other. organizational problems - all the more so, the more discordant are the elements of the organization.
Knowing the goal, we can choose an adequate technology, focusing on the available resources (both financial and human), as well as the management system.
The life of an organization proceeds according to certain laws: the stage of formation is replaced by the stage of intensive growth, which can turn into a stage of stabilization, and then - a decline.
If an organization manages to gain a foothold in the market, then it can go through several cycles of its development, longer periods that differ from each other in the values and orientation of the organization. The first cycle is characterized by special attention to the internal atmosphere, the creation of a favorable (family) way of life, the next one is the desire for maximum formalization, then the focus on creating entrepreneurial potential, and then the desire for maximum product quality.

test questions

Formulate the main tasks of management activities.
What caused the need for personnel management?
Explain what is the main task of the leader, administrator, organizer, manager?
List the elements of an organization.
How is a mission different from a vision?
What types joint activities can be set by the production technology?
What management forms do you know?
What features of the staff are determined by the types of joint activities?
What cycles does an organization go through in its development?
Describe the stages of development of the organization.

Organization life cycle and human resource management. The life cycle of an organization and human resource management: main stages

Send your good work in the knowledge base is simple. Use the form below

3. Features of personnel development depending on the stages of the life cycle

4. Influence of the size of the organization on the features of human resource management

5. Environment and features of human resource management

Similar Documents

Stages of development of the organization

Organization development cycles

Summary

test questions

Read also on the topic: