Odegov south of the city of personnel management. textbook for bachelors. List of scientific papers

AUDIT AND CONTROLLING OF STAFF

|Alfa-Press|

Reviewers:

V. S. Polovinko, Doctor of Economics, Professor, Head of the Department of Human Resources Management, Omsk State University

N. G. Mitrofanov, PhD in Economics, Head of the Human Resources Department of the Main Department of the Central Bank of the Russian Federation for Moscow

0 41 Odegov Yu. G., Nikonova T. V.

AUDIT AND CONTROLING OF PERSONNEL: Textbook. 2nd ed., revised. and additional - M.: Alfa-Press Publishing House, 2010. - 672 p.

ISBN 978-5-94280-414-5

The personnel audit, management audit, personnel audit methodology and practical work auditor in this area.

Special attention paid to controlling the organization's personnel management system (basic concepts, goals, objectives; personnel costs and their structure, budgeting of work with personnel as a controlling tool; analysis and controlling of personnel costs).

For students, graduate students and teachers of economic universities, managers and employees of personnel services, as well as a wide range of readers interested in topical issues of audit and personnel controlling.

UDC 005.95 BBK 65.240

INTRODUCTION

Economic analysis and forecasting as a scientifically based prediction of possible directions for the development of organizations and their structural divisions solve a number of problems: identifying trends in the most important economic phenomena in the past and present; assessment of the possibilities of distribution of the found regularities for the future; anticipation of the most probable situations and problems of economic development in the near and long term; search for possible directions of economic growth; substantiation of the most preferable development strategies in the future. The results of analysis and forecasting are used to select development options, develop recommendations for the implementation of the most optimal of them.

The successful operation of any organization, be it a state enterprise, an institution or a private commercial firm, is inconceivable without an analysis of labor indicators, which allow a more accurate assessment of the technical and economic potential; determine reserves over effective use personnel of the enterprise, improvement of the organization, working conditions and its payment; find ways to normalize social labor relations in a team, etc.

For a long time in our country, the management of any organization (enterprise, institution) was mainly focused on the efficient, rational and economic use of financial and material resources in achieving the goals set, and the understanding of the role of personnel in the effective organization of the functioning of the enterprise was significantly reduced. This is especially evident in the level wages in Russia: its share in GDP, according to official data, is currently just over 40%, while “in countries with efficient market economies, the cost work force in assessing the contribution to the national wealth of the country is from 50 to 65%.

A similar situation in Russia has developed not only because of the collapse of the economy, the depreciation of fixed assets and other “global” reasons, but also because of the negligent attitude of the heads of organizations towards the employees of their enterprises, because of their desire to get as much income as possible without any or investments in personnel, protection, labor organization, etc., as well as due to the inattentive attitude of the state to these issues.

Given the above, domestic entrepreneurs need to learn that the staff is the main value of the organization, that this is the main thing in understanding the process of managing it. However, paradoxically, the study of working personnel, the conditions in which they work, remains a weak link among other issues in the analysis of enterprises. Russian Federation. The indicators of the success of an enterprise's activity are usually the final economic criteria, stability, etc. But there are a number of specific indicators without which the company's activity cannot be successful. These are: the effectiveness (efficiency) of the activities of structural units and individual workers; satisfaction of the staff with their work, conditions, organization of work on this enterprise; staff turnover; compliance labor discipline; the presence of conflicts at all levels of relations; staff readiness for organizational changes; the nature of the socio-psychological climate and features organizational culture established in the organization.

The objective processes of decentralization of the management systems of the national economy and its sectors, the shifting of the center of gravity to the micro level, to the level of organization, make it imperative to bring all elements of the emerging management system into line with adequate methods of management. Therefore, there is a need to create and test new forms and methods for assessing the activities of an organization, including new ways of analyzing labor relations and indicators that reflect not only their actual state, but most importantly, provide advice and develop recommendations on: organization of labor and production ; personnel management; providing practical assistance aimed at improving the efficiency of social, labor and economic activity organizations by independent labor experts. Without a thorough study of all these criteria, it is impossible to effectively manage an organization, regardless of the nature of its activities, size, form of ownership, organizational and legal form. That's why government bodies with the participation of social partners - trade unions and entrepreneurs - it is necessary to develop and implement new, modern ways management and control over the activities of organizations, enterprises, firms in the field of labor and labor relations.

From August 1, 2005, new requirements for the amount of information that Russian enterprises - issuers must report about themselves valuable papers, and from January 1, 2006, domestic first-tier companies are required to have a documented strategy for information disclosure, i.e. Russian business is becoming more and more transparent.

One of the ways to externally assess the organization's activities, in particular, the analysis of labor indicators, is to create a special area of audit activity - audit labor sphere(staff). At present, the audit is mainly used to evaluate financial activities organizations. Checks in individual areas labor activity- labor rationing, organization of workplaces, labor protection, personnel management, etc. - allow only minimal control over the state of the labor sphere. At Russian enterprises, inspections are carried out (and often not carried out) or carried out formally, especially in private firms. All checks are independent of each other, and their analysis and results in most cases are not interconnected; personnel audit is not carried out, and therefore there is no data on the effectiveness of their conduct, the impact on the activities of the enterprise. The legal framework has not been developed, auditors are not trained in this area, there is no clear methodology for conducting an audit in the labor sphere, and the analysis and evaluation of one indicator or phenomenon in isolation from others give only a one-sided idea of the object under study. In other words, a comprehensive analysis is needed to assess the level and dynamics of any individual indicator in close relationship with changes in the level and dynamics of all others.

This problem has been poorly developed and is represented in the literature by the developments of a number of specialists outlined in the work under the guidance of Professor R.P. Kolosova (Labor Economics and Social and Labor Relations: a textbook for universities / Edited by G.G. Melikyan, and R. P. Kolosova (Moscow: CheRo; Moscow State University Press, 1996); research by scientists of the Belgorod State Technological Academy building materials and the Belgorod branch of the Moscow International University of Business and Information Technologies (Garmashev A.L., Zakharov B.M. Organizational and personnel audit. Belgorod: Publishing House of the Belgorod Center for Social Technologies, 1998); study guide I. I. Kulintseva "Economics and sociology of labor" (Moscow: Center for Economics and Marketing, 1999); the textbook "Personnel Management of an Organization" edited by Professor A. Ya. Kibanov (M.: Ipfra-M, 2001), as well as in the works of the authors of this book.

In these papers, the main characteristics of conducting audits in the world of work are considered. At the time, it is mainly focused on the audit of personnel as such, and not on a comprehensive analysis of all aspects of the enterprise's labor indicators. The main issues of personnel audit (types, methods, audit parameters) are considered very briefly, the audit methodology and technology are not given, there is no scheme for concluding contracts for auditing and giving audit reports, etc.

At the same time, there is an objective need for a detailed development of a mechanism for conducting an audit of personnel, which is distinguished by the complexity and interconnectedness of all its constituent elements, taking into account modern requirements presented by the market to the activities of the enterprise g? the sphere of labor. Such an “expertise” will make it possible to objectively evaluate the activities of an institution or enterprise in the field of organizing the labor process and make sure that this activity and the company’s development strategy, the regulation of labor relations and the laws, rules, instructions and methods that determine them are mutually consistent. Based on the results of the audit, it is possible to determine directions for establishing, changing and improving the standards that determine the organization of the labor process and the formation of social and labor relations in the organization (for example, internal regulations, job descriptions, qualification characteristics etc.). Audit contributes personnel changes, improving qualitative composition of employees; promotion of the most promising employees and the development of their creative activity, allows you to increase the role of personnel management services, bring their activities closer to the goals of the organization, and focus on the most important issues. Personnel audit allows you to make sure that the labor potential is used fully and efficiently, and the organization and working conditions comply with the requirements of the law. Thus, personnel audit is an entrepreneurial activity for the implementation of independent non-departmental audits of economic entities in the field of labor and labor relations.

Its main goals are to assess the activities of an economic entity in the field of labor and labor relations; establishing the conformity of the forms and methods of organizing labor activity and labor relations used by the economic entity with the legislative and legal acts in force in the Russian Federation; development, based on the results of inspections, proposals for optimizing the organization of labor activity and labor relations carried out by an economic entity. The achievement of these goals should be facilitated by the features (requirements) of conducting audit activities: independence and objectivity in conducting audits; confidentiality; professionalism; the competence and integrity of the auditor; use of methods of analysis of labor indicators; application of new information technologies; the ability to make rational decisions based on audit data; friendliness and loyalty to customers; the responsibility of the auditor for the consequences of his recommendations and conclusions based on the results of audits.

The object of the personnel audit is the state of the labor sphere of the economic entity, and the subject is labor collective, his activities; organization, regulation, conditions and labor protection of personnel; observance of the nature and duties of employees at all levels, provided for by the legislation of the Russian Federation. We note in particular that in countries with market economy great importance is attached to the condition of the workers. They are the most important factor, which ensures the profitability of the company's activities, and this has long been confirmed by the existence of special personnel services at enterprises, whose functions include organizing the labor activity of the enterprise's personnel in all its manifestations, as well as analyzing the effectiveness of this activity.

the principle of standardization in personnel management, a standard for the process of personnel management was developed when opening a new chain store, allowing to optimize costs and increase the efficiency of the formation of new network units.

The main provisions of the dissertation work of M.B. Ionina used CJSC "Prod-torg", the trading network "Astor", as well as in the training of economists at the Omsk State University. F.M. Dostoevsky.

5. S.G. Leonov on the topic "Development of a motivational model for managing the scientific and pedagogical staff of the university" in the specialty 08.00.05 - Economics and management of the national economy (Labor Economics).

In this dissertation work, a scheme of a motivational model for managing the scientific and pedagogical staff of a university has been developed; methodical approach to the classification of the scientific and pedagogical staff of the university, a technology for distributing the educational and scientific workload of university teachers has been developed, an algorithm for assessing the level of effectiveness has been proposed professional activity scientific and pedagogical staff of the university.

The main provisions of the dissertation work of S.G. Leonova used in the activities of the Altai Academy of Economics and Law, GOU VPO "Altai State University them. I.I. Polzunov.

INFORMATION ABOUT SCIENTIFIC WORKS Yu.G. ODEGOV

Odegov Yu.G., Rudenko G.G. Personnel economics. Part I. Theory: textbook. - M.: Alfa-Press, 2009. - 1056 p.

Odegov Yu.G., Rudenko G.G., Fedchenko A.A. Personnel economics. Part II. Practice: textbook. - M.: Alfa-Press, 2009. - 1312 p.

Recently, in Russian organizations, there is a growing understanding of the value of human resources and there is a willingness to invest in the creation and enhancement of their human capital. The great interest in this issue is explained by a number of circumstances, in particular, the reduction in the working-age population in our country, as well as the influence of the globalization of the world economy, the acceleration of the pace of technological change, and the expansion of cross-cultural interaction that contribute to the unification of technologies, goods and services. Under these conditions, the reserves for the use of material and technical resources of an individual organization are significantly reduced. The only unique resource that distinguishes one company from another is the human resource. The development and effective management of personnel based on the formation of balanced social and labor relations can become the basis for an enterprise to achieve a real competitive advantage.

This textbook is devoted to a systematic presentation of a fundamentally new in its content and structure of the course "Personnel Economics", which is at the junction and develops the problems of labor studied in the courses.

"Labor Economics" and "Personnel Management". Its creation is due to the need for an in-depth study of the fundamentals and modern trends in labor economics, practical personnel management by future specialists in the field of management by human resourses regardless of their professional specialization.

The advantage of this textbook is an innovative approach to personnel management, taking into account the socio-economic role of a person in an organization and based on the design of human capital formation processes and modeling the necessary competencies.

The presented work discusses in detail the issues of organizational development and culture, the formation of the internal labor market and the competitiveness of personnel, philosophy, strategies for its management, as well as the main areas of activity personnel service and modern personnel-technologies.

For better assimilation of the material, at the end of each topic there are appendices containing interesting factual data and practical recommendations for working with human resources of organizations. To self-test the degree of mastery of the material at the end of the textbook, a final test is given.

The textbook is intended for students and teachers of economic universities, scientific and practical workers in the field of labor and personnel management, heads of organizations.

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

Chapter 1. Human Behavior in an Organization

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

What is meant by the term "organization"?

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

Any organization includes the following main subsystems:

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

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

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

The social subsystem is characterized by the following features:

Having a corporate purpose;

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

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

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

The goals of the organization;

Organization model;

Organizational structure;

organizational culture;

Communications;

Motivation;

Performance appraisal and remuneration;

Organizational changes and innovation management;

Leadership style;

External environment;

behavioral marketing.

Organization classification

The following principles of classification are most often used and have the greatest practical significance.

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

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

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

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

Organization belonging to one or more listed species affects the behavior and activities of people working in them or being their members.

Organization Models

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

There are two main classical models: mechanical and organic.

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

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

With a mechanical approach to the design of the organization, according to Weber, favorable conditions are provided for managing organizational behavior, because:

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

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

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

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

The basis for the replacement of job vacancies is only professional qualification, which at the same time is a protection against arbitrary dismissal of an employee. Career carried out by seniority or depending on achievements in work.

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

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

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

What are the main disadvantages of the bureaucratic model?

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

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

The hierarchy of power leads to inhibition of personal initiative, difficulty in passing updrafts information, lack of horizontal communications.

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

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

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

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

Has flexibility and adaptability to environment;

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

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

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

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

Differences in the qualitative characteristics of this and previous models are explained by the fact that the first of them puts at the forefront the criteria maximum efficiency and productivity, and the second - the criteria for maximum satisfaction, flexibility and development. These differences are especially pronounced in the processes that influence the behavior of a person in an organization.

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

Table 1.1. Differences between mechanical and organic models

The ending

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

The goals of the organization and its mission

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

Table 1.2. Classification of the goals of the organization

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

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

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

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

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

Based on the goals of the organization, the goals of its units, groups and individual employees are formed. The organization makes it possible

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

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

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

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

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

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

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

Thirdly, the mission gives the organization certainty and personality.

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

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

Rice. 1.2. Company mission classification

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

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

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

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

Let's take the mission statement as an example. American company(bank) Sun Banks: “The mission of Sun Banks is to help economic development and the well-being of the communities served by the company, by providing citizens and businesses with quality banking services in a manner and to such an extent that is consistent with high professional and ethical standards, ensuring a fair and appropriate return to the company's shareholders and fair treatment of the company's employees.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Firstly, there are a number of objective reasons that generate the need for a mission for companies that have come to the market seriously and for a long time.

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

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

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

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

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

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

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

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

Rice. 1.3. Organizational Programming Pyramid

Model of ideal organizational behavior

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

Rice. 1.4. Organizational and functional model

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

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

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

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

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

Determine the properties (needs) of the market;

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

Rice. 1.6. Model of ideal production behavior

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

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

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

Rice. 1.7. Implementation of the personnel management strategy

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

The development (more precisely, designing) of the company's mission in the market microenvironment, like everything in engineering, begins with a coordinate system (Fig. 1.9).

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

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

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

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

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

HR strategy and its implementation

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

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

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

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

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

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

The outcome of this step will be:

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

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

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

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

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

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

Rice. 1.10. Accounting for the interests of the parties

Rice. 1.11. Parameters characterizing business performance

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

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

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

What will the owner and shareholders get from the business;

What will managers get from the business and the company;

What will the staff receive from the company;

What is the cooperation with public organizations;

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

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

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

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

Rice. 1.13. Interaction of business parties

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

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

Do her employees agree with her direction?

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

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

Continuation

The ending

Mission development. The Five Whys Approach

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

A possible option for developing the company's mission is proposed in Fig. 1.14.

Development of company strategy

Mission development

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

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

_________________________________________________________________

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

_________________________________________________________________

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

5. Formulate the mission of your company:

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

So the final brief mission statement is:

“The mission of the company _______________________________________ is ____

_________________________________________________________________

_______________________________________________________________».

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

Core values of Business Jet

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Table 1.4. Company missions

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

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

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

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

CONTENT
Introduction
Chapter 1. Approaches to human resource management that have developed at the turn of the 20th and 21st centuries
Chapter 2. The essence of the concept of "efficiency" and the main approaches to its assessment
Chapter 3. Personnel management and the main areas of loss of efficiency
Chapter 4
Chapter 5
Chapter 6 practical assessment efficiency of activities (work) of various categories of personnel
Chapter 7. Methods for assessing the effectiveness of the personnel management service
Chapter 8. Balanced Scorecard
Chapter 9 Key indicators efficiency
Chapter 10
Chapter 11
Chapter 12 Social responsibility business in the system for assessing the effectiveness of personnel management
Conclusion
Workshop
Literature.

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