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978-5-16-006052-1

The textbook examines the current state, interdisciplinary connections and promising areas of research being developed in a new scientific and applied discipline - organizational psychology. The methodological approaches and complex psychological technologies used in solving the problems of organizational diagnostics, providing advisory assistance, assessing personnel, conducting training procedures and supporting the mental health of professionals are described. The content of the textbook was prepared on the basis of curricula developed in accordance with the requirements for a new generation of state educational standards of higher education in the Russian Federation, operating in the field of training psychologists in the specializations "Organizational Psychology" and "Organizational Consulting". Recommended for students, masters and graduate students studying in higher educational institutions of a psychological profile and related specialties, as well as for managers, management specialists, employees of recruitment agencies, personnel services and professional retraining at enterprises.

978-5-16-006052-1

The textbook examines the current state, interdisciplinary connections and promising areas of research being developed in a new scientific and applied discipline - organizational psychology. The methodological approaches and complex psychological technologies used in solving the problems of organizational diagnostics, providing advisory assistance, assessing personnel, conducting training procedures and supporting the mental health of professionals are described. The content of the textbook was prepared on the basis of curricula developed in accordance with the requirements for a new generation of state educational standards of higher education in the Russian Federation, operating in the field of training psychologists in the specializations "Organizational Psychology" and "Organizational Consulting". Recommended for students, masters and graduate students studying in higher educational institutions of a psychological profile and related specialties, as well as for managers, management specialists, employees of recruitment agencies, personnel services and professional retraining at enterprises.

Textbook for high schools. - M.: Banks and exchanges, UNITI, 1998. - 423 p.
Team of authors: E. A. Aksenova, T. Yu. Bazarov, B.JI. Eremin, P. V. Malinovsky, N. M. Malinovskaya.
Reviewers: Department of Human Resources Management, Institute of Public Administration and Social Research, Lomonosov Moscow State University M. V. Lomonosov and professor, full member of the Russian Academy of Education E. A. Klimov.
Editor-in-chief of the publishing house N. D. Eriashvili

Based on domestic and foreign experience, effective approaches to working with personnel in modern conditions (team management, contracting responsibility, anti-crisis management) are proposed. The basics of management organization, the concept of personnel management, personnel management strategies, technologies and methods of personnel management are considered. The problems of personnel management are considered taking into account the specifics of the organizational culture, the phases of the organization's life.
For university students, students of institutes and advanced training courses, employees of personnel management services, heads of enterprises and organizations.

Content:
From the authors
Fundamentals of organization and personnel management
Personnel management in the system of modern management
Human resource management paradigms in the century
The evolution of forms of joint activity and the formation of personnel management
The main types of professional culture of personnel management
Human resources management: from personnel management to human resource management
HR management: challenges in
The main professional roles of the personnel manager
Ethics of business relations in the work of a personnel manager
Organizational context of personnel management
Elements of an organization
Life stages and organization cycles
HR concepts
Basic approaches to personnel management
Economic approach
Organic Approach
Humanistic approach
Organizational cultures as an object of management activity
The concept of "human capital"
Theory of human capital
The concept of "Human Resource Analysis"
Measuring the individual cost of an employee
Stochastic positional model
Workshop
HR strategies
Personnel policy
Types of personnel policy
Stages of building a personnel policy
HR events and HR strategy
Conditions for the development of personnel policy
Workshop
HR management of a developing organization
Organization Formation Stage
Stage of intensive growth of the organization
Stabilization stage
Recession stage (crisis situation)
Workshop
Technologies and methods of personnel management
Х Methods of personnel formation
Organization structure design
Staffing needs assessment
Analysis of the personnel situation in the region
Activity analysis Job descriptions
Attracting candidates to work in the organization
Evaluation of candidates for employment
Competitive recruitment for the job
Staff adaptation
Workshop
Methods for maintaining the efficiency of personnel
Increasing productivity and labor rationing
Labor evaluation
Personnel certification
Formation of a personnel reserve
Career planning
Development of labor incentive programs
Training
Workshop
Methods for optimizing staffing and reorganizing the structure
Formation of management teams
HR audit
Non-directive methods of staff reduction
Reforming organizations
Personnel management of a crisis enterprise
Workshop
Conflict as a development tool
Historical digression into conflictology
What is conflict?
Basic concepts
What about destructiveness?
When does the conflict start?
What to do with conflict?
Conflict in the organization
Public relations and conflict management
Workshop
Recommended reading
Dictionary of concepts

Similar sections

see also

Alyushina N.A. Personnel management (in Ukrainian)

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Textbook for the participant of the training on personnel management, Kyiv 2007. Contents: competencies of the head of the state. institutions; modern models and methods of personnel management; formation of corporate consciousness; performance management (strategy, system and remuneration); management of efficiency and behavior of state personnel. services; in additions - tests and methods for personnel management. All in Ukrainian language

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Textbook for high schools. - 2nd ed., revised. and additional - M: UNITI, 2002. -560 p. Based on domestic and foreign experience, effective approaches to working with personnel in modern conditions (team management, contracting responsibility, anti-crisis management) are proposed. The basics of management organization, the concept of personnel management, personnel management strategies, technologies and methods of personnel management are considered. Management Problems...

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• added May 26, 2010

Textbook for High Schools The textbook deals with such issues as: Personnel management in the system of modern management; Organizational context of personnel management; Basic approaches to personnel management; The concept of human capital; personnel policy; HR management of a developing organization; Methods for the formation of personnel; Methods of maintaining the efficiency of personnel. Also in the textbooks there are tasks for independently ...

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Textbook for high schools. Based on domestic and foreign experience, effective approaches to working with personnel in modern conditions (team management, contracting responsibility, anti-crisis management) are proposed. The basics of management organization, the concept of personnel management, personnel management strategies, technologies and methods of personnel management are considered. The problems of personnel management are considered taking into account the specifics of the body ...

• doc format
• size 2.71 MB
• added Nov 07, 2009

Textbook for high schools. - 2nd ed., revised. and additional - M: UNITI, 2002. - 560 p. Based on domestic and foreign experience, effective approaches to working with personnel in modern conditions (team management, contracting responsibility, anti-crisis management) are proposed. The basics of management organization, the concept of personnel management, personnel management strategies, technologies and methods of personnel management are considered. Control problems

Bazarov T.Yu., Eremin B.L. (ed.) Personnel management. Textbook

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• added March 23, 2011

2nd edition, revised and enlarged - M: UNITI, 2002. -560 p. Based on domestic and foreign experience, effective approaches to working with personnel in modern conditions (team management, contracting responsibility, anti-crisis management) are proposed. The basics of management organization, the concept of personnel management, personnel management strategies, technologies and methods of personnel management are considered. P...

Bazarov T.Yu. Personnel Management

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• added October 13, 2010

Provided by Center for Personnel Technologies - Xxi century. This is the theory of personnel management, where you will find a lot of buzzwords for term papers and for a diploma if your topic is motivation and work organization. In this book, you will plunge into the theory: Personnel management in the modern management system Organizational context of personnel management Basic approaches to personnel management The concept of human capital MANAGEMENT STRATEGIES ...

Description:Based on domestic and foreign experience, effective approaches to working with personnel in modern conditions (team management, contracting responsibility, anti-crisis management) are proposed. The basics of management organization, the concept of personnel management, personnel management strategies, technologies and methods of personnel management are considered. The problems of personnel management are considered taking into account the specifics of the organizational culture, the phases of the organization's life.

The second edition (1st edition - UNITI, 1998) is supplemented by the conflictological foundations of personnel management and corporate PR.

PART I HR MANAGEMENT AS A PROFESSION

Chapter 1. Genesis of professional culture of personnel management

1.1. Three professional revolutions and the mission of the HR manager

1.2. The evolution of forms of joint activity and the formation of personnel management

1.3. The main types of professional culture of personnel management

Chapter 2. The evolution of personnel management

2.1. Models and features of personnel management

2.2. Personnel management: challenges of the XXI century.

Chapter 3. Professional profile of the personnel manager: ethical dimension

3.1. The main professional roles of the personnel manager

3.2. Ethics of business relations in the work of a personnel manager

Chapter 4. Business ethics - architectonics of personnel management

4.1. Corporate Code of Ethics

4.2. Informal levels of moral regulation of employees' behavior

PART II ORGANIZATIONAL CONTEXT OF HR MANAGEMENT

Chapter 5

5.1. Organization as an "implicit" model

5.2. Elements of the internal environment of the organization

Chapter 6

6.1. Organization life cycle

6.2. Stages and cycles of development

PART III CONCEPTS OF PERSONNEL MANAGEMENT

Chapter 7. Basic approaches to personnel management

7.1. Economic approach

7.2. Organic Approach

7.3. Humanistic approach

7.4. Organizational cultures as an object of management activity

Chapter 8. The concept of "human capital"

8.1. Theory of human capital

8.2. The concept of "Analysis of human resources"

8.3. Models for measuring the individual cost of an employee

PART IV STRATEGIES OF PERSONNEL MANAGEMENT

Chapter 9. Personnel policy

9.1. Types of personnel policy

9.2. Stages of personnel policy design

9.3. HR events and HR strategy

9.4. Conditions for the development of personnel policy

Chapter 10

10.1. Historical digression into conflictology

10.2. Stage of intensive growth

10.3. Stabilization stage

10.4. Recession stage (crisis situation)

PART V PERSONNEL MANAGEMENT METHODS

Chapter 11

11.1. Historical digression into conflictology

11.2. Personnel planning

11.3. Analysis of the personnel situation in the region

11.4. Activity analysis. Job Descriptions

11.5. Attracting candidates to work in the organization

11.6. Evaluation of candidates for employment

11.7. Staff adaptation

Chapter 12

12.1. Increasing productivity and labor rationing

12.2. Job evaluation

12.3. Ensuring the quality of labor

12.4. Labor assessment: levels, approaches, methods

12.5. Personnel certification

12.6. Formation of a personnel reserve

12.7. Career planning

12.7. Development of labor incentive programs

Chapter 13

13.1. Reorganization processes

13.2. Organizational and personnel audit

13.3. Non-directive methods of staff reduction

PART VI TECHNOLOGIES OF MANAGEMENT OF HUMAN RESOURCES OF THE ORGANIZATION

Chapter 14

14.1. The concept of personnel consulting as a means of developing an organization

14.2. HR consultant toolkit

Chapter 15

15.1. Preparation of the assessment center program

15.2. Implementation of the assessment center program

Chapter 16

16.1. Organization and holding of the competition

16.2. Stages of the competition

Chapter 17

17.1. Intracompany training as a process of continuous education and its features

17.2. Requirements for staffing training programs and characteristics of trainees

Chapter 18

18.1. Team as an organizational form of collective management

18.2. Stages of team building and methods of team formation

Chapter 19

19.1. Personnel psychodiagnostics: stages and methodological foundations of the test

19.2. Requirements for psychodiagnostic methods

19.3. Requirements for a cadre psychodiagnostic

PART VII CONFLICTOLOGICAL BASIS OF PERSONNEL MANAGEMENT

Chapter 20

20.1. Historical digression into conflictology

20.2. What is conflict?

20.3. Formal-logical models of conflicts

20.4. Basic concepts

20.5. What about destructiveness?

20.6. When does the conflict start?

20.7. What to do with conflict?

Chapter 21

21.1. Organizational structure conflict

21.2. Intergroup conflicts

21.3. Interpersonal conflicts

PART VIII CORPORATE PR

Chapter 22

22.1. PR: the problem of definition in a world of delusions

22.2. PR, propaganda and mathematical justification

22.3. PR and marketing: the evolution of the development of the conflict between the consumer and the producer

Chapter 23

23.1. PR: technological work to form an adequate image

23.2. PR: and project

Dictionary of concepts

Literature

Archive size 3.14 MV

PERSONNEL MANAGEMENT

DEVELOPING ORGANIZATION

Chapter 1. Organizational context of personnel management

Chapter 2

Chapter 3. Personnel management at the stage of intensive growth of the organization

Chapter 4. Personnel management at the stage of stable functioning of the organization

Chapter 5. Personnel management at the stage of recession (in a crisis situation)

^

I dedicate to the blessed memory of my mother

Introduction
Each organization understands the events taking place inside and around it only through the ideas of the people who make it up. And while these beliefs are generally difficult to explain, they have a decisive influence on the actions people take in different situations.

At the same time, it is practically impossible to form a holistic view of the patterns of functioning of an organization based on knowledge of the individual characteristics of individuals and / or analysis of the activities of individual members of this organization.

Perhaps this contradiction explains the inexhaustible interest of researchers and practitioners in such a field of management as personnel management.

The purpose of this manual, which does not pretend to answer the question of the priority of the individual or group component of the organization's effectiveness, is to try to consider the features of personnel management activities at various stages of the organization's life cycle.

The proposed work is based on both the experience of practical consulting activities shared with colleagues, and the experience of conducting training sessions with students of the Faculty of Psychology of Moscow State University and students of the course "Personnel Management" of the IPK of the civil service.

The author expresses his deep gratitude to the staff of the Department of Social Psychology of Moscow State University and the Department of Personnel Management of the IPK of the Civil Service for their support and critical comments that helped in the preparation of this work.

Human resources management in a developing organization. Bazarov Takhir Yusupovich |

^ Chapter 1. Organizational context of personnel management

1. Basic approaches to personnel management
2. Life cycle of the organization

1. Basic approaches to personnel management

Personnel management - one of the most important components of management activities - is usually based on some (not necessarily declared) idea of ​​a person's place in an organization. According to L.I. Evenenko, in the theory and practice of managing the human side of an organization, four concepts can be distinguished that developed within the framework of three main approaches (or paradigms) of management - economic, organizational and humanistic (see Evenenko L.I., 1996).

^ Economic approach to management gave rise to the concept of “labor resources use”. Within the framework of this approach, the leading place is occupied by technical (in the general case, instrumental, i.e., aimed at mastering labor techniques), and not managerial training of people at the enterprise. Organization here means the ordering of relations between clearly defined parts of the whole, having a certain order. In essence, an organization is a set of mechanical relationships, and it must act like a mechanism: algorithmic, efficient, reliable and predictable.

Among the main principles of the concept of "use of labor resources" are the following:
1) ensuring the unity of leadership: subordinates receive orders from only one boss;
2) observance of a strict managerial vertical: the chain of command from the boss to the subordinate descends from top to bottom throughout the organization and is used as a channel for communication and decision-making;
3) fixing the necessary and sufficient amount of control: the number of people subordinate to one boss should be such that it does not create problems for communication and coordination;
4) observance of a clear separation of the headquarters and line structures of the organization: staff personnel, being responsible for the content of activities, under no circumstances can exercise the powers vested in line managers;
5) achieving a balance between power and responsibility: it is pointless to make someone responsible for any work if he is not given the appropriate authority;
6) ensuring discipline: submission, diligence, energy and manifestation of external signs of respect must be carried out in accordance with accepted rules and customs;
7) achieving the subordination of individual interests to a common cause with the help of firmness, personal example, honest agreements and constant monitoring;
8) ensuring equality at every level of the organization, based on goodwill and fairness, in order to inspire staff to effectively perform their duties; well-deserved reward that boosts morale, but does not lead to overpayment or remotivation.

In table. 1 provides a brief description of the economic approach to management.

^ Table 1. Characteristics of efficiency conditions and special difficulties within the framework of the economic approach

As part of organizational paradigm the concept of “personnel management” and the concept of “human resource management” have been consistently developed. It was the organizational approach that marked a new perspective on personnel management, bringing this type of management activity far beyond the traditional functions of organizing labor and wages. The personnel function from the registration and control gradually became developing and spread to the search and selection of employees, career planning of figures significant for the organization, assessment of employees of the administrative apparatus, and improvement of their qualifications.

Emphasis on the human resource contributed to the birth of a new idea of ​​the organization. It began to be perceived as a living system that exists in the environment. In this regard, at least two analogies were used that contributed to the development of a new view of organizational reality. The first, proceeding from the identification of the organization with the human personality, introduced into scientific circulation such key concepts as goals, needs, motives, as well as the birth, maturation, aging and death or revival of the organization. The second, taking the functioning of the human brain as a model for describing organizational reality (“an organization as a brain that processes information”), allowed us to look at the organization as a collection of parts connected by lines of management, communication and control.

An illustration of the first possibility is the use of the provisions of the theory of motivation by A. Maslow as the basis for highlighting the directions and content of personnel management activities (see Table 2).

^ Table 2. Compliance of personnel management activities with the dominant needs of the individual

As for the consideration of organizational reality by analogy with the activity of the brain of highly organized living beings, this possibility was facilitated by research in the field of cybernetics, brain physiology and neuropsychology. It was in these studies that such concepts as “function”, “localization” and “symptom”, “relationship” and “feedback”, which are essential for the field of personnel management, were revised.

Thus, “function” was traditionally understood as the administration of one or another organ. For example, the secretion of bile is a function of the liver. However, such an understanding, according to A.R. Luria (1973), is clearly not enough to explain more complex processes, such as digestion and respiration. The founder of Russian neuropsychology notes: “It is easy to see that the initial task (restoring homeostasis) and the final result (bringing nutrients to the intestinal walls or oxygen to the alveoli) remain the same in all cases. However, the way this task is accomplished can vary greatly. So, if the main group of the muscles of the diaphragm that work during breathing ceases to function, the intercostal muscles are included in the work, and if they suffer for some reason, the muscles of the larynx turn on and the air seems to be swallowed ... ". As a result, the author formulates the most important postulate: “The presence of a constant (invariant) task, carried out with the help of changing (variable) means, allowing the process to be brought to a constant (invariant) result, is one of the main features of the operation of each functional system” (A.R. Luria , 1973, p.71).

The question arises of how the organs responsible for the activity of functional systems are localized. A.R. Luria answers: “...higher mental “functions” as complex functional systems cannot be localized in narrow zones of the cerebral cortex, but must cover complex systems of jointly working zones, each of which contributes to the implementation of complex mental processes and which can be located in completely different, sometimes far apart areas of the brain” (ibid., p. 74).

It seems that, on the one hand, they are talking about localization, i.e. location, and on the other hand, it is not so easy to determine where this place itself is located. Moreover, “the defeat of each of these zones (meaning the zones of the cerebral cortex) can lead to the disintegration of the entire functional system, and thus the “symptom” (violation or loss of a particular function) still does not say anything about its localization” (ibid., p. 77).

Thus, the analogy with the brain, in contrast to the analogy with the mechanism, made it possible to imagine both organizational reality in general and personnel management in particular in a completely different way. If we use the metaphor of a hologram, in which any part contains an image of the whole, it is easy to see that different parts of the brain are specialized for different types of activity, but control over a particular behavior is not localized. The main secret of the brain is not differentiation and narrow specialization, but consistency and complexity, for which connections are important, which are created in excess at every moment.

From here we can formulate the following principles of holographic structuring of the organization:
- Keep the whole organization in every part of it (in the unit and down to each employee).
- Create multiple connections between parts of the organization (and redundant).
- Develop at the same time both the specialization of personnel and its universalization (not forgetting how much everyone should know and be able to do everything).
- Create conditions for the self-organization of each employee and the team as a whole. The attractiveness of the approach under consideration was further enhanced by the fact that it became obvious that managerial decision-making can never be completely rational, since in reality the employees of the administrative apparatus:
a) act on the basis of incomplete information;
b) are able to explore only a limited set of options for each solution;
c) unable to accurately evaluate the results.

Ultimately, the organizational approach, while recognizing the principle of "limited rationality" (limited to seeking information and controlling results through goals and objectives rather than controlling behavior through rules and programs), focuses on the following key points:
1. Emphasis should be placed on the environment in which the organization lives.
2. The organization must be understood in terms of interrelated - intra- and inter-organizational subsystems, highlighting the key subsystems and analyzing ways to manage their relationship with the environment. A popular way of analysis is to identify a set of key needs that an organization must satisfy in order to survive.
3. It is necessary to create balance between subsystems and eliminate dysfunctions.

In table. 3 provides a brief description of the organizational approach.

^ Table 3. Characteristics of conditions for effectiveness and special difficulties in the framework of the organizational approach

Overcoming the contradictions characteristic of the organizational approach to management made it possible to formulate the following recommendations, which are essential from the point of view of improving the efficiency of personnel management:
1. Recognizing that mistakes made when operating in a complex environment are inevitable, it is necessary to encourage in employees such qualities as openness and reflexivity.
2. Significantly encourage such methods of analysis that recognize the possibility of implementing different approaches to solving problems. At the same time, it is necessary to initiate constructive conflicts and discussions between representatives of different points of view. This often leads to a rethinking of the organization's goals and a reformulation of how to achieve them.
3. It is important to avoid that the structure of activities directly determines the organizational structure. Goals and objectives should not be set from above, but appear in the process of work. Plans specify limits (things to avoid) rather than exactly what needs to be done.
4. It is necessary to select people, create organizational structures and maintain processes that contribute to the implementation of these principles.

Developing in recent humanistic paradigm comes from the concept of “human being management” and from the idea of ​​the organization as a cultural phenomenon. At the same time, culture is viewed through the prism of the relevant standards of development, reflected in the system of knowledge, ideology, values, laws and everyday rituals of social communities.

The influence of the cultural context on personnel management today seems to be quite obvious. For example, in Japan, the organization is not seen as a workplace that brings together individual workers, but as a team. Such an organization is characterized by a spirit of cooperation, interdependence; lifetime employment turns the organization into an extension of the family; paternalistic relationships are established between superiors and subordinates.

According to the humanistic approach, culture can be seen as the process of creating a reality that allows people to see and understand events, actions, situations in a certain way and give meaning and meaning to their own behavior. It seems that the whole life of a person is determined by written and especially unwritten rules. However, in reality, usually the rules are only a means, and the main action takes place only at the moment of choice: which of the rules to apply in this case. Our understanding of the situation determines which set of rules we use.

Often our understanding of the organization is based on those processes that give rise to systems of meaning that are shared by all members of the organization. In doing so, one can ask the following questions: what are the general interpretative schemes that make the existence of this organization possible? Where do they come from? How are they created, transmitted and stored?

Every aspect of the organization is loaded with symbolic meaning and helps create reality. Organizational structures, rules, policies, goals, job descriptions, standardized operating procedures are especially “objective”. Thus, weekly or yearly meetings, which everyone knows to be a waste of time, can be understood as a ritual that serves some hidden function. Even from the appearance of an empty meeting room (strict rows of chairs, parallel files, glasses, etc., or friendly chaos) you can tell a lot about organizational culture. The humanistic approach focuses on the inherently human side of the organization, about which other approaches say little.

From the point of view of this parameter, it is important to what extent the employees of the enterprise are integrated into the existing value system (to what extent they unconditionally accept it as “their own”) and how sensitive, flexible and ready they are for changes in the value sphere due to changes in living conditions and activities. It is also important whether the enterprise as a whole lives according to the same rules and principles of decision-making, or whether different groups in the enterprise live according to different rules and profess different principles (Bazarov T.Yu., Malinovsky P.V., 1996).

^ Table 4. The ratio of the normative and value aspects of the organization
tional culture

Organizational Cultures

The modern level of management (80s - 90s) assumes that the "object" of managerial activity is organizational cultures of various types, and not processes, people, their activities, etc. Therefore, mastering the latest management technologies is impossible without mastering the foundations of the organizational and cultural approach, which gives a comprehensive understanding of the processes of evolution and functioning of various organizations, taking into account the underlying mechanisms of people's behavior in multifunctional, dynamically changing contexts.

Different cultures distinguish members of one group of people from another group. People create it as a mechanism for reproducing social experience, helping to live in their own environment and maintain the unity and integrity of the community when interacting with other communities. Each organization, as a certain set of people, realizing certain goals and objectives for a sufficiently long period of time, is forced to reproduce borrowed social experience.

The following main historical types of organizational cultures have been identified in the literature:
organic (OOC);
entrepreneurial (ProK);
bureaucratic (BOK);
participatory (PartOK).

A brief description of organizational cultures through the main characteristics is presented in Table. 5.

^ Table 5. Characteristics of the main types of organizational cultures

Typically, the existing culture in organizations is an original mixture of the above historical types of organizational cultures. Today's leaders and managers view their organization's culture as a powerful strategic tool to orient all departments and individuals towards common goals, mobilize employee initiative, and facilitate productive communication between them. They strive to create their own culture for each organization so that all employees understand and adhere to it. Modern organizations, as a rule, are multicultural formations. Determining the significance of a particular culture in the life of this organization can be made taking into account the fact that each of them is characterized by specific management forms that perform the function of reproducing social experience in parallel with the function of regulating the activities of people in this organization. Management forms (or a combination of them) ensure the reproduction of a set of norms, values, philosophical principles and psychological attitudes that determine the behavior of people in an organization.

In the foreign literature devoted to management issues, five types of management forms and their corresponding management levers and goal-setting areas have been identified (see Table 6).

^ Table 6. Indicators of types of organizational cultures

In multicultural organizations, the presence of these managerial forms makes it possible to find various options for solving emerging problems. In particular, in the event of conflicts, its participants can appeal to generally accepted norms of behavior (FAC), and to considerations of benefit (RUF), and to the establishment of authorities (BUF), and to the legitimate opinion of the majority of interested participants (DUV), and, finally, resort to detailed argumentation to convince their opponents (ZUF).

^ Table 7. Mechanisms and tools of the goal-setting process

The positive contribution of the humanistic approach to the understanding of organizational reality consists, at a minimum, in the following.
First, the cultural view of the organization provides managers with a coherent system of concepts with which they can make their daily experience comprehensible. This makes it possible to view certain types of actions as normal, legitimate, predictable, and thus avoid the problems determined by the basic uncertainty and inconsistency behind many human values ​​and actions.
Secondly, the concept of organization as a cultural phenomenon allows us to understand how, through what symbols and meanings, the joint activities of people in the organizational environment are carried out. If the economic and organizational approaches emphasize the structural side of the organization, then the organizational-cultural one shows how organizational reality can be created and influenced through language, norms, folklore, ceremonies, etc. Whereas previously many managers viewed themselves primarily as people creating structures and job descriptions, coordinating activities, or creating schemes to motivate their employees, now they can see themselves as people performing symbolic actions aimed at creating and developing certain meanings.
Thirdly, the humanistic approach also allows reinterpreting the nature of the organization's relationship with the environment in the direction that organizations are able not only to adapt, but also to change their environment, based on their own idea of ​​themselves and their mission. The development of an organization's strategy can turn into an active construction and transformation of the surrounding reality.
Finally, fourthly, within the framework of this approach, there is an understanding that effective organizational development is not only a change in structures, technologies and skills, but also a change in the values ​​that underlie the joint activities of people.

^ 2. Life cycle of the organization

According to the organizational approach to management, the functioning of an organization on a time scale can be represented in terms of a “life cycle”, which means both the process of development and its stages.

As a rule, experts, despite ongoing discussions, agree that the full life cycle of an organization necessarily includes such stages as the formation of an organization, its growth or “multiplication”, stabilization and decline. Moreover, the last stage does not necessarily have to end with “death” or liquidation of the organization. The option of its “revival” or “transformation” is also considered quite possible (see Diagram 1).

^ Diagram 1. The life cycle of an organization

A look at the organization through the prism of the life cycle allows you 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 (see Table 8).

^ Table 8. Correlation of life cycle stages and types of organization strategy

Thus, the formal approach allows us to identify the following main features of the organization's target orientation at various stages of its development:
1) for the first stage in the conditions of market relations, the goal is characteristic, which is usually called an “application” on the market with its focus on a product (more precisely, a product or service) and the search for “your” consumer;
2) for the second - fixing on the market with a focus on the search and production of other (besides the best-proven) goods and services, expanding the circle of consumers, suppliers and partners, as well as securing one's own unique image. And since the achievement of the set goal is often associated with expansion on the part of the organization, it is impossible to exclude the need to be prepared for the fact that there will be opposition from competitors, and therefore, an important orientation is the readiness to fight;
3) the third stage seems at first glance to be the very cherished dream that the organization aspired to from the very beginning. However, the main goal pursued at this stage - consolidating what has been achieved - will require from the organization no less, if not more effort than the goals of the previous stages. Firstly, this is due to the fact that the problems that need to be addressed at this stage are predominantly internal in nature, 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 (and without any creativity) becomes decisive. Secondly, the success of the organization at this stage depends on its “authenticity” to the models existing in the external environment. Sometimes this can lead to the rejection of the previous life history of the organization, which is most often realized in the form of creating a myth;
4) the fourth stage of the life cycle of an organization looks like the most difficult point of its existence, since it is resistance to a crisis and the search for ways out of a critical state and finding alternatives. At each stage, the organization implements a specific development strategy (Ivantsevich J.M., Lobanov A.A. - M., 1993) (see Table 9).

^ Table 9. Characteristics of the characteristics of personnel depending on the stage of the life cycle and the development strategy of the organization