Social orientation and planning efficiency. The essence of social planning. social planning workforce

Each state, taking care of the prospects of its population, constantly plans and implements all kinds of social development programs. It is important in this process that the means and methods used in the social development of society correspond to its needs and requirements.

In this regard, there is a need for scientific substantiation, a system of criteria for social needs in a state or a particular region. All social transformations must be tested for effectiveness and appropriateness. Social planning can provide this validity.

Social planning is a form of regulation of social processes in society associated with the life of the population. The main task of social planning is to optimize the processes of economic and social development, increase socio-economic efficiency.

The object of social planning is social relations at all levels, including:

- social differentiation, social structure;
- the quality and standard of living of the population, including the level of real incomes in general and by social groups;
- quality and level of consumption;
- provision of housing, its comfort;
- provision of the population with the most important types of goods and services;
- development of education, health care, culture;
- determination of the volume of these services provided to the population on a paid and free basis, etc.

Social planning since the mid 50s. XX century, was the most important elements of indicative planning in countries with developed market economies, and since the late 70s and early 80s, in connection with the transition of these countries from indicative planning to program-targeted methods of regulation, social planning has become an important component strategic nationwide programs.

An example is France's five-year development plan, Japan's five-year development plan, which are essentially a general concept of the country's socio-economic development.

A great deal of experience in social planning was accumulated in the USSR, but planning was directive in those conditions.

Social planning has a multilevel nature: national, regional, enterprise (firm) level.

Social planning focuses on the technical process of solving social problems.

The basis of this model, which is based on programmatic development, is a rational, carefully planned and controlled process of change, designed to provide services to members of the community or a specific territorial body.

Since planning is both a science and an activity, the method must be understood not only as a way of implementation, but also as a way of developing programs or tasks.

General planning methods are characterized by what objective laws of the development of society are based on possible ways of achieving goals, what they are aimed at and in what organizational forms they are embodied.

For a long time, the leading planning method was the balance one, which arose as a way to ensure links between the needs of society and its capabilities with limited resources. Currently, the methods associated with the existence of market relations come to the fore, when it is especially important to see the social consequences of decisions made, to be able to coordinate the interests of all participants in the transformations, providing them with favorable conditions for the manifestation of creative activity.

The scientific nature of social planning largely depends on the use of the normative method. Its requirements serve as the basis for compiling indicators of social development at various levels of the social organization of society. It is the standards that make it possible to carry out calculations and substantiate the reality of planned targets, to determine guidelines for the development of many social processes.

The analytical method combines analysis and generalization. Its essence boils down to the fact that in the course of planning, social progress is divided into component parts, and on this basis, the directions for the implementation of the planned program are determined.

The method of options is gaining more and more importance, the essence of which is to determine several possible ways to solve social problems in the presence of the most complete and reliable information possible. Its variation is the method of variant approximations: first, on the basis of the available initial data, a possible path is determined in the order of the first approximation, and then successive refinements are made. The use of this method is associated with the search for the optimal solution to a particular social problem, with the correct choice of priorities.

An integrated method is the development of a program, taking into account all the main factors: material, financial and labor resources, performers, deadlines.

Its application presupposes the observance of the following requirements: determination of the rates and proportions of the development of the social process, its statistical and dynamic models and the development of the main indicators of the plan.

In social planning, the problem-target method has become increasingly used, which is usually associated with the solution of key urgent tasks of social development, regardless of their departmental affiliation.

A social experiment has received wide recognition, during which the mechanism of action of objective laws and the features of their manifestation on the basis of one or several social institutions are clarified. The findings help to correct the course of development of the planned process, to check in practice the predicted provisions and conclusions.

An important place in social planning is occupied by economic and mathematical methods. Such a name in a known form is conditional. In fact, we are talking about quantitative analysis using the planning methods already listed above. Mathematical methods do not cancel social analysis, but rely on it and, in turn, influence its further improvement.

Currently, quantitative analysis relies on methods such as linear programming, modeling, multivariate analysis, game theory, etc.

But all these formal-logical quantitative procedures are assigned the role of a specific tool necessary for solving various problems.

In planning theory and methodology, it is important to be able to apply quantitative characteristics. After all, formal logic (and mathematics, respectively) is a means of acquiring new knowledge.

But the practical implementation of this knowledge requires not only the truth in the mathematical sense, but also the correct interpretation of the results. Only on the basis of the integrated use of these planning methods with the help of quantitative analysis is it possible to develop an optimal solution. Quantitative analysis must always be compared with common sense so that quantitative characteristics are not absolutized. Thus, quantitative analysis and economic and mathematical tools play an important, but not self-sufficient role in planning. They need constant development and improvement, constant correlation of their results with the social goals of society.

As we know, the essence of the state is manifested in its functions, which are the main directions of the state's activity. The functions of government bodies are divided into internal (economic and organizational, cultural and educational, regulation of production and consumption, protection of all forms of property, law and order, nature and the environment, fighting crime, protecting the rights and freedoms of citizens, etc.) and external (fighting for peace and peaceful coexistence, commonwealth with other countries, protection of the homeland, sovereignty and independence of the state, participation of the state in humanitarian international, cultural ties, etc.). Social planning can be classified as an internal function, since it simultaneously contributes to the realization of the rights and freedoms of citizens, and also forms an economic and organizational system at all levels.

Social planning has its own objects and subjects.

The subject of social design (that is, the one who carries out the design) are various carriers of managerial activity, both individuals and organizations, work collectives, social institutions, etc., aiming at an organized, purposeful transformation of social reality.

A necessary feature of the design subject is his social activity, direct participation in the design process.

The main subject of social management is the state. Thus, social planning is one of the administrative functions of the state.

The object of social design (that is, where or on whom the design process is carried out) is called the systems, the processes of organizing social ties, interactions included in the design activity, exposed to the influences of the subjects of design and serving as the basis for this impact. These can be objects of a very different nature:

1. man as a social individual and subject of the historical process and social relations with his needs, interests, value orientations, attitudes, social status, prestige, roles in the system of relations;
2. various elements and subsystems of the social structure of society (labor collectives, regions, social groups, etc.);
3. various social relations (political, ideological, managerial, aesthetic, moral, family and household, interpersonal, etc.).

In a broad sense, the objects and subjects of social planning are the entire totality of people in society, which is not a homogeneous mass. Another important proof that social planning is a significant function of the authorities is that it is inherent in complexity, which is achieved only at the level of action of power structures. This will require the joining of efforts of both specialists from the subjects of management and representatives of science (from sociologists and economists, legal scholars, political scientists, etc.). The state, represented by the legislative and executive authorities, can coordinate the actions of all subjects of social planning.

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

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

Posted on http://www.allbest.ru/

COURSE WORK

in the discipline "Sociology of Management"

on the topic "Social planning at the enterprise"

INTRODUCTION

CHAPTER 1. THEORETICAL ASPECTS OF SOCIAL PLANNING IN THE ENTERPRISE

1.1 The essence of social planning in the enterprise

2. ANALYSIS OF SOCIAL PLANNING AND SOCIAL DEVELOPMENT LLC "Ortrans"

2.1 General characteristics of ORtrans LLC

CONCLUSION

LIST OF USED LITERATURE

INTRODUCTION

Social planning implies the timely identification of problems in the development of the social structure, assessment of the main indicators of its state, collection of information, determination of the actual state of affairs, prioritization of the solution of social problems, i.e. defining the goals and objectives of the plan, developing a draft plan, as well as identifying resources for its implementation. Social planning is necessary in every organization for the effective functioning of the processes of the social sphere.

The relevance of the implementation of social planning at enterprises at the present stage is associated with a number of reasons. First, this is due to competition and the emergence of enterprises with foreign capital on the market, where the owners offer their Russian employees social programs that are more attractive in comparison with domestic competitors. Among Russian enterprises, there is an awareness that it is possible to compete in the labor market not only in terms of wages, but also in terms of the volume and content of social packages. There is an incentive for the management of enterprises to introduce modern systems for increasing employee motivation.

Secondly, the problem of planning social programs at Russian enterprises arises in connection with the problems of attracting qualified personnel and rejuvenating work collectives. In this regard, the creation of an attractive social package is associated not only with the mechanisms for attracting young workers, but also with the mechanisms of painless release of the old staff to retire.

The object of the research is social processes and social relations in the labor collective of "ORtrans" LLC. The subject of the research is the features of social planning at the enterprise.

The aim of the course work is to consider the features and development of social planning at the enterprise, study the social structure of employees, develop a social development plan for LLC "ORtrans" and consider areas for improvement.

To achieve this goal, the following tasks are solved in the work:

Explore the theoretical aspects of social planning;

To study the essence of social planning in the enterprise;

Study the theoretical aspects of the workforce;

Assess the level of social development of the ORtrans LLC team;

Develop a social development plan for ORtrans LLC;

The main tasks of social planning are the development of a comprehensive system for the development of each member of the collective in the spirit of communist consciousness, the creation of conditions for the elimination of hard, physical labor, professional development, educational and cultural level, and the growth of material well-being.

The paper presents the following research methods: the method of analysis and synthesis, the method of comparison and generalization, the method of classification, a systematic approach to the object of research.

The structure of the course work consists of an introduction, three chapters, paragraphs, a conclusion, a list of used literature.

In the process of writing this course work, the following textbooks were used: Citizens V.D., Bukhalkov M.I., Veselova N.G., Vorozheikin I.E., Kutyrev B.P.

CHAPTER 1. THEORETICAL ASPECTS OF SOCIAL PLANNING IN THE ENTERPRISE

1.1 The essence of social planning in the enterprise

The first mention of the term "social planning" is attributed to the 32nd US President Franklin Delano Roosevelt during his reforms in connection with overcoming the consequences of the crisis of the 30s. ...

On the territory of the Russian Federation, the foundations of the theory and practice of planning social processes were first tested in the first years of Soviet power, in the late 1920s. and the first five-year plan, containing a special section "Socio-economic problems", as well as measures for their solution and various social programs (the elimination of illiteracy and homelessness in the country, etc.).

In Russian sociology in the 60s and 70s, Leningrad researchers made a great contribution to the development of problems of social planning: V.M. Elmeev, D.A. Kerimov, B. Ya. Lyashenko, A.S. Pashkov, V.R. Polozov. Their searches in their works were supported by N.A. Aitov, Yu.E. Volkov, V.I. Gerchikov, N.I. Lapin, P.P. Luzan, Yu.L. Neimer, L.A. Oleskevich, J.T. Toshchenko, S.F. Frolov and others.

The literature review revealed the following essential characteristics of social planning:

1) the orientation of planning towards goals arising from objective trends in the organization of people's lives and providing for the satisfaction of current and future needs of people, their coordination with each other and measures to enhance the creative activity of the person himself and the social institutions of society;

2) the use within the framework of social planning of indicators of the effectiveness of achieving the set goal (terms, volumes, levels, rates, proportions, the degree of achievement of the targets)

3) social planning involves the development and research of means to achieve the set development goals in the form of benefits (restrictions) or the creation of conditions for the rational and optimal development of the planned social process;

4) social planning is a continuous process of cognitive and transformative activity.

An essential point in social planning is taking into account the interests of social groups, including the labor collective.

Based on the essential characteristics, we can say that social planning is a scientifically grounded definition of goals, indicators and tasks for the development of social processes and the main means of their implementation in the interests of society, social institutions or enterprises.

In the interests of society, long-term plans are being developed for solving the most significant social problems that determine its viability and sustainability.

In the interests of social institutions at the regional level, social planning is aimed at solving the social problems of the republic, region (region), other regional entity in terms of leveling the levels of social development in the territorial context; regulation of migration flows; rational use of labor resources; development of national relations; distribution and consumption of cultural property.

In the interests of enterprises (work collectives), social planning involves the implementation of a person's awakening to creative work, providing conditions for his work and daily life. At this level, it is envisaged to solve the problems of improving working conditions and maintenance; vocational training; the prestige of the spheres of employment; work and leisure time structures; satisfaction of material and spiritual needs; participation in political and public life.

Forms of social planning at all levels include:

Targeted (direct) planning is the development and substantiation of a system of tasks to achieve a certain level of development of social groups. This concerns rational relationships in the development of social processes, reflecting their real state, trends of change, the level of use of science and technology, the needs of people;

Social (indirect) planning. When planning social processes and phenomena with the help of indirect economic and social levers, the elements of the implementation mechanism are specific conditions, capabilities and needs of the object itself, as well as its elements (constituent parts).

The duality of planning allows us to consider the methods of its implementation as ways of: a) implementation of programs and tasks (planning as an activity); b) their development (planning as a science).

General planning methods are characterized by what objective laws of social development are based on possible ways to achieve goals and objectives, what they are aimed at and in what organizational forms they are embodied.

The leading planning method is the balance method (or a way to ensure links between the needs of a social group and its capabilities with limited resources).

The requirements of the normative method in social planning are the basis for compiling indicators (standards) of social development at various levels of the social organization of society and ensures its scientific character.

The essence of the analytical method in social planning consists in dividing the social process into its component parts and determining the directions for the implementation of the planned program of action.

The essence of the method of variants (variant approximations) is to determine several possible ways of solving social problems in the presence of the most complete and reliable information possible.

The target-oriented (complex) method in social planning is the development of a program, taking into account all the main factors (material, financial, economic and social), with the definition of executors and deadlines.

The problem-target method presupposes the solution of the priority tasks of social development through appropriate programs and development plans.

To assess the compliance of the actual situation with scientifically grounded requirements in social planning, social indicators are used - quantitative and qualitative characteristics of the state, trends and directions of social development:

a) general, when it is necessary to establish the level of development (lag, lead, compliance) of the process under study in a particular society and take measures for the appropriate impact;

b) regulatory, when it is necessary to determine the compliance of the process under study with scientifically substantiated requirements.

Experts argue that social management is effective when several groups of indicators are used:

· Indicators that take into account the experience of planning social development in the form of quantitative characteristics and therefore allow themselves to be projected for the future;

· Indicators for the qualitative characteristics of individual social processes and phenomena;

· Indicators-assessments of the effectiveness of measures taken after the end of the planning period.

Note that the development, substantiation and application of social indicators are aimed at making scientifically grounded management decisions aimed at increasing the efficiency of social planning and its effectiveness in solving both general and specific problems of social development.

Scientifically grounded quantitative and qualitative characteristics of the optimal state of the social process (or one of its sides), obtained on the basis of taking into account objective laws and opportunities for social development, are called social standards. They are aimed at maximum satisfaction of the material and spiritual needs of the individual; have a concrete historical character, i.e. reflect the possibilities and needs of social development at this stage and, accordingly, can change in the future.

In the areas of social development, where the definition of standards is difficult, it is legitimate to introduce into the practice of planning the concept of a social landmark, by which it is necessary to understand the most possible rational value of the development of social processes, based on the existing indicators of the development of similar phenomena

Based on the foregoing, we will draw brief conclusions.

Social planning at an enterprise is a scientifically grounded definition of goals, indicators, tasks (terms, rates, proportions) of the development of the social environment of an organization and the main means of implementing social processes in the interests of the work collective.

The social environment of an organization is a set of factors that determine the quality of the working life of employees: the social infrastructure of the organization, that is, a complex of objects intended for the life support of employees of the organization and their families, to meet social, domestic, cultural and intellectual needs; working conditions and labor protection; social security of employees; socio-psychological climate of the team; material remuneration of labor and family budgets; off-hours and leisure use.

Social planning is carried out in direct or indirect form using scientifically based methods, relying on quantitative (social standards) and qualitative (social benchmarks) characteristics.

Note that in modern conditions, methods associated with the existence of market relations are extremely important, when it is necessary to foresee the social consequences of decisions made, the ability to harmonize the interests of all participants in transformations. For this purpose, social development plans or social programs are being developed.

1.2 Labor collective: essence, functions

social planning workforce

In all economic systems, the main productive force is a person, the personnel of organizations. By his labor, he creates material and spiritual values. The higher the human capital and the potential for its development, the better it works for the benefit of its enterprise. The employees of the enterprise, who are closely related to each other in the process of labor activity, not only create a new product, perform work and provide services, but also form new social and labor relations. In business market relations, social and labor spheres become the main activity of both individual workers and individual professional groups, entire production teams. The combination of personal and production motives of employees' activities is one of the most important tasks of both social planning and, in general, the entire production management.

A psychologically developed team is considered to be such a small group in which a differentiated system of various business and personal relationships has developed, built on a high moral foundation. Such relationships can be called collectivist. A small group, to be called a collective, must meet very high requirements:

· Successfully cope with the tasks assigned to it (to be effective in relation to the main activity for it);

· Have high morals, good human relations;

· Create an opportunity for personal development for each of its members;

· Be capable of creativity, that is, as a group, give people more than give the sum of the same number of individuals working separately.

The group on the way to the team goes through several stages:

1) mutual orientation - this stage consists of self-presentation, observation of each other, attempts to understand for oneself the important properties of partners. This stage is the low efficiency of the group. Activities that shorten this phase - organizing a meeting outlining the purpose of the group and the functions of its members;

2) emotional uplift - determined by the advantage of contacts animated by the novelty of the situation;

3) a decline in psychological contact - arises because people begin joint activities in which not only advantages, but also disadvantages are revealed. Some mutual dissatisfaction is formed;

4) the rise of psychological contact.

So, a collective is a community of people, the basis of the life activity of which is the value-orientational unity of its members, and the main value orientations are socially significant.

The labor collective is the basic unit of society, which unites all employees of an enterprise, institution, organization to achieve a certain specific goal of their joint labor activity.

All work collectives have common properties:

· The presence of a common goal, the unity of interests of the members of the labor collective;

· Organizational structure within the framework of a social institution;

· Social and political significance of the activity;

· Relations of comradely cooperation and mutual assistance;

· Social and psychological community and mutual assistance;

· Manageability;

· The presence of a clearly defined structure of interactions and a certain range of responsibilities, rights and tasks.

The classification of labor collectives can be based on several criteria, in accordance with which they can be subdivided by the following example:

a) by forms of ownership (state, private, etc.);

b) by areas of activity (production and non-production);

c) by the time of existence (temporary and permanent)

d) according to the stage of development (emerging, stability, decaying);

e) by subordination (main, primary, secondary).

Work collectives are called upon to perform the following typical functions:

1. The function of production management is carried out through various formal bodies of collective management, public organizations, special elected and appointed bodies, direct participation of workers in management.

2. Target - production, economic: the release of certain products, ensuring the economic efficiency of activities, etc.

3. Educational-carried out by methods of socio-psychological impact and through the management.

4. The function of stimulating effective labor behavior and responsible attitude to professional duties.

5. The function of team development is the formation of skills and abilities of collective work, improvement of methods of activity.

6. Support function of innovation and election.

From the content point of view, the work collective is defined as a community in which interpersonal relations are mediated by the socially valuable and personally significant content of joint activities. With this understanding of the work collective, its structure always (to varying degrees) contains three main elements: the leadership group, the core, and the peripheral part.

The leadership group is represented by members of the labor collective, who are functionally entrusted with the function of leadership, or a member of the collective who, due to his personal qualities, enjoys authority from most of its other members.

The core is made up of those members of the work collective who have already established themselves in the collective, identified with it, that is, are carriers of collective consciousness, norms and values.

The peripheral part of the structure of the labor collective is formed by those members who have either recently joined the system of collective relations and have not yet identified with it, or are present in the collective only functionally. It is this part of the team that is primarily the object of "manipulation" by the leader.

There are several areas of social development of the team (Fig. 1

1.3 Planning social development in the enterprise

Social processes at the enterprise must be controlled; these goals are served by social planning or planning the social development of labor collectives.

However, it should be noted that the socio-economic instability in society characteristic of Russia in the 90s, the struggle of enterprises for survival in the new market environment pushed the planning of social development at enterprises to the background. However, this does not mean that the need for such work has lost its relevance. Strengthening the stabilization processes in the country will inevitably put the problems of managing social development in a number of priorities. This is evidenced by the experience of the economically developed countries of the world. Therefore, it is advisable to consider the issues of organizing the management of social development at enterprises.

Social planning is a system of methods and means of systematic management of the development of a work collective as a social community, purposeful regulation of social processes and the development of social relations at the collective level.

Social planning at the enterprise should be preceded by a comprehensive sociological study of the labor collective, the purpose of which may be to study the social structure of workers, to identify its weak links and areas of improvement. The issues of people's attitude to work, factors of attractiveness and unattractiveness of labor at the enterprise as a whole and in each of its divisions are subject to study.

Particular attention should be paid to the study of the degree of meaningfulness of work, its conditions and the level of its remuneration, staff turnover, labor discipline, value orientations in the team.

The sociological research ends with the development of scientifically grounded recommendations for changing the social parameters of the work collective, as well as specific proposals for various areas of work in the collective of the enterprise. Such recommendations and suggestions become the basis for social planning for the current period (year) and perspective (3-5 years and more).

A social development plan is a set of scientifically based measures, tasks, indicators for the entire range of social problems, the implementation of which contributes to the most effective functioning of the team. Their focus is not on manufactured products, but on a person as a producer and consumer, as a socially active person.

In planning the social development of labor collectives, the definition of the goals and objectives of the plans being developed is of particular theoretical and practical importance. The direction of theoretical developments and the effectiveness of social planning in practice depend on how clearly the goal and objectives of achieving the goal are formulated. For their correct formation, it is important to take into account the relationship between the social and economic development of the team.

The relationship between social and economic development is manifested in the fact that the achievement of social goals is based on economic growth: the team can set only those social tasks for the solution of which the material base has been created.

Economic development depends on the effective use of social factors, the reorientation of production towards the consumer, the success of overcoming chronic immunity to scientific and technological progress - on the full and comprehensive use of human capabilities.

Labor collectives are called upon to produce material benefits, but this is not an end in itself, but a means of creating favorable conditions for workers for work, study, recreation, development and the best use of their abilities. Consequently, the goal of planning the social development of labor collectives is to maximize the use of opportunities and conditions for the comprehensive development of the social activity of a person's personality.

The achievement of this goal will be facilitated by the solution of the following two groups of tasks:

· Maximum satisfaction of the reasonable needs of team members, increasing the content of work, creating favorable conditions for work, study and recreation, which is the result of the implementation of technological, technical and organizational measures;

· Upbringing of the personality of a member of the team, the formation of his proactive attitude to work, the improvement of relationships in the team.

When developing a plan for the social development of a production team, it is important not only to determine clear parameters: indicators and timing of each event, rates and proportions, but also to provide for restrictions on undesirable trends, to stimulate socially progressive ones. For this purpose, a whole system of levers and incentives is used (the prestige of the profession and place of work, the traditions of the enterprise, etc.).

The most important principles of social development are complexity (planning of diverse social phenomena and processes in their unity) and democratic centralism (combination of centralized management with a local solution to the problems of social development of the collective on a broad democratic basis).

The indicators of social development of labor collectives are determined mainly by the collectives themselves, based on the availability of opportunities in the interests of development and increasing the efficiency of its activities.

At present, such principles as the principle of scientific validity and objectivity, and the principle of concreteness have not lost their relevance.

The social development plan of the labor collective has a directive character, and after approval it becomes mandatory for execution. On the basis of it, the activities of the team are organized to solve the planned social tasks.

The development of a plan for the social development of a team includes four stages.

At the first - preparatory stage, a decision is made on the development of a social development plan, working groups are formed, contracts are concluded with organizations involved in the development of the plan, the structure of the plan is clarified, work schedules are drawn up, a program and research methods are determined based on specific production conditions; forms of working documentation are developed, the content of the work is determined and functions are distributed among the performers (creative teams), instructions are given and the team is informed.

At the second - analytical stage, the degree of fulfillment of the previous plan of social development is determined, the social structure, working conditions, everyday life and rest, the level of wages and other collected materials are compared with the normative data, the achievements of the advanced experience of science and technology, which contributes to the scientific substantiation of the plan. Primary social information is collected, specific sociological research is carried out. The results of the work of this stage (identified general trends, patterns) are drawn up in an analytical note.

At the third - development stage, measures, proposals and recommendations are designed, indicators of the social development of the team are determined, which should be specific and realistically feasible. An initial version (draft) of the plan is drawn up in sections, the economic and social efficiency of the proposed measures is determined. These activities are coordinated with the functional services and transferred to the working group, which forms a consolidated draft plan. The latter is coordinated with the main specialists of the enterprise and the head of the enterprise.

At the fourth - control stage, a system of control over the implementation of the social development plan is developed, which includes the existing system of accounting, control and reporting at the enterprise.

In terms of social development, it is advisable to highlight the following sections and areas of work:

Improving the social structure of the team. This section pays special attention to reducing the proportion or complete elimination of heavy and unhealthy work, to reducing the proportion of low-skilled labor, to increasing the educational and qualification levels of workers, to changing (if necessary) the age and gender structure of the team. The work of women, adolescents, and the elderly is considered separately, with an indication of the structural changes that are advisable to carry out among these categories of workers.

Social factors in the development of production and increasing its economic efficiency. Here, events are planned related to the technical re-equipment of production, with the introduction of new equipment and technology. Among such activities, one can name the design of progressive forms of organization and remuneration of labor, and the reduction of its monotony. The saturation of production with high-performance equipment exacerbates the problem of releasing workers and ensuring the employment of enterprise personnel. It is advisable to use various forms of employment: part-time work, flexible working hours, home-based work for women and pensioners, etc. It is important that the plan reflects the issues of overcoming inflation, raising workers' real wages. In the context of the growth of the technical equipment of the enterprise, in-service training should be supported in every possible way. Measures should also be envisaged to stimulate rationalization and invention.

Improving the working and living conditions of employees. In the plan, it is necessary to highlight areas and divisions with unfavorable working conditions, for which it is necessary to provide for measures to improve the working environment, to replace equipment that is a source of increased harm and danger, or to reliably isolate such equipment. Measures are also envisaged to comply with sanitary and technical norms, labor safety standards, to organize well-equipped change houses, points of eating, washing work clothes, repairing shoes, to deliver products and industrial goods to workers through the order tables, etc. housing, preschool institutions, recreation areas, etc.

Education of labor discipline, development of labor activity and creative initiative. The activities of this section of the plan are developed on the basis of an analysis of the value orientations of workers and should be aimed at stimulating high labor and production discipline, at developing various forms of involving workers in improving production.

In parallel with the plan for the social development of the team, many enterprises developed the so-called social passports of enterprises. It is advisable to use this experience at the present time.

The social passport of an enterprise is a set of indicators reflecting the state and prospects of social development. It characterizes the social structure of the enterprise team, its functions, working conditions, the provision of workers with housing, preschool institutions, social infrastructure units at the enterprise itself. The passport reflects intra-collective relations, social activity of employees and other issues. The data from the social passport is used in the development of the social development plan.

In addition to social development plans, specialized social programs can be developed, such as, for example, "Health", "Women's Labor", "Youth", "Housing", etc.

Planning the social development of labor collectives ensures the growth of social efficiency, which, along with economic efficiency, is the most important prerequisite and condition for the well-being of the enterprise and its employees.

2. ANALYSIS OF SOCIAL PLANNING AND SOCIAL DEVELOPMENT LLC "Ortrans"

2.1 General characteristics of ORtrans LLC

LLC "ORtrans" was established on October 16, 2000 in accordance with Russian legislation. Individuals became its founders.

This limited liability company is located at the address: Orenburg, 460021, st. Piketnaya, 73 a

According to the Charter, the Company carries out transportation of goods by road transport, transportation of passengers, transportation of oversized cargo.

To achieve the goals of its activities, LLC ORtrans has built a linear-functional control system with block differentiation of functional links, when links of a functional-linear type are introduced (deputy heads for a range of functions) and differentiation of functional links is carried out in these blocks. The peculiarity of such an organizational structure of management is in the differentiation of links between linear and functional subordination, which makes the system adaptive to environmental changes, flexible in using the potential of professionalism and in the temporary organization of its functioning.

According to the financial statements as of 05.01.2010, the average number of employees of LLC ORtrans was 274 people, the volume of trade in 2009 was 104,242 thousand rubles, the average annual cost of fixed assets was 40011.5 thousand rubles. Based on the above data, ORtrans LLC is a medium-sized entrepreneurial firm.

The analysis of the economic activity of the studied company is carried out on the basis of the indicators of the annual accounting (financial) statements for 2008-2009.

The analysis will begin with an analysis of the enterprise's labor force in 2007-2009. (tab. 1)

Table 1 Composition and structure of employees of the enterprise by categories of LLC "ORtrans"

	Average annual number, people	Changes in the structure of 2009 by 2007 (+, -)


Main production workers working permanent employees of which: leaders specialists
Service workers working permanent employees of which: leaders specialists

So, in the structure of employees of the enterprise by categories of LLC "ORtrans" for the period under study, the share of employees engaged in the main production increased by 1.20% due to the opening of an international direction of cargo transportation. The share of workers employed in service services, respectively, decreased by 1.20%, despite the fact that in absolute terms the share of permanent workers increased by 5 people, and office workers - by 3.

In order to give a more complete economic description of the organization's activities, we will analyze the composition and structure of the fixed assets of LLC ORtrans (Table 2).

Table 2 Composition and structure of fixed assets of ORtrans LLC

Types of fixed assets	Amount at the end of the year, thousand rubles	Structure%	Structural changes


Machinery and equipment
Vehicles
Production and household inventory
Other types of fixed assets
Land plots and natural resources

In the structure of fixed assets, machinery and equipment have a predominant share - more than 50% throughout the entire period, but it tends to decrease, so in 2007 their share was 66.96%, then in 2009 - 52.29% , which is 14.67% lower. Also, land plots and natural resources have a high share and their share is increasing, so in 2007 they occupied 22.43% in the structure of fixed assets, then in 2009 - already 44.19%, which is 21.76% higher. For the rest of the groups, the share in the structure is insignificant (less than three percent) and, moreover, tends to decrease.

2.2 Assessment of the state of social development of the team of LLC "ORtrans"

The social development of a team is a multifaceted concept that includes a number of indicators characterizing the conditions, nature and content of work; team structure; labor incentives; satisfaction of the social, physical and spiritual needs of workers, the moral and psychological climate in the team, social activity, etc. In our opinion, for a complete and reliable assessment of the level of social development of the team, it is necessary to determine indicators that would allow to unambiguously assess the level of social development of the team of the enterprise.

The analysis of existing research in this direction, carried out by E.N. Such a wide variety of indicators leads to significant difficulties in assessing the social development of the enterprise team. Therefore, based on the research of E. N. Pshenichnaya, we systematized these indicators and identified seven groups on the basis of homogeneity: 1) the conditions, nature and content of labor; 2) the structure of the team; 3) incentives to work; 4) satisfaction of social and household needs; 5) satisfaction of physical and spiritual needs; 6) the moral and psychological climate in the team; 7) social activity. At the same time, we took into account the nature of the influence of each of them on the level of social development of the enterprise collective. The indicators that stimulate the social development of the collective of the enterprise, and the indicators that inhibit this process, include the indicators presented in Table 3.

Table 3

The system of indicators of the social development of the team

	Indicators
	stimulating the social development of the enterprise team	inhibiting social team development

Indicators characterizing character and workers	1.1. Provision of overalls, footwear and other personal protective equipment 1.2. Undergoing medical examinations, examinations of employees, especially those employees who are responsible for traffic safety	1.1 Frequency of casualties 1.2 Degree of severity accidents 1.3. The proportion of employees employed
	1.3. The amount of payments, benefits and compensations for unfavorable working conditions in relation to the average wage per employee 1.4. Degree of compliance of sanitary and hygienic working conditions with the applicable standards 1.5. The share of workers working in comfortable conditions of air, temperature and other environments 1.6. Share of employees working on flexible working hours 1.7. The proportion of workers involved in production competitions 1.8. The proportion of workers combining professions	on hard and harmful work
2. Indicators characterizing structure collective	2.1. Skill level (average category of workers) 2.2. Skill level of management and employees 2.3. Frame stability level 2.4. Share of workers with secondary education 2.2. Share of employees with higher education 2.6. The proportion of employees who have passed the professional education 2.7. Composition of employees by age	2.1 Employee turnover rate
3. Indicators characterizing labor incentives	3.1. The amount of bonuses in relation to the average salary, attributable to one employee of the enterprise 3.2. The proportion of employees who received material remuneration for their work 3.3. The proportion of employees who received moral compensation for their work 3.4. Share of retirees who received one-time assistance upon retirement 3.5. The proportion of employees involved in management production 3.6. The ratio of excess of the real wages of one employee
	enterprises over par 3.7. Pension Supplement Ratio for Employed Pensioners
4. Satisfaction social workers' needs	4.1. Provision of employees of the enterprise with living space 4.2. Provision of transportation to the place of work with specially designated buses 4.3. Ratio of provision with vouchers 4.4. Power supply ratio 4.5. Utility Compensation Ratio 4.6. Compensation coefficient for the rise in the subsistence level	4.1. Specific gravity time spent by workers on the way to and from work in the total duration of work time
5. Satisfaction physical and spiritual workers' needs	5.1. The proportion of employees participating in sports competitions 5.2. The proportion of workers using the library funds in the total headcount 5.3. The proportion of employees who visit cultural institutions at least once a month 5.4. The proportion of workers visiting cultural institutions at least once every six months 5.5. Provision of the team with sports sections 5.6. Provision of amateur art circles for employees of the enterprise	5.1. Disease frequency 5.2. Morbidity rate 5.3. Share of smokers in the total headcount
6. Moral psychological collective	6.1. The degree of satisfaction with the relationship in the team 6.2. Satisfaction with the relationship with management 6.5. The proportion of conflict situations overcome 6.6. The level of the moral and psychological climate in the team	6.1. Level of complaints received from employees 6.2. Absenteeism rate (absenteeism rate) 6.3. Coefficient the intensity of absenteeism 6.4. Coefficient
7 social activity workers	7.1. The proportion of employees, members of creative and amateur groups 7.2. The proportion of workers participating in the public 7.3. The degree of awareness of the affairs of the team 7.4. The share of innovators and inventors among employees of the enterprise

As a method of obtaining information, we have chosen a combined source of information:

Documented and calculated (using calculations of special coefficients and the proportion of some indicators): the necessary information is taken from the corresponding standard forms for registering statistical data, financial statements, personnel documentation, standards;

Survey and descriptive (qualitative information about the level of social development of the company): the necessary information was obtained using a questionnaire specially developed by us during the study. This questionnaire allows using a survey of managers and employees of LLC "ORtrans" to identify their attitude to the state of social problems in the team to calculate the proportion of certain categories of employees. In order to determine the level of social development of LLC "Ortrans", we will start with an assessment of the personnel of LLC "ORtrans" with their division by sex and age according to the accounting data of the personnel department (Table 4).

Table 4 Demographic structure of the staff of ORtrans LLC

Employees
	in% to the total	in% to the total	in% to the total	in% to the total	45 years and above	in% to the total

Sociological studies confirm that a same-sex team is less effective than a heterosexual: in the studied organization, only 10.64% of women are accountants, economists and dispatchers, the rest are men. At the same time, the largest share belongs to young specialists (6.38%) and women of pre-retirement age (3.83%), which negatively affects the socio-psychological climate of the team.

The combination of age groups is also of great importance. The prevalence of older people (39.15%) is characterized by high labor discipline, but at the same time, elements of conservatism increase when innovations are introduced, the level of losses of working time increases due to the increased morbidity of workers, there is a threat of retirement, etc. The predominance of young people is also distinguished by specific manifestations (19.57%) - a faster reaction to innovations, but at the same time, due to their youth, such employees easily relate to changing environments and look for ways to realize their career ambitions, and also do not have sufficient professional experience.

In LLC "ORtrans" the number of male employees with working age of 35-45 years and 25-35 years - 29.79% and 11.49%, respectively. Such employees are valuable because they have not only academic knowledge, but professional experience and practical knowledge. At the same time, they require increased material motivation due to family and personal circumstances. The analysis of the demographic structure of the ORtrans LLC team showed that during its formation “psychological mistakes” were made, which lead to conflict situations in the team, disunity of interests of its members, which in turn leads to the loss of: the ability to act in concert; initiative and independence of group members; desire for cooperation, etc. This conclusion is confirmed by the answers from the questionnaire. So to the question “Are you satisfied with the relations in the team 75% of employees answered“ No ”, to the question“ Are you satisfied with the relationship with the management ”- 64% of employees. To the question "Do you consider the level of the moral and psychological climate in the team to be high?" 72% of employees answered negatively. At the same time, the highest percentage of dissatisfaction was found among employees. The factor of education is of no small importance for the analysis of the social development of the collective. The general indicator of the educational level is the proportion of the total number of personnel of those who have higher and secondary vocational education.

This indicator is also interesting for groups - managers, specialists, workers. The content of the activities of employees of these categories should be taken into account. For example, science requires a high educational level. The less meaningful the sphere of work (for example, a loader, a cleaning lady), the more preferable is the low level of education of workers. Employees with a high educational status also have a higher level of aspirations, and this leads to dissatisfaction and a decrease in motivation when they are employed with meaningless, from an intellectual point of view, work. The analysis of the structure of the team of LLC "ORtrans" depending on the educational level according to the accounting data of the personnel department is presented in table 5.

Table 5. The structure of the team of LLC "ORtrans" depending on the educational level

Employees	Education
	in% to the total	in% to the total	special	in% to the total	Incomplete higher	in% to the total	to general it

The analysis showed that among the employees a large share is occupied by employees with higher education - 62.13% and with secondary specialized education - 25.53%. The number of employees with incomplete higher education is slightly less - 11.06%. The smallest share belongs to employees with secondary education - 1.28%. Moreover, 7.66% of 10.64% of women have higher education and 1.28% have incomplete higher education; among men, 54.47 out of 89.36% have higher education, and 9.79% have incomplete higher education.

For professional activity, higher education is the most preferable, but here it must be borne in mind that a person with higher education has higher life aspirations, a desire for career growth in accordance with their education, high ambitions, etc. It is more difficult to motivate such people for non-intellectual work. The specifics of the activities of ORtrans LLC allows the use of specialists with secondary specialized education, both in the main and in the service industry, which was not used by the management of ORtrans LLC. In my opinion, the prevalence of employees with higher education negatively affects the social development of the team, since the dissatisfaction of professional ambitions leads to dissatisfaction with their activities, to social tension, which, accordingly, is a prerequisite for an increase in staff turnover.

An analysis of the results of the survey confirmed our conclusions: for example, people with higher and incomplete higher education (69%) marked almost all working conditions at the workplace with a minus sign, with secondary vocational education - only 1% noted all conditions with a minus sign ”, And 2% - one or two factors.

Also, it was employees with higher education who rated the category of the severity of their work at the third and fourth levels, and the workload as overestimated and excessively overestimated, while employees with secondary and secondary vocational education tended to believe that their work in the category belongs to mainly to the first and to the second group, the workload is normal. It should also be noted that among the respondents who rated relations in the team and with the management as unsatisfactory, the proportion of employees with higher education is higher. To assess the social development of a team, one of the most important criteria is staff turnover, which assesses the quality of all aspects of work with personnel. Staff turnover is understood as the dismissal of employees of their own free will, that is, this does not include layoffs for staff reductions, in connection with retirement or conscription into the Armed Forces. Table 6 presents an analysis of the turnover of personnel according to the accounting data of the personnel department for 2007-2009.

Table 6

Personnel turnover of LLC ORtrans for the period 2007-2009

Retired employees
	in% to the total	in% to the total	in% to the total	in% to the total	45 years and above	in% to the total


secondary special
incomplete higher



secondary special
incomplete higher

For the period 2007-2009 resigned from ORtrans LLC of her own free will 46 s ...

Course project

in the discipline "Management of social development of the organization"

Explanatory note

DM M311.12.00.00.00 PZ

Head Developed

lecturer student gr. ________

________________ __________________

(signature) (signature)

_____________ __________

(check date) (date of submission for verification)

Brief review:

____________________________________________________________________

_________________________________

( entry for admission to protection)

________________________________ _________________________________

(assessment based on the results of the defense) (signatures of teachers)

Federal Agency for Railway Transport

Siberian State Transport University

Department of Social Psychology of Management

student _______________________. Group (code) ______________. Option No. ______.

Initial data common to all options:

Initial data determined (selected) by the option number:

Theoretical part

The essence of social planning.

Social planning levels

Forms of social planning

Social planning methods

Indicators and criteria of social development

The structure of the social development plan of the team

Sociological service as a subject of planning

Tasks and structure of management of social development of the organization

The main functions of the social service

Resources and reserves of social planning

Technical and economic characteristics of the enterprise

Content, volume, labor intensity and schedule of implementation

Title of document and section	Roughly		niya (weeks)
Title of document and section	quantity pages of the note, drawings	execution bone in hours	niya (weeks)
1. Selection of literature, drawing up a plan
2. Theoretical section
3. Development of draft documents on the social development of the organization
4. Introduction, conclusion
5. Project design
Total labor intensity

Terms of delivery for verification: December 18-23, 2006 ... Terms of protection: December 25 - 29, 2006

Main literature:

1. Volchkova L.G. Social and economic development planning. SPb. 1999-60s.

2. Vorozheikin I.E. Management of social development of the organization: Textbook.- M.: INFRA-M., 2001-176 p.

3.Kurbatov V.I., Kurbatova O.V. Social design: uch. Allowance. - Rostov on Don, 2001, 416 p.

Introduction ……………………………………………………………………………………… 5

1.Theoretical foundations of social planning

1.1. The essence of social planning ………………………………………………… .7

1.1.1. Levels of social planning …………………………………………. ………… ... 7

1.1.2. Forms of social planning ……………………………. ……………………… .9

1.1.3. Social planning methods ………………………………………………… 11

1.1.4. Indicators and criteria of social development ……………. ……………………… ... 14

1.2. The structure of the social development plan of the team ..................... 16

1.3. Sociological service as a subject of planning ………………… .. ………………… ..24

1.3.1. Tasks and structure of management of social development of the organization …………… ..24

1.3.2. The main functions of the social service …………………………………………….… .33

1.4. Resources and reserves of social planning ……………………………………….… .41

2.Practical part

2.1. Technical and economic characteristics of the enterprise …………………………………………… 45

2.2. Staffing of the enterprise …………………………………………………………… ..49

2.3. The structure of the social development plan …………………………………………………………… 51

Conclusion …………………………………………………………………………………………… .59

References …………………………………………………………………………………… 61

Introduction

The issue of planning the social development of an organization in modern society and specifically in organizations plays a huge role. Social planning implies the timely identification of problems in the development of the social structure, assessment of the main indicators of its state, collection of information, determination of the actual state of affairs, prioritization of the solution of social problems, that is, determination of the goals and objectives of the plan, development of the draft plan, as well as the determination of resources for it. execution. Social planning is necessary in every organization for the effective functioning of the processes of the social sphere.

The object of my research is social development. Then the subject of research was the planning of social development.

When conducting the research, I set myself the goal of identifying the main features of social development planning that need to be taken into account when developing a plan.

In the process of research, in order to achieve this goal, I performed the following tasks:

1) study the theoretical foundations of social planning;

2) conduct a comparative analysis of performance indicators and real state;

4) study the structure of the organization's social passport;

5) conducting practical research on the example of an existing specific organization (to draw up a plan for the social development of the team).

In the first part of my coursework, I looked at the theoretical foundations and principles of social planning. It also describes the essence and problems of the theory and practice of social planning.

The second part describes a practical study on a chosen topic, using the example of a branch organization of the departmental security of the Krasnoyarsk Railroad. After analyzing the enterprise according to the points of the social passport, we have developed a plan for the social development of this enterprise. Based on the information provided in the form of graphs and tables, we also made conclusions and forecasts for the development of the organization's labor potential.

1. Theoretical foundations of social planning.

1. 1. The essence of social planning.

The development of society should not be spontaneous and unpredictable. Historical practice suggests that society can then purposefully change when it plans its change systematically, on the basis of scientific data. This suggests that the optimal scientific management of social life requires considering social planning as a unity of cognitive and social transformative activity, as well as seeing its specificity in all spheres of social life - economy, social sphere, politics, spiritual life, etc.

Social planning is a scientifically grounded definition of goals, indicators, tasks (terms, rates, proportions) of the development of social processes and the main means of their implementation in the interests of the entire population.

1.1.1. Social planning levels

It is customary to distinguish between levels of social planning in connection with the level of social organization at which this or that social change or social transformation is carried out.

The first level of planning is planning the social development of labor collectives. Different types of production teams assume different methods when planning their development. The accumulated experience shows that at the level of the labor collective, the plans that were based on the following principles turned out to be the most effective.

Principle 1. What and to what extent an employee is able to do for the successful development of production and how he himself will change under the influence of scientific, technical and social progress.

Principle 2 . The effectiveness of social development plans depends on the conditions that the collective can create for a person, the specific benefits that he can receive in the process of distributing material and spiritual benefits. The essence of the issue is to ensure the unity of efforts made by the state to improve the living standards of workers and the opportunities that a particular production or region has at its disposal. The most important aspect of the implementation of this principle is the improvement of material and moral incentives. In recent years, many proposals have been made and a number of experiments have been carried out to increase people's interest in the final results of labor.

Principle 3. The processes of human interaction with a production organization, city or region (and, consequently, with the whole society) should not proceed spontaneously, accidentally, spontaneously, but should be an expression of conscious activity, the participation of members of labor collectives in the management of these processes.

At the regional level, social planning is a special form of targeted regulation of social processes at the level of the republic, region (region), economic region and other administrative units. To solve the problems of the effective functioning of the entire social organism, the equalization of the levels of social development in the territorial context and especially the regulation of migration flows, the rational use of labor resources, the development of national relations, the distribution and consumption of cultural values are of great importance. Experience has shown that the main target for regional social planning is the creation of favorable conditions for working and everyday life.

Planning at the level of economic regions must take into account that each of the social processes - the development of a nation, an increase in the standard of living of peoples, migration of the population, improvement of the education system - requires finding what characterizes its essence and specificity in a given region. In addition, when studying the social process, it is clarified what distinguishes it from similar processes in other regions of the country. One of the main conditions is the optimal combination of sectoral and regional planning in the interests of the effective functioning of society. A feature of regional planning for economic regions is also the observance of the principle of consistency, determined by a set of indicators. In addition, the problems facing the republic or the region do not always coincide in their relevance with the national ones.

1.1.2. Forms of social planning

The forms of social planning differ, first of all, as follows: firstly, by targeted planning, and secondly, by planning with the help of indirect (economic and social) levers.

Specific, or, as it is now customary to say, targeted planning, includes the development and justification of a system of tasks, which is brought to the attention of various government or public organizations. At this level, tasks are set upon reaching a certain level of social development. It is important that, first of all, it concerns the rational ratio, proportions in the development of social processes. Such ratios reflect the real state of society, trends in its progress, the level of achievements in science and technology, the needs of people.

At its core, social planning is associated with the determination of the time required to complete the task. Obviously, the more complex the goal, the more time is required not only for a comprehensive scientific justification of the decision made, but also for its implementation. The time extent of the planning period cannot be set a priori and must be built on the basis of the unity of qualitative and quantitative indicators. It should be noted that the experience of targeted planning largely discredited itself, for it gave scope to command methods, ignoring the scientific foundations for determining the guidelines for social development and change.

When planning social processes using indirect levers, specific conditions, opportunities and needs are studied in detail. At the next stage, it is determined which elements, components do not lend themselves to state and public regulation. With regard to them, the task is to quantify and predict them for making appropriate decisions in order to weaken or neutralize negative consequences and negative results.

In reality, the planning process itself also identifies those variables that can be influenced and which, in fact, are the objects of social planning and regulation. In order to minimize the amount of labor costs that do not require qualifications or hard physical labor, in addition to planning technical progress, it is necessary to regulate the growth of workers' qualifications. The plans to raise their professional level presuppose, first of all, the elimination of certain types of labor. Then they should reflect the change in the content of the work of many professions. And finally, and this is especially important, many of the specialties are to be preserved only as a stage in a person's labor activity.

Many social processes are characterized by the fact that they have limited conditions in their development. Planning for these conditions is necessary to define the area of freedom. This is due to the fact that social planning, on the one hand, relies on the availability of material, financial, labor resources. But, on the other hand, any social process is interconnected with other phenomena, and therefore one cannot ignore the impact of the measures taken on adjacent areas of social development.

It is very important in social planning to take into account the interests of specific social groups. When solving economic problems, the interests of the entire people and individual social groups basically coincide, but this cannot be said about other spheres of public life. So, the goal in the field of production is the minimum cost in the implementation of the task. To achieve the minimization of costs when planning social processes means deliberately to infringe on the interests of some social groups. The maximum social result is not always achieved by minimizing costs. And this is one of the most important goals of social planning.

It should be noted that these two forms of planning do not exist in their pure form. However, planning by means of indirect levers has gained particular relevance in connection with the implementation of economic reform in the country.

1.3. Social planning methods

Planning methods are determined by those specific tasks that are posed in the development of social relations and social structures. General planning methods are characterized by what objective laws of the development of society are based on possible ways of achieving goals, what they are aimed at and in what organizational forms they are embodied.

The scientific nature and validity of social planning largely depends on the use of the normative method. The requirements of this method serve as the basis for compiling indicators of social development at various levels of the social organization of society. It is the standards that make it possible to carry out calculations and substantiate the reality of planned targets, to determine guidelines for the development of many social processes and relations.

Let's highlight some generally applicable methods of social planning that allow planning at various levels.

a. Analytical method of social planning.

b. A comprehensive method of social planning.

An integrated method is the development of a program, taking into account all the main factors: material, financial and labor resources, performers, deadlines. Its application presupposes the observance of the following requirements: determination of the rates and proportions of the development of the social process, its statistical and dynamic models and the development of the main indicators of the plan.

In social planning, all dashes began to apply the problem-target method , which is usually associated with the solution of urgent key tasks of social spill, regardless of their departmental affiliation.

The social experiment is widely recognized , during which the mechanism of action of objective laws and the features of their manifestation on the basis of one or several social institutions are clarified. The findings help to correct the course of development of the planned process, to check in practice the predicted provisions and conclusions.

v. Economic and mathematical methods.

The name of the group of these methods is rather arbitrary. In fact, we are talking about a number of different analyzes when using the planning methods already listed above. Mathematical methods do not cancel social analysis, but rely on it and, in turn, influence its further improvement.

At present, quantitative analysis relies on methods such as linear programming, modeling, multivariate analysis, game theory, etc. But all these formal logical quantitative procedures are assigned the role of a specific tool necessary for solving various problems.

In planning theory and methodology, it is important to be able to apply quantitative characteristics. Quantitative analysis must always be compared with common sense so that quantitative characteristics are not absolutized. Thus, quantitative analysis and economic and mathematical tools play an important, but not self-sufficient role in planning. They need constant development and improvement, constant correlation of their results with the social goals of society.

1.4. Indicators and criteria of social development

The quantitative and qualitative characteristics of the level of development, state, trends and directions of social dynamics, used in planning to assess the compliance of the actual situation with scientifically grounded requirements, are called social indicators. In the most complete form, indicators of all spheres of public life, primarily scientific, technical and economic development, are determined and calculated on the basis of statistical data. To identify all the main parameters of social processes, special studies are carried out to assess their state at the level of society, region or sectors of the national economy.

When identifying the level of development, two more important indicators are used: a) general, according to which it is possible to establish whether the process and phenomenon under study in a given republic, region, city, district is lagging behind, ahead or at its level, after which measures are taken to increase or stagnate the impact ; b) normative, on the basis of which compliance with scientifically grounded requirements is also determined. These indicators may not coincide with those existing in the country and in the region, but they characterize the degree of development or perfection of this phenomenon. Sometimes the actual indicators of social development of similar objects are taken for comparison. The use and comparison of indicators makes it possible to determine the place of the studied process or phenomenon within the framework of the whole society.

Social indicators of development also characterize the objectively emerging directions of development and indicate favorable trends or, conversely, the action of negative factors. In this regard, it is very important to use development indicators for a five-year, ten-year or longer period, by which it is possible to establish the degree of achievement of the set as a whole, the possibility of their clarification based on a specific situation. Based on the characteristics of the state and the definition of development problems, measures are developed to stimulate the processes in which society is interested, and at the same time to limit the phenomena that are the subject of concern, or to stabilize conditions that, in general, may correspond to urgent social needs.

In the quantitative and qualitative analysis of the spheres of public life, indicators are used that can be measured and which can be quantitatively and qualitatively interpreted. Much attention is paid to the infrastructure (material base) of social development, which is calculated for 10 thousand people or for the number of settlements (in rural areas). A similar technique is used to calculate another type of indicators - staffing.

It is obvious that the development, substantiation and application of social indicators are aimed at adopting scientifically grounded management conclusions aimed at increasing the efficiency of social planning and its effectiveness in solving both general and specific problems of social development.

1.2. The structure of the social development plan of the team

When developing social sections of plans, the focus is on improving working conditions for all categories of personnel, creating social services directly at work, developing social infrastructure and providing conditions for a healthy life, rest, not only for employees, but also for their families.

The labor collective undertakes to contribute to the strengthening of the family, to create favorable conditions for women, allowing them to successfully combine motherhood with participation in work and social life, to take care of war and labor veterans, retirees and children, allocating their own earned funds for this.

Such important issues as training and retraining of personnel, raising their professional qualifications, and involving all working people, and especially young people, in an active social life are not left unattended.

The area of social planning includes the effective use of free time by members of the work collective, the development of each employee as an individual, the creation of a normal moral and psychological climate in all areas of production, the implementation of communist education and spiritual progress in the work collective, the formation of a healthy lifestyle.

The fundamental principles of planning were formulated by V.I. Lenin. The most important of them are the interconnectedness and consistency of plans, their scientific validity, a combination of long-term and current planning, comprehensive accounting and control over the implementation of plans. All these principles are used in social planning.

The comprehensive dynamic interdependence of technical, economic, and social factors, the interconnection of interests and needs of an individual, groups, collectives, and society as a whole predetermine the complex nature of social planning.

An integrated approach allows you to link the social development of the team with the general socio-economic development of the region and the industry, to accurately determine its role in the joint actions of enterprises, industries and local Councils of People's Deputies aimed at achieving social progress. This makes it possible to avoid the dispersion of material, financial and other resources; to solve more successfully the issues of raising the qualifications of workers, their redistribution according to the spheres of employment, provision of housing, transport, trade, consumer and cultural services, organization of leisure and recreation.

Among the important features of social planning, it is necessary to highlight its optimality. From the variety of options for the planned solution of social problems, an option should always be chosen that, given the available opportunities and resources, allows to the greatest extent and in the shortest possible time to satisfy the needs of workers.

The practical significance of social planning is realized only subject to the observance of the specificity and targeting of its content. In many industries and enterprises, methodological recommendations for social planning have been developed, which are very diverse and differ significantly from each other in content and methodological approach.

Based on the generalization of the experience of drawing up plans for social development, Profizdat issued guidelines for planning the social development of the collective of a production association (enterprise). They are approximate and can be used as a supplement to the standard methodology for developing a five-year plan for the economic and social development of an association (enterprise), taking into account the needs and capabilities of specific work collectives.

The methodological recommendations reveal the essence of the social development of the collective of the enterprise, the methodology of social planning is given, the issues of organizing the development and implementation of the plan for the social development of the collective are considered.

Appendices to these guidelines are of particular interest. In particular, the five-year plans propose to significantly expand the number of basic indicators of the social development of production association collectives. In the appendix, the social infrastructure of the enterprise is comprehensively considered, specific indicators and units of measurement are given. Also attached is a program and tools for basic and local sociological research. The guidelines reveal the content of individual target programs, the technology for their development. The list of social standards for all sections of the plan proposed in the guidelines is of great importance for the practice of social planning.

These guidelines contain a large set of indicators that can be successfully used in determining the ways of social development of a particular team. At the same time, many issues, including those arising from the Law on State Enterprise (Association), remained unsolved or even dropped out of sight of the compilers of the recommendations.

This necessitates further work to improve the structure and content of the enterprise's social development plan. The content and indicators of this plan should more fully reflect social changes in the team, be more closely linked to the plans of other enterprises located in the same region.

When developing a social development plan, it is necessary to rely on the initial information and target programs for solving individual issues of social, technical and economic development of the enterprise.

The social development plan of the enterprise team is an interconnected set of indicators characterizing a scientifically grounded system of measures provided with the necessary resources aimed at the all-round development of all team members based on the implementation of progressive changes in the social composition of the workers, improving the living conditions, the formation and fullest satisfaction of the material and spiritual needs of the members collective. Social planning practice recommends the following structural elements of the plan:

1. Planning the improvement of the social structure of the production team... The content of this section is developed in close connection with the plan for labor and personnel, as well as with the plan for technical development and labor organization. Particular attention is paid to changes in the number and structure of workers due to mechanization and informatics of production processes, improvement of the organization of production and labor. The share of unskilled labor in the total volume of labor costs and the reduction in the number of employees employed in jobs with harmful working conditions are taken into account. The improvement of the social and qualification sphere of the production team is revealed as numerous indicators characterizing the number and social composition of workers, the level of education and qualifications.

2. Planning for the improvement of working conditions and safety, health promotion of workers... The choice of the priority area and the sequence of measures to improve labor conditions and safety, and to improve the health of workers depends on the specifics of production. For the analysis and development of the plan, general, technical, sanitary and hygienic, psychophysiological indicators, as well as indicators of labor safety conditions and prevention of accidents and possible occupational diseases are widely used.

3. Planning for the improvement of housing and social and cultural conditions of workers and their families.

4. Planning educational work in a team and increasing the labor and social activity of workers... The development of this section of the social development plan should be aimed at ensuring close unity of all types of educational work (ideological and political, labor, economic, moral, legal, aesthetic, physical education) in order to achieve an increase in the social activity of workers, improve social relations in the work collective. It is advisable to plan educational work in stages:

Analysis of her condition

Identification of trends and problems of its development

Determination of ways (forms, methods) for the implementation of educational work

The main sources for the analysis of educational work are data from the administration of public organizations, the results of sociological and other special studies.

The social development plan is the main means of managing social processes at the enterprise. Opportunities to meet the needs of the collective and in social benefits are determined by the final results of the enterprise, the self-supporting income of the collective. Therefore, the development of a social development plan is the business of the entire team.

The main divisions responsible for the development of the social development plan at the enterprise are the planning and economic department and the social development service, coordinating the activities of all divisions of the enterprise in drawing up five-year and annual plans.

Scientifically grounded determination of social priorities, that is, those social tasks that need to be solved in the collective of the enterprise in the first place, is of great importance in the development of plans for social development. The identification of social priorities is based on the analysis and forecast of the social and economic situation at the enterprise, taking into account the interests and needs of various social groups of workers and the collective as a whole.

The development of a social development plan provides for:

· Analysis of the socio-economic situation at the enterprise;

Prioritizing solutions to social

· Execution of assignments for the development of activities, design of the creation of appropriate social and cultural facilities;

· Discussion of the draft social development plan;

· Allocation of the necessary financial resources for implementation.

The system for monitoring the implementation of the social development plan mainly includes established accounting, reporting, and organization of analysis and control.

The development of scientifically based social standards is of great importance for improving social planning.

Social standards - the requirements of society (industry, region, team) to a certain side (direction) to the activities of the production team. They are expressed in concrete terms of social indicators and fix the state (statics) or the rate of development (dynamics) of any aspect of the life of the collective, which are necessary for its normal functioning and progressive development.

Social standards in social planning and management should perform the day the main functions:

1) planning tool, that is, they serve as a justification
check figures and targets for various
directions and indicators of social development of collectives.

Social standards ensure the mutual coordination of social programs and plans of various levels: the industry and its sub-sectors, associations and enterprises, the city and the enterprise, the enterprise and its subdivisions. One of the channels for such coordination is the specification of the standards established for a social object of a higher level, by facilities of a lower level;

2) basis for analysis to evaluate dynamics
changes social object, compare different objects with each other.

In contrast to economic planning, where the application of the normative approach is based on developed theory and rich practice, in social planning there is substantial experience in the design and use of only sanitary and hygienic standards, as well as standards for such indicators as the provision of housing, childcare facilities, services in the sphere health care, production facilities, household premises, etc. Specific standards for improving general and special education, the development of spiritual and physical culture, creative, labor and social activity, optimization of staff turnover, and some others began to be determined only in recent years ..

The development and use of social norms in the planning and management of social objects represent a deeper and more concrete level of social planning. Only with their help it is possible to carry out in this area a real transition from practice based on the results achieved in the past, to truly targeted planning, taking into account long-term tasks and the actually achieved level of social development, to turn it from an initiative activity of individual collectives into a systematic nationwide activity within the framework of a comprehensive economic and social planning. Social standards should become a criterion for assessing the achieved level of development of the social sphere and an important tool for allocating resources between these sectors and regions, based on social priorities.

1. 3. Sociological service as a subject of planning

1.3.1. Tasks and structure of management of social development of the organization

Management of the social development of an organization, as emphasized in the first chapter, is a specific type of management and, at the same time, an integral part of personnel management, has its own area of manifestation and its own object of managerial influence. As already mentioned, social management provides for the creation of favorable working and rest conditions for employees of the organization, remuneration and social protection of personnel, maintaining an optimal moral and psychological atmosphere in the team, ensuring social partnership and business cooperation. He possesses the appropriate forms and methods, techniques, methods and rules that allow solving social problems on the basis of a predominantly scientific approach to the regulation of social processes in an organization.

The subject of social management is management units and a circle of officials designed to deal with issues of social development of the organization and social services to its personnel, endowed with appropriate powers and bearing a certain responsibility for solving social problems. The presence of a social service in an organization is all the more necessary because the changes in the life of society caused by the acceleration of scientific, technical and social progress, lead to an increase in the role of the human factor in labor activity and the importance of the personal qualities of workers, increase the need for social partnership.

In fact, at every large enterprise in foreign countries, especially those that follow the social orientation of the national economy, the management of social processes is separate and specialized. There are management levels that are involved in working with personnel (human resources), regulating social and labor relations and relations with trade unions, providing social services to personnel, and spending funds for charitable purposes.

In the Russian Federation, until recently, at most enterprises, along with the indispensable departments of personnel, labor and salaries, there were management services that dealt with issues of safety, health care, housing and communal services, work supplies, the provision of consumer services, organization of competition, etc. ... With the implementation of measures aimed at the transition from a planned, super-centralized management to a socially oriented market economy, the purpose, formation and practical activities of these and other social services have changed markedly.

In the new conditions, the functioning of such services is determined, on the one hand, by the form of ownership, scale, industry affiliation and location of the organization, and on the other hand, by the quantitative and qualitative characteristics of its personnel, the increased responsibility of entrepreneurs and managers of any level for the complicated solution as production and economic, and social tasks. When defining social services, the socio-economic consequences of the privatization of the former state property must now be taken into account; changes of a fundamental nature in the system of remuneration of labor, dictated by the establishment of market relations by the commercialization of the provision of an increasing range of social services; reforming various types of social insurance and social assistance; the withering away of a number of former social functions of trade unions. We have to take into account the fact that the real concern for the social sphere is increasingly being shifted to non-state, primarily municipal, bodies and organizations themselves.

Depending on the specific situation, the management of social development is carried out either by the directorate of the organization itself, or by specially authorized persons, or autonomous units, which are elements of the structure of personnel management, social services. The typical version of the organized structure provides for the position of the Deputy Director for Personnel with subordination of subdivisions (departments, sectors or groups) and individual specialists in charge, in particular, of

dew regulation of labor relations, safety and labor protection, labor motivation, social protection, the functioning of social infrastructure facilities.

If an organization has an extensive network of its own social infrastructure, it is managed, as a rule, separately. In this case, a variant of the structure is possible, providing for the position of the deputy director for social and domestic issues with giving him subordination of management links and officials in charge of housing and communal services, institutions of a therapeutic and prophylactic profile, education and culture, public catering and consumer services, etc. social facilities.

The tasks performed by the social service of the organization have their own characteristics, due to the ambiguity of the object of management and the nature of the emerging social problems, the originality of methods for achieving social goals, the need for the strictest compliance with the requirements of social and labor legislation and ensuring close cooperation of all parties interested in social partnership. In Russian conditions, it is necessary to take into account the current state of the domestic economy and social sphere, in which organizations and their personnel continue to experience the negative consequences of the recent significant decline in production and hyperinflation, and managers face serious objective and subjective obstacles in their efforts to increase wages and improve working conditions. and everyday life, to strengthen the interest of workers in new forms of management.

Since the social service as a subject of management deals exclusively with people, its primary task is to focus on the person, his intellectual and moral potential, the culture of communication and interaction of employees. Providing the desired changes in the social environment of the organization, social service specialists are forced not only to overcome difficulties of an economic and technical nature, but also mainly to deal with socio-psychological, spiritual and moral problems associated with people's attitudes to nature, scientific and technological achievements, labor, etc. needless to say, to each other.

The head of an organization, a professional manager, needs to have the necessary minimum of humanitarian and ethical knowledge, psychological and pedagogical tact, and the ability to choose a demeanor appropriate to the circumstances. To a certain extent, he should play the role of an educator who takes into account the psychological characteristics of individuals and social groups, and when choosing options for solving social issues, he should consult with those whose interests are affected by this problem.

Specialists of the social service are required to be extremely attentive to a person, to take maximum care of each employee of the organization, to satisfy his needs, respect for rights and dignity. They are designed, using the means at their disposal, to stimulate the interest of employees in business and highly productive work, to develop social activity, the desire of employees to effectively implement their knowledge, experience and skill. It is important to raise the level of people's awareness of the importance of discipline, creative initiative and independence, individual and collective responsibility for the results of joint work.

Involvement in the management of social processes is associated with concern for improving the working and living conditions of people, with sincere responsiveness to employees' requests for assistance in solving everyday problems, no matter how small they seem, with a willingness to provide the necessary assistance. At the same time, discretion is needed in granting any privileges. Indulgences often divide the collective, lead to conflict situations, confrontation. Of course, blind equalization is also contraindicated.

The most important task of managing social development is the use of various types of social, humanitarian technologies as a set of means of ordering, reproduction and renewal of the social environment of an organization, as a kind of algorithm for obtaining the desired results in this matter. Such technologies, based on knowledge about a person, about the content and forms of social ties, are used in management activities with the aim of humanizing labor, creating conditions conducive to joint work, free and comprehensive development of the individual.

Humanitarian technologies in work with personnel are usually designed to give room for the manifestation of individual and personal qualities of employees, to optimize interpersonal relationships and the moral and psychological atmosphere in the team, to stimulate professional growth, creative initiative and business partnership. This takes into account the real capabilities of the organization, the industry specificity of its functioning, the socio-demographic characteristics of the city or district where it is located.

An indispensable component and, therefore, the task of modern, based on a scientific approach, management of social development is the observance of social norms - established by society, the state, a separate organization of rules, techniques, behavior patterns, principles of activity that correspond to generally accepted values and moral ideals. It is they that make it possible to express in a verified and accessible form both the main goals of changes in the social environment and the requirements that are imposed on personnel.

Literally, norm means guiding
start, rule. Therefore, the norm, the standard is a certain standard,
which should be equal to and by which it is necessary to evaluate
certain events, objects, processes.

Social norms are quantitative, and in most
cases a qualitative description of the requirements for conditions
human life, social groups. These include both legal norms enshrined in the laws of the country and moral and ethical guidelines, regulated values of social indicators.

The norms of the social sphere, like other areas of social life, are formed as a result of people's practical activities and social experience, scientific research, expert opinions of authoritative specialists. They find expression in legislation, government decrees, sectoral instructions, regional government regulations, local administration orders and other regulatory documents. Mandatory standards require strict implementation, and standards that are advisory in nature serve as a methodological guide in solving social problems.

In particular, Russian standards in the field of social and labor relations establish the length of the working week and the duration of labor leave; the level of physical and intellectual requirements for representatives of certain professions; ergonomic and sanitary and hygienic working conditions; minimum wages, pensions and scholarships, compensation payments and benefits; limits of rational consumption of food, non-food goods and services; average indicators of provision with housing, amenities, health care, education, culture, etc.

The program of social reforms currently being carried out in the Russian Federation considers the formation of a system of state minimum social standards to be one of the most important measures to stabilize and improve the standard of living of the population. Some of them have already been installed - as already mentioned, the federal standard for the social norm of housing area is determined on the basis of 18 sq. m of the total area of housing for one family member, consisting of three people or more, 42 sq. m - for a family of two and 33 sq. m - for lonely citizens. State authorities of the constituent entities of the Federation establish regional standards, guided by federal ones.

Another federal standard is the cost of providing housing and communal services for the 1st quarter. m of the total area of housing - calculated on the basis of a standard set of services for the maintenance and repair of housing, including overhaul, heat supply, sewerage, gas supply and electricity supply, taking into account the average prevailing consumption rates. The federal standard of the level of payments of citizens in relation to the level of expenses for the maintenance and repair of housing, as well as utilities, fixes both the share of payments of the population in covering the costs of all types of housing and communal services, and the maximum allowable share of citizens' own expenses for paying for housing and utilities. services in the gross family income. The ultimate goal of the reform is the full payment by the population for housing and communal services with the payment of subsidies to those families whose housing costs exceed 25% of their family income (this, of course, takes into account the social norms of housing space and the norms of consumption of communal services).

The indicator of the size of the subsistence minimum is also a kind of social standard. This value per capita and for the main socio-demographic groups should be determined quarterly based on the consumer basket and data from the State Statistics Committee on the level of consumer prices for food, non-food products and services, as well as the costs of mandatory payments and fees.

The social service of the organization is obliged to ensure the full implementation of social and labor legislation . This refers to the strict observance of the norms of law that regulate social and labor relations in accordance with the Universal Declaration of Human Rights, the Constitution and other laws of the country.

The tasks of the organization's social service include the development and implementation of events that ensure social partnership — mutually interested cooperation of employers and employees in solving social problems. The partners are represented, on the one hand, by entrepreneurs and their associations, and on the other, by labor collectives and trade union organizations. Such cooperation, as the experience of many countries shows, is carried out constantly, on a bilateral basis, mainly in the form of collective bargaining at the level of individual enterprises and sectors of the economy, the conclusion of collective agreements and contracts.

It is equally important that the social service achieves interaction and coordination of its activities with sectoral and regional structures of social management, which are represented by state and local authorities. Under certain conditions, especially when social tension in a country or region is exacerbating, they join permanent participants in social partnership in order to unite efforts at the level of multilateral cooperation in settling disagreements on issues of wages, incomes, social minimum, protection of the rights and freedoms of working citizens, to warn through mutual understanding in negotiations, the emergence of social and labor conflicts and bringing them to an extreme point - strikes.

It is obvious that social partnership as an effective mechanism for regulating relations at all levels will be further developed. It should be based on the principles of voluntariness, equality and mutual responsibility of the parties, serve as an essential tool for maintaining cooperation and improving its forms.

At the enterprise level, as noted, the parties to social partnership are the employer (employers) and the labor collective, whose powers, according to Russian law, are exercised by the general meeting (conference) and its elected body - the council of the labor collective. The labor collective exercises the right of employees to participate in the management of an enterprise (organization), to make proposals for improving its work, as well as on social, cultural and consumer services. He considers and resolves issues of concluding a collective agreement with the administration, self-government of the labor collective, and other issues in accordance with the collective agreement.

Participants in the negotiation process for the settlement of social and labor relations can be representatives of employers' associations - voluntary associations or unions of both individual citizens and legal entities engaged in entrepreneurial activities. Such associations are created to coordinate commercial activities, represent entrepreneurs, protect their common property and other interests.

The role of trade unions in the establishment and implementation of social partnership is great.

1.3.2. The main functions of the social service

The functions and the process of management itself constitute the content of a purposeful impact on people engaged in joint activities, on their social connections and relationships. This refers not only to the functions of the social service, but also to the specific forms, methods and incentives that are used to streamline and increase the effectiveness of joint efforts. As an indispensable link in the personnel management system, the social service has its own range of tasks and responsibilities, determined by both the general requirements for the management of social processes and the characteristics of the social environment of the organization.

The functions of the social service include all known management elements: thoughtful planning based on predictive foresight, regulating and coordinating management, incentive motivation, corrective control and informing about the state of the social environment. functions. Let's consider them in more detail.

Social forecasting and planning — the most important tool for managing social development. It involves a deep and versatile analysis of the state of the social environment of the organization; meaningful diagnostics, clarification and explanation of the relationships that develop between its individual parts; foreseeing which option for solving an urgent social problem will be the most effective. This requires reliable sources of information, which, in particular, include statistical data characterizing the material base and other components of the social environment of the organization; data from the study of social and sanitary and hygienic conditions of work and rest, compliance with safety precautions, as well as public opinion and prevailing moods in the team; defining, using sociometric methods and sociograms, a more or less integral picture of the existing social ties and relationships of employees, their expectations and preferences in relation to the real capabilities of the organization.

Only on the basis of accurate knowledge of specific circumstances
and the general situation, both in the organization itself and in the region,
industry and the country as a whole, you can assess the state of affairs in the social environment, see the prospect of changes in it, choose
adequate methods of achieving change. The forecast should be
subject to practical confirmation before becoming
a guideline in the development of target programs, planning, design and other management decisions proposed by the social service.

Planning, being a kind of rational-constructive activity, means both setting goals and choosing the means and ways to achieve them. It will make it possible with greater expediency and efficiency to act on social processes in the organization.

Examples of a systematic approach can be found in the practice of many countries - these are targeted programs to improve the quality of working life, which, since the mid-70s. found distribution at the enterprises of the USA and a number of other states; relating to the 70-80s. plans for social development at enterprises of the former USSR; nationwide plans for socio-economic development in Japan, which since the mid-50s. large firms and corporations of this country are guided when choosing priorities in the economy and the social sphere.

In modern Russia, the strategic direction of forecasting and planning the social development of enterprises and other commercial organizations is determined by the Constitution of the country, which characterizes the Russian Federation as a social state that seeks to create conditions that ensure a decent life and free development of its citizens, a guarantee of their rights and freedoms. The ongoing reforms to liberalize the economy, establish market relations, and streamline the social sphere are subordinated to this general goal. At the same time, social forecasting and planning is hampered by a protracted decline in production and a sharp decline in investment, a decline in the standard of living of a significant part of the population, as well as the slow pace of socio-economic transformations at the enterprise level.

Obstacles to the effective functioning of enterprises in the establishment of market regulation are primarily due to financial costs resulting from the recent (1998) hyperinflation, ill-conceived large-scale privatization of former "public" property, gaps in legislation, burdensomeness for enterprises of maintenance in a market economy of socially cultural purposes and housing and communal services, a relatively low level of qualifications of management personnel. The process of making a reasoned choice of social goals and means of achieving them, as well as public control over the implementation of planned measures, is hampered by the lack of reliable information about the actual capabilities of a particular organization.

Organizational, administrative and coordinating functions provide for material, financial, personnel support for the implementation of target programs and plans for social development. the development of the organization, the use of appropriate social technologies, as well as interaction with related management structures, trade unions and other public associations, government and local authorities involved in the social sphere. It is necessary to prepare draft decisions, orders, regulations, instructions, recommendations and other documents on social issues, of course, meeting the requirements of the current social and labor legislation, established social standards, federal and regional standards.

The main thing in the performance of these functions is personnel, business and ethical training of employees involved in solving social problems: they must have a high degree of competence, combining general and professional knowledge with a desire to take into account life realities.

The development and implementation of the notorious programs to improve the quality of working life at US enterprises were accompanied by the involvement of specialists in research and training centers, popularization of the experience of successful companies, and the inclusion of new sections on the management of social processes in textbooks on the basics of management. These events were actively supported by the administration of a number of states and many municipalities.

In the former USSR, with the widespread dissemination of social development plans, the training of employees of social services of enterprises and their qualifications were also not ignored. In addition to standard methods of social planning, specially developed training programs were offered, seminars were held, and short-term courses were organized. Students were introduced to the scientific foundations of the increasing role of the human factor in social production, the possibilities of applying the achievements of sociological and psychological sciences to the management of social processes in labor collectives, the content of the state's social policy of that time, the experience of organizing the work of social services directly at the best enterprises.

When implementing the administrative functions of the social service, it is necessary to take into account that the definition of goals and objectives, principles, directions and mechanisms for the social development of any economic organization significantly depends on the organizational and legal form of the enterprise, which limits the degree of state influence, regulating the impact on commercial organizations. This circumstance, which is characteristic of the new economic conditions, makes the lack of initiative and low level of responsibility of enterprise managers intolerable, including in solving social problems.

Incentive stimulation presupposes involvement in active work on the implementation of social programs and plans, ensuring high efficiency of the solidarity efforts of workers, encouraging those who show initiative and showing a good example to others, the implementation in the changed conditions of the role of the council of the work collective and other representative bodies of workers. The administration of the enterprise (organization), the social service are obliged to create appropriate conditions for the activities of trade unions, to enjoy their support in solving general problems and issues, one way or another related to improving working and living conditions, social services for workers.

It is very important to take into account that the system of labor motivation in general and social motivation in particular is an indispensable part of the complex of conditions that ensure the effective activity of all personnel and the development of each individual individually. It is necessary to reckon with the mechanism of human activity, which provides a chain of needs, interests, motives, actions and goals, achieving a certain degree of satisfaction of needs, the impact of the achieved result on the socio-economic environment. At the same time, it is necessary to take into account the peculiarities of the human psyche: people usually overestimate their needs, most often they are inclined to desire not less, but more.

Social programs, as a rule, are carried out in the order of planned work, according to the established schedule. However, sometimes the corresponding events are carried out on the initiative of the collective, ^ 3 on an amateur basis - for example, subbotniks for the improvement of the territory of enterprises, residential neighborhoods and suburban recreation areas. Participation in such works, being a manifestation of people's initiative and enthusiasm, serves as an effective stimulus for their social activity.

Constant control over the implementation of the planned activitiesand informing the team about changes in the social environmentde interconnected with the receipt, analysis and generalization of various information about the social environment of the organization, the changes that occur in it, correlating them with the implementation of the approved plan and targeted social programs. The social service should have a system of coordinates for the life of the enterprise with indicators of its social development, i.e. something like a "social passport" (by analogy with a technical and economic passport) as an orientation tool in solving social problems.

Control is unthinkable without an examination of the working and living conditions of employees, their compliance with the legislation in force in the Russian Federation, social norms and state minimum standards. And this, in turn, involves turning to monitoring (observation, assessment, forecast) of social processes, which allows you to identify and prevent negative trends, as well as to social audit - a specific form of revision of the conditions of the social environment of a given organization in order to identify factors of social risks and developing proposals to reduce their negative impact.

It is equally important to ensure that personnel are promptly informed about the state of the social environment, the improvements achieved in it, as well as about unresolved problems. A full-fledged informational support of social development requires a study of public opinion and the mood of workers, identification of issues that cause increased attention and the greatest interest.

A special approach deserves an assessment of the results of the implementation of social measures, summing up the results of what has been done in terms of the improvements achieved in the social environment, and determining their economic and social effectiveness. Here you need to keep in mind a number of fundamentally important provisions.

Obviously, the effectiveness of the development of the social environment is legitimate to consider as a certain share of the overall effectiveness of the organization, as part of the total effect of the work of the personnel. It follows that the final results of the organization's activities, characterizing its economic growth, production and sale of products, profit, etc., may well serve as significant indicators of the effectiveness of social measures.

If the overall efficiency is determined on the basis of the goals set as a mathematical correspondence (function) of the results achieved to the funds spent on this, then the effectiveness of social development is nothing more than the ratio between the impact of the social sphere on personnel and material, financial and other costs for the implementation of new social technologies, implementation of social activities. Usually, indicators of both economic and social efficiency are distinguished.

Cost-effectiveness means achieving measurable change for the better in the social environment of an organization at the lowest cost. It lends itself to a qualitative definition and quantitative measurement, it can be expressed by statistical data and the corresponding indices, characterizing, in particular, the growth of labor productivity, an increase in the quality of goods and services provided, an increase in profits, staff turnover, the level of discipline, etc. At the same time, the results of economic activity are indicators of social effect, compliance with the social goals of a given organization and society as a whole. The social effectiveness of changes in the social environment of the organization, its definition is based mainly on the recognition of the priority of social goals: the more this or that event contributes to the solution of specific social problems, the more socially effective this action is. The measure of the social effect is not always possible to express in numbers - more often qualitative indicators are used, recorded in official documents, the results of surveys, questionnaires and other social studies. They determine the scale and useful impact of changes in the social environment of a given organization, including the implementation of targeted social programs, advanced training and professional competence of employees, the moral and psychological atmosphere in the team, the degree of satisfaction with work, its material and moral remuneration, the level of development of social partnership.

In practice, socio-economic efficiency is generalized. Often, especially with limited resources, there are contradictions, inconsistencies in the achievement of economic and social goals. In such cases, it is important for officials to respect social priorities, to give priority to those benefits and social services that determine the business spirit and material well-being of employees.

1.4. Resources and reserves of social planning

The fact that the planned economic system has in some way exhausted itself and is being replaced by a market and competitive system may give the impression that social planning is no longer used as a toolkit for organized social change. Of course, the possibilities that society possessed under the planned economic system have largely been exhausted. It is obvious that the next stage in its development is necessary, the opening of deep reserves. Social standards can breathe new life into social planning, representing scientifically grounded quantitative and qualitative characteristics of the optimal state of the social process (or one of its sides), obtained on the basis of taking into account the objective laws of social development and the possibilities of society and aimed at maximum satisfaction of the material and spiritual needs of the individual ... Their concrete historical character lies in the fact that they reflect the possibilities and needs of social development at this stage and, accordingly, can (and should) change in the future. Basically, they have a clear quantitative and qualitative certainty, which is a value that characterizes the ideal (desired) goal of the development of the planned process. Accordingly, in order to establish the most effective balance of needs and opportunities in social development, the standards are usually tested first experimentally, and then on a massive scale (for example, the minimum consumer budget).

It is extremely important that social standards are consistent with each other, because their disharmony leads to no less costs than their absence. Social standards, reflecting general patterns, are differentiated depending on specific national, natural, socio-demographic characteristics and cannot remain unchanged. They involve the use of coefficients, the use of which is especially important in areas of new development, in difficult natural and climatic conditions, in regions with different sex and age structure of the population.

Rationing, as one of the forms of social planning, affected many aspects of human life: work, culture, everyday life, but it only slightly affected social and political activities, social and interpersonal communication. Together with some irregular aspects of work, activities in the sphere of culture, family and everyday life, this is the area of those social relations that have practically not been quantified. Due to the fact that in very many areas the definition of standards is difficult, it is legitimate to introduce into the practice of planning the concept of "social landmark", which expresses the most possible rational value of the development of social processes, based on the prevailing indicators of the development of similar phenomena. In fact, in practice, the following technique is often used: the best indicators of a number of production organizations and associations are taken as the optimal value. They become, in a certain sense, a standard, that is, a reference point. These better results can be mistaken for a so-called working optimum in a given setting.

Social norms and guidelines are classified on various grounds. Traditional and generally accepted is the classification of social guidelines and standards for the spheres of human activity (labor, social and political life, culture, everyday life, interpersonal communication). They, firstly, reflect the availability of material resources per 10 thousand people of the population. The practical application of this approach makes it possible to assess the lag, lead or compliance of the level of development of social processes in a region or country in comparison with regulatory requirements.

Secondly, social standards can be expressed in the requirements for urban and rural settlements. These standards are associated with architectural and planning solutions and the need to organize a rational life of the population. These standards should include the provision of rural settlements with schools, cinemas, bus services, trade establishments, etc. As applied to cities, this is the equipment and provision of city micro-districts with everything necessary for everyday life, or a description of the regulatory requirements concerning each city dweller, for example, the standard for the placement of green spaces.

Thirdly, there are norms associated with the use of the "person-person" system. In other words, how many people of this or that profession are there per 1 thousand of the population, for example, sellers, teachers, cultural workers, etc. Practice shows that the smaller this ratio, the more complaints about the quality of their work, efficiency, agility, and the socio-psychological climate. A certain modification of this requirement can be the provision of personnel per 1 thousand of the population by type of profession.

Social standards and guidelines can be developed for different levels of social organization of society. Some of them are used for comparison throughout the country, others - only in a certain region, others - in the sector of the national economy, the fourth - in a small group of organizations, including primary ones. Social standards and guidelines can be differentiated depending on the social structure of society, for there is no doubt that, for example, the problems of advanced training and education in the normative aspect will be different depending on the specifics of each of the socio-demographic groups. And finally, social standards and guidelines are changing and will change at every stage of development not only of society, but also of every region, every production. The social map of the region and the social passport of the organization, which state the diversity of social processes and changes at these levels, have great and not yet fully utilized opportunities for improving planning. Such documents allow continuous analysis and comparison between planning objects. This is especially clearly manifested when planning the social development of a large region, when considering the state of social infrastructure, a social card or social passport presupposes the use of various coefficients, which is caused by the objective need to take into account the different demographic structure of the population, natural and climatic conditions or national characteristics. Their use in new buildings, in young cities clearly reveals this contradiction and shows what measures can be taken to solve the problems posed.

The existing experience of social planning shows that usually the social composition of the population, the demographic situation, and then the indicators of the labor, socio-political, cultural and family-household spheres are characterized in a social card or passport. Often they reflect the staffing of social development and its material and technical base, which can be considered and analyzed both in the spheres of public life and independently. Such data are complemented by the characteristics obtained in the course of sociological research.

2. Practical part

2.1.1. The branch of the departmental guard of the Krasnoyarsk railway is headed by a director appointed and dismissed by the general director of the Federal State Enterprise "Departmental Guard" of the Ministry of Railways of the Russian Federation.

The director of the branch provides training and retraining of a sufficient contingent of employees for the volume of work performed, as well as the implementation of a program to promote the employment of released workers. He also concludes and terminates employment contracts with employees, determines their job responsibilities. The head of the branch, within the limits of his competence, issues orders and gives instructions that are binding on all employees, applies incentives and imposes disciplinary sanctions on them in accordance with the legislation of the Russian Federation.

Deputy directors of the branch, heads of departmental security detachments act on behalf of the director, represent the interests of the organization in state bodies and enterprises, make transactions and other legal actions within the powers stipulated by their official duties, legislative and legal acts.

The management structure of the branch of the FGP of the departmental security of the Ministry of Railways of the Russian Federation on the Krasnoyarsk Railway can be represented in the form of an organizational and functional diagram (Figure 1):

Figure 1 - Management structure of the branch of departmental security

Krasnoyarsk railway

2.1.2. not found

2.1.3,2.1.4. The wages fund in 2004 amounted to 223,758 thousand rubles, having increased by 111.4% against 2003. In comparison with 2002, the wages fund has increased by 142%. Average monthly wages increased by 110.9% against the 2003 level. The growth of wages is shown in table 1.

Table 1 - Average monthly salary in departmental security

The balance sheet profit in 2004 amounted to 1,800 thousand rubles, which is 128.6% more than the 2003 data. There is an increase in the increase in profits by reducing the costs of the organization. The profitability of the organization in 2004 was 0.5%. Accounts receivable for 2004 amounted to 700 thousand rubles. due to an increase in income and not timely fulfillment of obligations of other organizations. Accounts payable in the amount of 30,243 thousand rubles. received at the expense of non-payment of wages in December 2003 The Unified Social Tax (UST) amounted to 5438 thousand rubles, taxes to the budget - 2315 thousand rubles, others - 607 thousand rubles.

Savings accrued for social development of departmental security amounted to 77 thousand rubles. compared to the plan.

The consumption of materials in 2004 amounted to 3130 thousand rubles. with the plan of 3150 thousand rubles. Savings against the plan amounted to 20 thousand rubles.

Fuel savings amounted to 7 thousand rubles, gasoline consumption in comparison with 2003 decreased by 3.1 thousand rubles, coal consumption decreased by 4.2 tons.

Electricity consumption for own needs in 2004 amounted to 936 thousand kW. hour, and in 2003 - 931 thousand kW. hour. Compared to 2003, the consumption of electricity. energy increased by 5 thousand kW. hour by e-mail translation heating of the shooting team st. Red Cordon.

Depreciation of the fixed assets in 2004 was charged in the amount of 1943 thousand rubles. with the plan of 1902 thousand rubles. Compared to 2003, depreciation was charged more by the amount of 41 thousand rubles. based on indications of the value of the fixed asset.

Other material costs in 2004 amounted to 736 thousand rubles. with the plan of 950 thousand rubles. In comparison with 2003, the savings amounted to 214 thousand rubles. Other expenses in 2004 amounted to 5013 thousand rubles. with the plan of 6025 thousand rubles, the savings amounted to 1012 thousand rubles.

Profit is determined by the difference between the income received from ancillary and auxiliary activities (LSP), non-operating profit. Indicators and dynamics of the profits of departmental security for 2002 - 2004 are given in table 2.

Table 2 - Profit on LDPE of departmental protection for 2002 - 2004

Name indicator	Unit				Forecast
LDPE income	thousand roubles.	2061	2629	3115	3500
LDPE costs	thousand roubles.	1448	1920	2294	2650
Profit	thousand roubles.	613	709	821	850

Profit in the amount of 821 thousand rubles was received from ancillary and auxiliary activities in the departmental security of the Krasnoyarsk railway. when assigning 570 thousand rubles. The overfulfillment amounted to 251 thousand rubles. or 144% to the plan and 134% to the corresponding period of the last year. The analysis of the financial and economic activities of the departmental guard of the Krasnoyarsk railway showed that the organization works profitably, stably and achieves good results. This is achieved by the results of effective management, a correctly chosen direction of personnel policy, the creation of a combat-ready productive team of managers at all levels, team cohesion, maintaining and improving the socio-psychological climate in divisions to achieve the assigned tasks.

2.2.Staffing

2.2.1,2.2.2,2.2.4. The staffing of the departmental security personnel as of January 1, 2004 is 2068 people, the actual number is 2038 people. The shortage of employees is 30 people - this is due to the natural outflow of employees, and the ban on hiring.

As of January 1, 2005, the staff number of employees of the departmental security is 2082 people, the actual number is 2022 people. The shortage of employees is 60 people. (the reason is the same as in the previous year - a natural exodus of employees and a ban on hiring).

Table 3 - Analysis of departmental security personnel by age

staff
Number of persons
Percentage of staff by age

As can be seen from the table, 35.3% of employees of departmental security are between the ages of 30 and 40 - this is the most significant group; the groups under the age of 30 and 40 to 50 are approximately equal.

Let's analyze the structure of personnel by length of service (table 4)

Table 4 - Analysis of departmental security personnel by length of service

Most of the departmental security personnel have 10 years of work experience, only 138 people have more than 20 years of work experience.

Let's consider the average number of employees of the departmental security of the Krasnoyarsk railway for 2002-2004. (table 5).

Table 5 - Average headcount of departmental security personnel

In connection with a decrease in the number of dismissed workers, an increase in the number of personnel for LDPE, the average number of employees of departmental security is growing.

2.2.3. An analysis of the staffing level of the departmental security personnel of the Krasnoyarsk Railway is shown in Table 6:

Table 6 - Analysis of the staffing level of departmental security personnel.

positions

Leadership
Specialists
Employees

2.2.5. According to Table 3, it can be revealed that the percentage of cadres of pre-retirement age is small (about 8.8%). Therefore, no additional recruitment or renewal is planned for the next 10 years.

2.2.6. Let us analyze the ratio of hired and dismissed employees of the departmental security of the Krasnoyarsk railway (table 7).

Table 7 - Analysis of hired and dismissed employees of departmental security

The number of hired and dismissed employees of departmental security is decreasing. In 2004, 101 people were admitted, which is 29 people, less than in 2003, or 3.5%. The decrease in the number of people hired is explained by the fact that the payroll is limited and hiring from outside is prohibited (except for transfers from other enterprises of the road due to the reduction in the number of employees and from the Siberian Department of Internal Affairs of Transport).

2.3 Social development plan

2.3.1. Data from paragraphs 2.2.1-2.2.4.

2.3.2,2.3.4. Motivation of employees of departmental security is also manifested in people's confidence in the future, a sense of social security in the sections of the Collective Agreement, in the Regulation on the provision of material assistance, the allocation of vouchers for health improvement and sanatorium treatment of the working personnel of the organization and members their families.

Insurance of all employees of departmental protection against industrial accidents in the "Insurance Company ZHASO" also affects the motivation of work in the organization.

During the research it was revealed:

The level of social protection will not particularly increase in connection with the reform of the railway transport;

The social security of the laid off workers is at the proper level;

In general, normal working conditions have been created in the organization, although some employees believe that these conditions need to be improved, and 2 people. answered in the negative and the working conditions are insufficient;

An increase in wages is necessary and at the same time there will be more interest in work, but a sharp and rapid increase in labor productivity will not occur;

The increase in wages should be doubled and then there is an opportunity to increase labor productivity and efficiency in the work of the organization;

Most of the workers do not mind using the services of the Krasnoyarsk railway dispensaries, but would like to increase the efficiency in the work of these enterprises;

It is necessary to revise the organizational measures to improve the work of the railway clinic and the road hospital;

It is better to carry out advanced training and study of social issues up to 40 years old, thereby providing an opportunity for career growth, interest in work, achievement of goals in life;

The maximum number of employees should take part in solving social problems in the organization;

The relationship on social security in the team is normal, although the solution of some problems should be considered together at general meetings and come to a common opinion;

The conditions for cultural, educational, health-improving and sports work in the team are not sufficient, there are no targeted measures to solve these problems, everything happens spontaneously

Insufficiency of the amount of material assistance for the burial of an employee, close relative or unemployed pensioner;

It is necessary to increase the activity of the leadership of the organization and the trade union organization in solving the problem of social security of workers and raising these issues to the proper level.

2.3.3. In the branch of the departmental security of the Krasnoyarsk Railroad, a tariff system of remuneration operates on the basis of the approved "Regulations on the remuneration of workers of the FGP departmental security of the Ministry of Railways of Russia", which is a set of standards with the help of which the wages of various categories of personnel are regulated. The constituent elements of the tariff system are tariff rates, qualification grades, official salaries, qualification categories.

The wage rate is the amount of the worker's wages expressed in monetary terms per unit of working time. The departmental guard has hourly tariff rates. The tariff rate serves as the basis for determining the size of wages for all categories of workers. Rates for wages of time workers are calculated based on the assigned grade and hours worked.

In departmental security, it is the time-based wages that are applied, since it is not possible to normalize labor costs and wages are calculated based on the number of hours worked and the employee's qualifications, determined using the tariff rate or the official salary.

The regulation on remuneration in force in the organization is aimed at:

Implementation of a coordinated unified policy of the FGP of the departmental security of the Ministry of Railways of Russia in the field of labor organization and wages;

Implementation of the principle of equal pay for equal work;

Stimulating the contribution of each employee to increasing the effectiveness of the work of departmental security;

Increasing the importance of wages in ensuring the social security of workers.

Remuneration of workers at the enterprise is carried out at hourly tariff rates according to the time-bonus form of organization of labor remuneration.

For shooters and guides (counselors) of service dogs, who are directly involved in escorting and guarding goods on trains and in parks of railway stations, as well as protecting money, during transportation (transportation) and storage, tariff coefficients increase by 10%.

Employees of specialized fire trains for the period of work related to the elimination of the consequences of emergencies are paid fivefold.

The remuneration of managers, specialists and employees is made according to monthly official salaries, determined on the basis of the minimum wage established in the industry, the tariff coefficients of the OETC of the corresponding level of management. The level of tariff coefficients for remuneration of managers and specialists is determined based on the functions of economic and operational management performed.

In order to stimulate the improvement of the professional skills of workers, enhance their material interest and responsibility for the quality of work and the fulfillment of production tasks, differentiated markups can be established to tariff rates for qualification categories: 3rd category in the amount of up to 12%, 4th category - up to 16% , 5th grade - up to 20%, 6th and higher grades - up to 24% of the corresponding tariff rate.

Specialists who directly develop and implement progressive forms of labor organization at workplaces and have achieved high results in reducing labor costs and increasing efficiency are paid a one-time incentive by saving the wage bill.

Increases to the official salary can be established for managers and specialists:

For high achievements in work;

For the performance of especially important work for the period of its implementation;

For mastering related specialties, obtaining additional

education with a corresponding expansion of functional

responsibilities;

For fulfilling the duties of an unreleased group leader

employees of one or more areas of work.

Systems of material incentives for employees (payment of bonuses, incentives, remuneration) are introduced in order to stimulate an increase in the efficiency and quality of work, an increase in labor productivity, and to achieve positive financial and economic results of the activities of departmental security.

Bonuses to employees for the main results of activities are carried out on the basis of the Regulations on bonuses and the established bonus indicators, depending on the level of performance, overfulfillment (improvement) of specific performance indicators of the enterprise, structural divisions of departmental security and individual employees.

The current bonuses to workers are provided for ensuring the safety of transported goods, the safety of protected objects, ensuring fire safety, carrying out preventive work, increasing labor productivity for shooters to escort trains with protected cargo, ensuring labor safety, compliance with the requirements of regulatory and legal documents regulating cargo escorting, security facilities and fire safety. The current bonuses to managers, specialists and employees are carried out for ensuring the efficiency and quality of work, increasing labor productivity, achieving positive financial and economic results of the enterprise.

Stimulation of the regime of saving and rational use of material, fuel and energy resources, reducing maintenance costs, ensuring the fulfillment of tasks for increasing labor productivity, introducing new technology is carried out according to a special bonus system that takes into account the specific contribution of employees to achieving positive results in certain types of activities of the enterprise (subdivisions ).

The analysis of labor and wages in 2004 in the branch of the departmental security is as follows:

The average number of employees was 2063 people.

The average monthly salary is RUB 9015:

According to the arrows on the protection of objects - 8195 rubles.

For cargo escorting - 9327 rubles.

Firefighters - 8134 rubles.

According to the categories of working employees, the average monthly salary was distributed as follows: managers - 14,133 rubles; specialists - 13195 rubles; employees - 12,986 rubles; workers - 8565 rubles.

The share of the tariff (salary) in the salary is on average 28.1%, the average percentage of the bonus for the main results of work to the salary (tariff rate) was 38.8%.

In comparison with 2002, the growth of the average monthly wage in the amount of 10.9% was mainly due to the transfer of workers to a new sectoral unified wage scale (OETS) and the indexation of wages in the industry.

Thus, in the departmental security, in accordance with the "Regulations on bonus payment for employees", the percentage of bonuses paid for the fulfillment of basic production indicators is established, for example, for shooters for the protection of objects - up to 30%, for shooters for escorting trains - up to 40%. When the indicators are met, all employees of the departmental security, regardless of their personal contribution to the common cause, receive a bonus of 30 or 40%, although they work in different ways and receive the same remuneration.

The effectiveness of incentives within a team depends on the ideological and moral content of incentives, on internal dependence and coherence between employees, on their compliance with the needs, interests and motives of individuals. Fair stimulation creates a certain social and psychological atmosphere that favorably influences or, on the contrary, inhibits the implementation of moral and other requirements. Moral incentives in a team should be viewed not as just another company, but as an essential constant feature and feature of its life, as an integral system that begins to operate when new employees are hired.

Assessment of the employee's personal contribution should be objective, pedagogically focused, educate and activate his work. The effectiveness of the assessment is determined, first of all, by its objectivity, and the degree of “fairness” of the assessment depends on:

From the completeness and accuracy of information;

From the social significance of moral, ethical principles and criteria applied in a particular case.

In the collective of the branch of the departmental security of the Krasnoyarsk railway, for the first time, "Diagnostics of the socio-psychological attitudes of the individual in the motivational-need-sphere" was carried out according to the method of O. F. Potemkina.

The purpose of this study was to study the social and psychological attitudes of staff in motivating work activities, aimed at "altruism - egoism" (altruism - the desire to help people) and identifying attitudes towards the "process of activity" or "result of activity".

Carrying out such diagnostics allows one to have an idea of the orientation of any work collective of departmental security in socio-psychological attitudes in the motivational-need-related sphere, especially when mutual support and assistance is constantly required in the performance of official duties.

The state of labor and performance discipline in departments in 2004. made it possible to complete the tasks facing the departmental security of the Krasnoyarsk railway in full. The state of service and labor discipline in comparison with previous years is characterized by the data presented in Table 8.

Table 8 - The state of labor discipline in the departments of departmental security for 2002 - 2004

Indicators
Total violations

Drunken appearance at work
Total penalties imposed
Employees encouraged
Fired for violation of labor discipline
Staff turnover

The above indicators of the state of labor discipline indicate a downward trend in the incidence of violations. However, such cases as absenteeism and drunkenness at work have not yet been eliminated.

Conclusion

Our research has proven that social planning is an essential element in managing the development of any organization. This is an effective form of managing social processes, an important means of systematic use of social factors and social reserves of economic development in the interests of a person, which appears most clearly and definitely at the enterprise level. It includes various ways of allocating resources for the effective or optimal solution of specific social problems, a phased solution of priority tasks for achieving public good.

The main task of social planning is to optimize the processes of social development. The object of social planning is social relations at all levels, including:

Social differentiation, social structure;

The quality and standard of living of staff, incl. the level of real incomes in general

Quality and level of consumption; provision of housing, its comfort;

Provision of the most important types of goods and services;

Development of education, health care, culture;

Determination of the volume of these services provided to employees on a paid and free basis, etc.

It turns out that the plan of the enterprise must, on the one hand, be sufficiently detailed in order to anticipate and solve emerging problems in time, as well as to coordinate the efforts of various departments and specialists. On the other hand, the plan should be flexible enough to enable professionals to respond to unexpected environmental disturbances and to capitalize on opportunities that arise from chance.

Planning works well in a stable, clear, formalized and predictable environment. In this case, planning allows you to anticipate all major upcoming events in advance and take all useful measures in time, including the efficient allocation and use of resources.

However, planning can be used not only in a stable, clear, formalized and predictable environment, but also in a turbulent, fuzzy and poorly predictable environment. Therefore, the problem of correct and effective planning of the social development of the organization is very relevant at the present time.

After analyzing the social development of an organization using the example of a branch of the departmental guard of the Krasnoyarsk Railroad, we identified the main features of planning:

A social development plan can be drawn up for the short, medium and long term.
The social development plan can include all social processes in the organization, or only those that are most problematic.
Planning should be based on the results and assessment of indicators of the state of social development of the organization
The plan must be clear and effective, as well as match the resources available for its implementation.
The activities for the implementation of the plan must be constantly monitored and adjusted depending on the results.

So, the task at work has been completed by me. After studying the theoretical foundations of planning and conducting practical research, I realized the importance of effective social planning in organization in modern society.

Bibliography:

Afonin Yu.A., Zhabin A.P. Social management.- M., 2004.-320s.
Volchkova L.T. Planning of socio-economic development.-SPb., 2002.-p.60
Vorozheikin I.E. Management of social development of the organization. - M., 2001.-176s.
Gordienko Yu.F. Study guide Rostov on Don, 2004.-435s.
Dikareva A.A. Sociology of Labor.- M., 1989.-304s.
Zakharov N.L., Kuznetsov A.L. Management of social development of the organization.- M., 2006.-263p.
Ivanov S.V. Social protection of the population in market conditions .- SPb., 1997-237p.
Kopeikin G.K. Management of the social development of the organization. - SPb., 2003.-46s.
Kurbatov V.I., Kurbatova O.V. Social design: textbook. - Rostov on Don, 2001 - 416p.
Kurakov V.L. Strategy for planning the development of the social sphere: methodology and concept of increasing the effectiveness of its structural components. - SPb., 2002. - 272p.
Pavlova E.A. The system of planning the activities of the enterprise .- SPb., 2003.-155s.
A. N. Prigogine Modern sociology of organization.- M., 1997.-p. 17-19

13. Slutsky G.V. Management of social development of the personnel of the enterprise. - M. 1994.

Sokolova G.N. Sociology of Labor. - M., 2002.- 316s.
Social management and planning: collection of articles / ed. Volchkova L.T. - SPb., 2004.-264s.
Tikhonov A.V. Sociology of management.- SPb., 2000.-234s.
G.V. Shchekin The theory of social management. - Kiev, 1996-213s

The main productive force of an enterprise is a person, personnel. Through his labor, the employee creates material and spiritual values. The higher the human capital and the potential for its development, the better it works for the benefit of its enterprise. The employees of the enterprise, who are closely related to each other in the process of work, not only create a new product, perform work and provide services, but also form new social and labor relations. In business market relations, the social and labor sphere becomes the basis of the life of both individual workers and individual professional groups, entire production teams. The combination of personal and production motives of employees' activities is one of the most important tasks of both social planning and, in general, the entire production management.

Social and labor relations Is a complex of relations between employees and employers in a market economy, aimed at ensuring a high level and quality of life of a person, team and society as a whole, achieved on the basis of social partnership.

Social partnership in the labor sphere is a type and system of relations between employers and representatives of employees, in which, within the framework of the social world, the coordination of their most important social and labor interests is ensured. Social partnership involves:

coordination between partners of income distribution and socio-economic policy in general, including the development of basic criteria and indicators of social justice and measures to protect the interests of subjects of labor relations
the negotiating nature of the collective bargaining process and the settlement of contradictions and disagreements arising between the parties
the presence of mechanisms and institutions to coordinate the interests of social partners at various levels
participation of employees in the management of enterprises
reducing the level and mitigating the severity of social conflicts (in the form of strikes and lockouts) through the use of various methods of reconciliation of the parties

Social processes at the enterprise must be controlled; these goals are served by social planning or planning the social development of labor collectives. Social planning at the enterprise should be preceded by a comprehensive sociological study of the labor collective, the purpose of which may be to study the social structure of workers, to identify its weak links and areas of improvement. The issues of people's attitude to work, factors of attractiveness and unattractiveness of labor at the enterprise as a whole and in each of its divisions are subject to study.

Particular attention should be paid to:

studying the degree of substantiveness of work
its terms and level of payment
staff turnover
labor discipline
value orientations in the team

Planning the social development of the enterprise team acts as a method of managing social processes in the life of the team.

The main task of the plan for the social development of the team is the development and implementation of a system of measures that ensure harmonious and comprehensive improvement of the quality of life of the personnel of the enterprise in everyday life and the quality of working conditions.

The development of a social development plan is usually within the competence of the planning and economic department and the sociological service of the enterprise with the involvement of the trade union committee.

Social planning is a part of general planning at the enterprise, since in the course of drawing up a social development plan, many technical and economic problems are solved - increasing labor productivity, organizing a workplace, improving wages, ensuring the quality of work and products, etc.

The qualitative feature of social planning, due to the object itself (comprehensive and harmonious development of the individual and the team), requires additional and specific information and standards: data on the social and age composition of workers, their needs and inclinations, education, qualifications, relationships in the team. Such information can be obtained only as a result of specific sociological research carried out according to special programs and methods. To obtain information when drawing up plans for social development, the following main methods are used:

direct observation of the collective and the activities of its public organizations, conversations with workers and leaders
study of service documents and materials of public organizations that characterize the social structure of workers, the degree of satisfaction of material and cultural needs
questionnaire survey and interviewing in order to find out the opinions of employees and their proposals on various issues of the social life of collectives
the structure of the questionnaires and the method of data processing are selected according to the recommendations of sociological services
analysis and use of the experience of planning the social development of teams in other enterprises, as well as literature data
social experiment, the purpose of which is to test the feasibility and effectiveness of the recommendations developed as a result of the analysis of the information collected
statistical analysis of bulk data

The social development plan of collectives of enterprises, as a rule, is drawn up in the form of a perspective plan for a five-year period with a breakdown of tasks by years of the planned period. The typical structure of the social development plan of the enterprise collective includes four sections:

changes in the socio-demographic structure of the team; advanced training and education of personnel working
main measures to improve working conditions and safety, improve the health of workers
improvement of social, cultural and living conditions of workers and their families

In order to ensure the fulfillment of tasks for all points of the plan, specific tasks, deadlines and persons responsible for implementation are established; the necessary funds are allocated; the team is mobilized to carry out the planned activities and works; control over the implementation of the tasks of the plan is introduced. The activities of this plan are included in the operational calendar plans of the corresponding production units and departments, which are responsible for their implementation along with the production plans.

All measures of the plan for the social development of the team are consistent with other sections and, first of all, with the work plan, the plan for the technical and organizational development of production, and the financial plan.

Funding sources for the activities of the social development plan are varied, but must be precisely defined. Depending on the nature of the measures, they can be financed from the fund allocated for reconstruction, funds for the development of new technology, production development, as well as from bank loans, from part of the depreciation deductions for capital repairs.

In parallel with the plan for the social development of the team, many enterprises are developing so-called social passports. It is advisable to use this experience in IH&T. The social passport of an enterprise is a set of indicators reflecting the state and prospects of social development. It is characterized by:

social structure of the enterprise team
its functions
working conditions
provision of employees with housing, preschool institutions, social infrastructure units at the enterprise itself

The passport reflects intra-collective relations, social activity of employees and other issues. The data from the social passport is used in the development of the social development plan.

In addition to social development plans, specialized social programs can be developed, such as, for example, "Health", "Women's Labor", "Youth", "Housing", "Working Conditions", etc.

It might be helpful to read:

Type of social orientation of a non-profit organization	Organizational performance indicator
Type of social orientation of a non-profit organization	Satisfaction of the needs of consumers of social services	The amount of financial and other resources attracted by the organization	Satisfaction of the organization's employees and volunteers	Long-term results and interim results activities	The overall performance of the organization
Targeting beneficiaries (consumers of social services)
Focus on attracting financial resources from sponsors
Focus on the interests and motivation of volunteers and staff
Orientation towards learning and socially leading responsible business
Focus on interfunctional coordination and internal synergy

Social orientation and planning efficiency. The essence of social planning. social planning workforce

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

INTRODUCTION

CHAPTER 1. THEORETICAL ASPECTS OF SOCIAL PLANNING IN THE ENTERPRISE

1.1 The essence of social planning in the enterprise

1.2 Labor collective: essence, functions

1.3 Planning social development in the enterprise

2. ANALYSIS OF SOCIAL PLANNING AND SOCIAL DEVELOPMENT LLC "Ortrans"

2.1 General characteristics of ORtrans LLC

2.2 Assessment of the state of social development of the team of LLC "ORtrans"

Similar documents

Course project

Explanatory note

Content, volume, labor intensity and schedule of implementation

Name

Unit

Forecast

LDPE income

thousand roubles.

2061

2629

3115

3500

LDPE costs

thousand roubles.

1448

1920

2294

2650

Profit

thousand roubles.

613

709

821

850