Features of managing social and labor relations. Management of social and labor relations in the electric power industry

Organizational structure Personnel management systems are a set of interrelated units of this system and officials.

Divisions perform various functions, their totality constitutes personnel management service(HR service). The role and place of the personnel management service in the structure of the entire organization is determined by the role and place of each specialized unit of this service, as well as the organizational status of its immediate manager.

The level of authority of the personnel management service depends not only on its managerial powers, but also on the level of special knowledge of employees, the usefulness of the service in terms of its positive impact on. Therefore, in world practice, the following pattern is observed: personnel management services begin their activities as headquarters units with exclusively accounting functions, and then, as its personnel potential develops and its more and more obvious positive influence the production process, the personnel service is vested with managerial powers and begins to directly participate in the management of the organization.

In modern personnel management practice there is several options for the role and location of the HR service in the management structure of the organization, which depend on the degree of development and characteristics of the organization. Let's consider these options.

First option of structural position personnel service is that the personnel management service is subordinate to the head of administration. The main idea of ​​this option is to concentrate all central coordinating services in one functional subsystem. This option is schematically presented in Figure 3.

The second option for the structural position of the personnel service is that the personnel management service is directly subordinate to the head of the organization (Fig. 4). The advantage of this position of the personnel service is that this option eliminates the multiplicity of subordination of the personnel service, as well as the fact that all areas of personnel policy are controlled by the head of the organization. This structure is used by small organizations at the beginning of their development, when the status of the personnel service is not clearly defined.

The third option for the structural position of the personnel management service is also associated with its direct subordination to the head of the organization, but at the second level of management (Fig. 5). This option is most acceptable at that stage of the organization’s development when the manager is trying to raise the status of the service in this way, although the hierarchical level of deputies is not yet ready to perceive it as a unit of the second level of management.

The fourth option for the structural position of the PM service is that the PM service is organizationally included in the management of the organization (Fig. 6). This option is typical for developed companies and is the most common in modern practice. With this option, the personnel management subsystem acquires an equivalent status relative to other organizational management subsystems.

The organizational structure presented in Figures 3 - 6 is called functional and is built on the principle of division of responsibilities between functional units responsible for one of the areas of activity (finance, equipment, production, sales, personnel, etc.). Using the example of a functional organizational structure, one can most clearly trace the development of functions and powers, as well as the increasing importance of the PM service in accordance with the development of the organization itself. These functions and powers are also characteristic of the PM services of organizations with a divisional organizational structure, while the area of ​​responsibility of the PM service is determined by the specifics of the organizational structure, and the functions by the level of development of the organization. Let's consider two types of divisional structure - product and geographical.

With a product type of organizational structure, when the division of labor is based on the products produced or services provided, and production individual species goods (services) are separated from each other; each area of ​​production has its own personnel service. The organization of the PM service for this type of organization is presented in Figure 7.

For multinational corporations, the most common type of organizational structure is the geographic (or regional) type, which is based on the geographical principle of dividing the production of goods or services in different states or in different geographical territories.

Another common form of organizational structure is the matrix structure. With this structure, the project structure is superimposed on the permanent functional structure of the organization's management. In this case, the project structure means a temporary structure created for the purpose of implementing a specific project, for which personnel are united into project groups. In a matrix organization, project team members report to the project manager and heads of functional departments where they work permanently. Project managers establish the content and order of work, and department heads are responsible for their implementation. The structure of the personnel management system for a matrix organization is presented in Fig. 8.

So, the organizational structure of the personnel management system varies depending on the specifics of its activities. In addition, the structure of the PM service depends on the size of the organization, as well as on the level of personnel and methodological potential in the field of personnel management, which determines the degree of involvement of third-party consulting services.

If the organization's staff is small, then some tasks in the field of personnel management can be carried out by one specialist, and not by a unit within the PM service. Also, a number of functions of the personnel management system can be transferred to other divisions of the organization (for example, the information and technical support HR systems may be transferred to the Director of Information Technology).

Human resource management services today are functional and are not directly involved in managing the main activities of the organization’s employees, but help managers at all levels resolve issues related to hiring, relocation, dismissal, training, social security of personnel and a number of other issues. Therefore, the optimal combination of powers of the organization’s line managers and HR specialists is based on their joint responsibility.

When building an organizational structure, the following principles must be observed:

• Flexibility. Characterizes the ability to quickly adjust in accordance with changes occurring in personnel and production.
• Centralization. It consists in the reasonable centralization of the functions of employees in departments and services of the enterprise with the transfer of operational management functions to the lower level.
• Specialization. It is ensured that certain management functions are assigned to each division.
• Standard control. This is compliance with the rational number of subordinates for each manager: top level - 4-8 people, middle level (functional managers) - 8-10 people, lower level (foremen, teams) - 20-40 people.
• Unity of rights and responsibilities. It means that the rights and responsibilities of departments and employees must be in dialectical unity.
• Separation of powers. Line management ensures decision-making on product release, and functional management ensures the preparation and implementation of decisions.
• Economical. Characterizes the achievement minimally necessary costs on the construction and maintenance of the organizational management structure.

Factors in designing organizational structures

In the very general view There are four groups of factors that must be taken into account when creating a draft organizational structure:

1. 1) the external environment and infrastructure in which the organization operates;
2. 2) technology of work and type of joint activity;
3. 3) characteristics of personnel and corporate culture;
4. 4) prototypes and already existing and proven effective organizational structures of similar organizations.

When creating an organizational structure, it should be taken into account that, depending on the nature of environmental factors, an organization can exist in four fundamentally different situations.

The initial data for constructing an organizational management structure are:

• calculation of the number of management levels;
• calculation of the number of personnel;
• typical management structures.

The organizational structure of management consists of two independent management bodies that perform certain functions. The top is the central apparatus of enterprise management, and the base is the apparatus of management of structural divisions (productions, workshops, etc.). Each organ, in turn, consists of two separate levels of linear and functional management. The organizational structure is built according to levels (stages) of management.

Functional structure of the personnel management system

The functional structure reflects the division of management functions between management and individual divisions.

Management function is a special type of management activity, a product of the process of division and specialization of labor in the field of management, which is part of the management process, identified according to a certain characteristic. Typically, there are from 10 to 25 company management functions. A set of tasks is a part of the management function, distinguished on the basis of the main management functions (standardization, planning, accounting, analysis, etc.).

A set of tasks combines a set of tasks related to a specific function and, as a rule, is implemented by a small functional unit. For example, as in Fig. 8.

When constructing a functional structure, as a rule, the matrix method of distributing management functions is used (Table 5). The rows of the table are specific management functions, and the columns are the structural divisions of the management apparatus. At the intersection of columns and rows, the main management operations for a specific function are noted, for the implementation of which the structural unit is responsible. The distribution matrix of management functions allows you to clearly distribute them between the organization’s management and divisions of the management apparatus, and determine the technological sequence of operations for specific managers or employees.

The role of the organization's HR service

Personnel management as a theoretical and applied branch of management science and practice began to take shape in turn of the 19th century and XX centuries. Special units dealing with personnel-related issues began to emerge in the 20-30s of the last century. Since then, the functions of these services have undergone intensive development from auxiliary technical work to resolving almost all key issues related to the organization's personnel management.

Currently, personnel management services perform a number of functions that previously belonged to economic, production, technical and other departments. This concentration of functions in one structural unit makes it possible to implement effective tools for managing human resources of the organization. Today, the attention of personnel management services is mainly paid to improving labor relations, selecting candidates for vacant positions, developing and implementing training programs and social development programs, as well as motivating and stimulating work activity. Decision-making on the listed issues is carried out not only by the head of the personnel service, but also by other line managers of the organization.

Thus, today the work of personnel management services is increasingly dominated not by accounting, but by analytical and organizational aspects of activity. At the same time, a sharp increase in the professional level of personnel service workers was noted. Today they include specialists in the field of psychology and sociology, labor relations, specialists in the development and organization of educational programs, as well as managers.

Recently, a number of new professions and specialties have appeared in internal organizational management, such as specialists in the selection and hiring of personnel (recruiters), specialists interviewing applicants for vacant positions (interviewers), specialists in curriculum development, trainers (teachers) , consultants on career development, career guidance and organizational planning.

It should be noted that currently many Western organizations in the field of solving personnel issues use the services of outsourcing companies, which are recruiting agencies, training centers, consulting firms, etc. Outsourcing companies in the personnel sector include, for example, developers of automated management systems for management services, organizations specializing in building a system of payments and compensations (benefits). Also at the moment, there is a specialization of recruiting companies and the isolation of the function of selecting management personnel, as well as high-class specialists. The most significant in terms of the scale of personnel services is the sphere vocational training and advanced training, it accounts for 20 to 40% of organizational costs.

Functions of the personnel management service

In modern conditions the most priority areas The work of personnel management services is to solve the following problems:

• ensuring that skill levels meet the requirements of a modern economy, where basic skills and knowledge require continuous updating;
• controlling rising labor costs;
• determining the policies of multinational corporations in the field of combining low-cost hiring work force foreign countries and the population of their own countries;

• expansion of standards governing labor and organizational relations, from compliance with labor laws to moral and ethical standards (for example, in the field of discrimination, healthy lifestyle, etc.);
• development of methods to support employees working virtually using telecommunications at home and not visiting the office.

In modern organizations, the functions of the PM service can be divided into two types:

• labor relations management;
• documentation of labor relations.

Labor Relations Management includes the following features:

• personnel planning;
• providing the organization with personnel;
• personel assessment;
• professional training and staff development;
• organization of a reward system and social development;
• coordination of work to manage the quality of working conditions and compliance with safety regulations.

In total, these functions correspond to the functions of the personnel management system described above.

Registration of labor relations includes the following features:

• preparation of personnel orders;
• maintaining forms of mandatory primary accounting documentation for recording labor and its payment;
• registration and accounting of work books;
• management of personal affairs;
• employee consulting;
• drawing up and adjusting vacation schedules;
• registration of documents related to various payments, benefits and benefits;
• and some other functions.

It should be noted that the structure of the personnel service in a particular organization should be determined by its functions and tasks, and not vice versa. Quantitative composition of the PM service

As can be seen from the lists above, these services perform a wide range of functions associated with significant labor costs. When calculating quantitative and qualitative indicators of the composition of the personnel management service, the following factors must be taken into account:

• the total number of employees of the organization;
• the specifics of the organization’s activities, as well as production scale;
• social characteristics of the organization, structural composition and qualifications of personnel (the presence of various categories of personnel - workers, specialists with secondary or higher education);
• level of complexity and complexity of tasks solved by the personnel management service.

Personnel calculation different departments of the organization, including personnel management services, can be performed using different methods.

Economic and mathematical methods involve the development of mathematical models for real organizational processes and allow one to identify optimal indicators for the processes under consideration.

Comparison method(analogies) allows you to draw up requirements for the personnel management service based on an analysis of the composition of the personnel services of other organizations.

Expert method allows you to determine the need for HR specialists based on the opinions of experts in the field of HR management.

Direct calculation method allows you to determine the number of employees in the personnel management service through a coefficient such as the labor intensity rate. Labor intensity, as a rule, is determined by the following methods: empirical, calculation and analytical, method of analogies, expert method. Having established the labor intensity norm, you can calculate the number of units for a certain period of time (for example, 1 year) using the following formula:

H = T * K/F p, (6)

• H is the number of units;
• T is the total labor intensity of all work performed in the department per year (in man-hours);
• K is a coefficient that takes into account the time spent on performing work not provided for in the technical specifications (K ~ 1.15);
• F is the useful working time of one employee per year (in hours).

Modern experience of foreign countries has shown the effectiveness of the method of determining the number of employees of personnel management services on the basis of service standards, which characterize the number of employees of the organization who can be served by one employee of the department. In various countries, the following average service standards have developed: in the USA, for every 100 employees working in an organization, there is 1 HR employee; in France for 130 employees - 1 employee; in Japan there are 2-3 employees per 100 employees.

The indicated ratios are averages and may vary significantly by industry and sector of the economy. In the largest US companies, the number of such services reaches 150 people. Russian HR departments generally stay near the lower end of this indicator - 100 employees per HR specialist.

It should be noted that when planning the number of personnel management departments, several of the listed methods can be used at once. For example, the expert assessment method is used as an integral part of other methods.

At this stage, there is a trend not of absolute, but of relative growth in the number of personnel management departments, which is associated, first of all, with the automation of workplaces of personnel management specialists and with the involvement of the services of external companies in the field of resolving personnel issues, secondly.

High-quality composition of the personnel management service

The calculation of the quantitative need for specialists in personnel management services is carried out in parallel with the determination quality needs, that is, the need for workers for certain areas of activity with the required qualifications.

The main regulatory document intended to justify the rational division and organization of labor, the correct selection, placement and use of personnel is the Qualification Directory of Positions of Managers, Specialists and Other Employees. The directory provides a list and description of positions, including those for the personnel management system. In accordance with the reference book (1998, as amended in 2001), the following types of positions are provided for the personnel management system:

• managerial positions (deputy director for personnel management; personnel manager; head of the laboratory (bureau) for labor organization; head (bureau) of the laboratory (bureau) for the sociology of labor; head of the normative research laboratory for labor; head of the personnel department; head of the organization and remuneration; head of the labor protection department; head of the personnel training department);
• specialist positions (labor standards engineer; occupational safety engineer; personnel training engineer; personnel inspector; career consultant; psychologist; sociologist; personnel specialist; labor technician; labor economist);
• positions of technical performers (timekeeper, accountant, timekeeper, etc.).

For each of the specified positions, the Qualification Directory provides qualification characteristics. The qualification characteristics have the following three sections:

• in the “Job Responsibilities” section, the main job functions are established that can be entrusted in whole or in part to the employee holding this position, taking into account the technological homogeneity and interconnectedness of the work, allowing for optimal specialization of employees;
• The “Must Know” section contains the basic requirements for the employee in relation to special knowledge, as well as knowledge of legislative and regulatory acts, regulations, instructions and other guidance materials, methods and means that the employee must use when performing job responsibilities.
• in the section “Qualification Requirements” the level is determined vocational training employee necessary to perform the prescribed job duties, and requirements for length of service. The levels of required professional training are given in accordance with the Law of the Russian Federation “On Education”.

As already noted, the composition of personnel management services is determined by the level of complexity and complexity of the tasks being solved. For example, the number of employees to organize personnel training is determined by whether the organization conducts training independently or with the assistance of external training companies and educational institutions, as well as the number of training programs implemented simultaneously and the duration of training.

Based on an analysis of the experience of foreign organizations, as well as the experience of some Russian organizations, we can say that today in personnel services (departments, offices, etc.) there are the following positions occupied by specialists in the field of human resource management.

Head (HR) of HR department, who is responsible for solving all personnel issues of the organization. Currently, the head of the HR service (HR director) is one of the key figures in the company’s top management and, along with other managers, makes decisions in its field. strategic development, as well as ongoing work.

HR Manager (HR Manager): solves all personnel management issues from personnel records management to social benefits. However, in practice, the following specializations of HR managers are distinguished:

Compensation Manager. The responsibilities of this specialist include calculating wage rates depending on the labor contribution for each employee, as well as analyzing wage levels for the industry as a whole and participating in the financial planning of the organization.

Social Benefits Manager. An effective tool such as a package of social benefits (social package) allows you to increase the level of interest and motivation of staff. Considering the variety of benefits that can be included in the social package (various types of insurance, including medical and life insurance for employees and members of their families, payment for meals during the working day, transportation costs, payment for employee leisure, etc.), expenses it can significantly exceed the financial capabilities of the organization. It is the responsibility of the benefits manager to develop the optimal package according to the needs and capabilities of the organization, as well as its employees, and manage it effectively.

Recruiter (hiring specialist). One of the key functions HR management is the selection of suitable specialists for vacant positions. Recruiters are responsible for ensuring that candidates are attracted to vacant positions and selecting the most suitable candidate. Recruiters must know the company for which they work well and must be able to explain to applicants for a position the company's policies, the working conditions of the position, and also be able to answer questions from applicants regarding the requirements of the vacant position. In addition, recruiters must be proficient in a wide range of methods for attracting and evaluating candidates for a vacant position.

Training Specialist. His responsibilities include: adaptation of new employees to the workplace (familiarization with the organization and directly with the work), as well as the development and conduct of training events for employee training. The purpose of such activities may be: acquiring new skills necessary for work (for example, with new equipment, software); preparation of personnel occupying lower positions for work in management positions; development of interpersonal communication skills among middle and senior managers.

Employment Specialist for Dismissed Personnel. Such specialists work with those employees who are dismissed from the organization. In foreign practice, companies often take care of the employment of their former employees. An employment specialist helps determine the direction of your search for a new job, find a vacancy and prepare a resume.

HR Specialist. The responsibilities of such employees fully include the function of formalizing labor relations (maintaining employee work books, preparing personnel orders, maintaining primary reporting documentation, issuing sick leave, etc.) Due to the regular changes in modern Russian legislative framework A specialist in the field of personnel records management must periodically improve his skills in this area.

It is worth noting that some of the HR specialists listed above can work in an organization as full-time employees, as well as as freelancers. This depends on the frequency and regularity of certain personnel events (for example, recruiting campaigns, training events, layoffs, etc.)

In addition to the professional knowledge listed above in various areas of personnel management, as well as in the field of labor legislation, HR managers of various specializations are also subject to a number of requirements for the qualities that they must possess in modern conditions. These include:

• knowledge of the scope of activity and specifics of the organization— HR specialists must have a clear understanding of the needs of the organization’s clients, the driving forces of growth, understand the specifics of production and see strategic development prospects. This helps ensure the effectiveness of HR activities.
• leadership and ability to manage change— HR plays a key role in the management of a modern organization, so its employees must have skills critical to this process, such as planning, analysis, decision-making skills, effective communication, creating working groups, motivating and resolving conflicts. All this is necessary for successfully managing the changes that organizations undergo in an unstable external environment.
• ability to learn and develop— the ability to constantly update professional knowledge and skills allows you to manage the process of updating the knowledge and skills of employees throughout the organization.
• financial planning skills— HR management activities are costly and require strict financial planning. In practice, the HR budget is the most discussed at the level of the head of the organization, because the return on these expenses is not always as obvious as, for example, investments in obviously profitable activities, such as investments in construction and investment portfolios, etc. In addition, the presence today of a huge range of proven effective methods of personnel management (often expensive and affordable for large organizations) forces the head of the personnel department to make a choice in favor of those. which are most adequate to the set goals and available financial capabilities.
• effective cooperation with other departments— the ability of HR employees to carry out horizontal interactions in order to solve current work problems, as well as receive feedback on HR activities. For example, such interactions are necessary with the financial and legal services of the organization, with the information technology department, as well as with production departments.

It should be noted that there cannot be an ideal point of view on the role of an HR manager - each organization is unique in its own way and what place an HR manager will take in it will depend on the specifics of its activities, as well as on his personality.

Once again, it is worth emphasizing that the structure and composition of personnel management services are determined by the specifics of the organization’s activities and the range of personnel issues resolved in this organization.

• Scientific foundations of the public administration system
  • Concept and subject of public administration system
    • Subject of public administration system
  • Government system and forms government system
    • Forms of state and political structure
    • Forms of state-territorial structure
    • Forms of interaction between the state and civil society
    • Form of government in Russia
  • Functions of the state and public administration
    • Economic and social functions of the state
    • Functions of public administration
  • Types and methods of public administration
  • Public administration abroad
  • Public administration in Russia
• Government departments
  • President of Russian Federation. Bodies supporting presidential power
  • Legislative authorities (Federal Assembly)
  • Executive agencies
  • Judicial authorities
  • Distinction of subjects of jurisdiction and powers between federal authorities and authorities of constituent entities of the Russian Federation
  • State authorities of the constituent entities of the Russian Federation
• • Formation and implementation of public policy
  • Factors and directions of public policy
  • Adoption of normative legal acts
  • Planning as an instrument of public policy
  • Development of policy solutions
  • Implementation of public policy
  • Civil service
  • State control
• State regulation of the economy
  • Principles and objects of state regulation
  • Methods of state regulation of the economy
    • Administrative methods
    • Economic methods
  • Regulation of material production
    • State regulation of natural monopolies
    • Antimonopoly policy
    • Financial recovery of enterprises
  • Stock market regulation
  • Regulation of money circulation
    • Structure of the monetary system
    • Regulation of the money supply
    • Lending for socio-economic development
  • Currency regulation
• • Management of main economic complexes
  • State scientific and industrial policy
    • State industrial policy
  • Management of the fuel and energy complex
    • Electricity management
    • Gas industry management
    • Oil industry management
    • Coal mining management
  • Agro-industrial complex management
  • Management of the military-industrial complex
  • Transport complex management
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    • State Enterprise Management
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• Regional management
  • State regional policy
    • Alignment of economic and social development of regions
    • Federal programs
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    • North as an object of management
  • Organizational forms of regional government
  • Local government
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• Social management
  • Social management
  • Social policy of the state
  • Regulation of personal income
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• Housing and communal complex management
  • The concept of transformations in the housing and communal services complex
  • Housing and communal construction
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  • Tariff regulation
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  • Organizational structures for managing the housing and communal services complex
• Conflict and emergency management
  • Conflict management
    • Managing conflicting labor relations
    • Corporate conflict management
  • Community Emergency Management
  • Management in natural and man-made emergency situations
  • Emergency prevention and response system

Managing conflicting labor relations

One of the main sources of conflict is labor and corporate relations. The participants in labor relations are employees and employers. The labor market is expected to play a major role in labor relations.

The state participates in coordinating the interests of the parties to labor relations, forming a civilized labor market, achieving social partnership, and in cases of its violation - in protecting society from the negative consequences of the conflict.

Collective labor dispute(conflict) are unresolved disagreements between employees and employers on issues of price and conditions of employment, employment, social guarantees, implementation of collective agreements and agreements. The Constitution of the Russian Federation provides the right to individual and collective labor disputes using the methods established by law for their resolution, including a strike.

The procedure for resolving collective labor disputes is regulated by Federal Law No. 175 of November 23, 1995. It provides for the right to put forward demands by employees, their consideration, the use of conciliation procedures, the participation of mediators, the use of labor arbitration, and the execution of an agreement based on the results of resolving a collective labor dispute. A non-judicial procedure for considering the demands of the work collective or trade union rejected by the administration is mandatory.

It is expected that a government agency will participate in resolving a collective labor dispute. The body operates in accordance with the Regulations on the Service for Resolving Collective Labor Disputes, provides methodological assistance to the parties at all stages of resolving a labor dispute, trains mediators and labor arbitrators, and finances conciliation procedures.

If necessary, the deadlines provided for conciliation procedures may be extended by agreement of the parties.

A strike as a method of resolving a collective labor dispute is used if conciliation procedures have not led to its resolution or the employer evades conciliation procedures or does not comply with the agreement reached. An approximate order of strikes is given in the table.

During the strike, the employer, executive authorities, local government and the body leading the strike are obliged to take measures within their control to ensure public order, the safety of property, as well as the operation of machines, the stop of which poses a threat to the life and health of people.

In accordance with Federal Law No. 142 of November 6, 2001, federal executive authorities establish for their industries a list of minimum works (services) that enterprises are required to perform during strikes.

A court may declare a strike illegal if it is declared without taking into account the deadlines, procedures and requirements provided for by law. A strike is also illegal if it poses a threat to the foundations of the constitutional order and the health of other persons, the defense of the country and the security of the state. In this case, the decision on a collective labor dispute is made by the President of the Russian Federation within 10 days. In cases of particular importance for ensuring the vital interests of the country or individual territories, the President and the Government of the Russian Federation have the right to suspend the strike until the issue is resolved by the relevant court, but for no more than 10 calendar days.

An example of the most significant conflict is the strike at the Ford Motor Company CJSC plant (a Russian subsidiary of Ford) in Vsevolozhsk (Leningrad Region), which employs about 1,800 workers. In 2005, the plant assembled about 40 thousand cars.

The strikers put forward the following demands:

• increase wages by 30%;
• equalize wages for workers of different qualifications when performing the same work;
• allow the trade union to distribute funds from the social insurance fund.

The administration quickly satisfied the second and third demands, but the struggle for higher wages continued for a long time, with the strike being stopped and resumed. Ultimately, the conflict is resolved: wages increase by 14.5%, which is fixed in the collective agreement for a period of 3 years.

Among automobile factories, the payment at the Vsevolozhsk plant is the highest - 15 thousand rubles. per month (AvtoVAZ - 13 thousand rubles, GAZ - 10.0, Severstal-Avto - 8.0 thousand rubles). The basis for the demand for a wage increase was a significant increase in labor productivity at the plant. Satisfying this requirement will cost the administration 4 million rubles. monthly.

In Russia there has been a clear tendency for strike activity to fade. In 2005, protests were recorded at enterprises with a total workforce of about 84 thousand people. (2600 strikes), this is a small amount compared to other countries. In 2006, the strike movement subsided, social tension and protest moods decreased. The reason for this turn was, in particular, the streamlining of relationships between employees and employers within the framework of social partnership. Thus, the number of signed collective agreements increased from 162.7 thousand in 2000 to 207.0 thousand in 2005. However, social conflicts take place in other forms: picketing of government institutions, blocking of highways, hunger strikes.

Bodies regulating social and labor relations

Russian tripartite commission for regulation of social and labor relations. The Regulations on the Commission are approved by the President of the Russian Federation. It consists of representatives of three parties: federal government bodies, all-Russian trade union associations, all-Russian associations of employers, i.e. it is formed on the basis of the principles of parity and equality of the parties, the authority of representatives. This is a permanent body of the social partnership system. Each side is allocated 30 seats. To form a representative office, the trade union association reports data on its strength and, accordingly, receives a certain number of seats from the trade union side. The government side is formed from representatives of federal government bodies (the Government of the Russian Federation, the State Duma, the Federation Council).

The President of the Russian Federation approves the coordinator of the Commission, who is not its member and does not interfere in the operational activities of the parties and does not participate in voting; he organizes the work of the Commission, presides over meetings, and signs its decisions. Each party elects a party coordinator and his deputy for operational interaction with other parties. Coordinators of the parties and their deputies are members of the commission.

The main objectives of the Commission are to develop general principles coordinated implementation of socio-economic policy, strengthening social partnership, promoting the resolution of collective labor disputes (conflicts). The commission is called upon to conduct collective negotiations, prepare a general agreement for conclusion, monitor its implementation, regulate disagreements when concluding and implementing sectoral (tariff) agreements, and prevent agreements from violating social guarantees established by law.

The Commission may involve employers, managers and specialists of federal executive bodies, trade union associations, and independent experts in the work on resolving collective labor disputes. It has the right to make proposals to bring to justice persons who did not ensure the implementation of measures to implement the general agreement.

Service for Settlement of Collective Labor Disputes. The Service system includes the Department for Settlement of Collective Labor Disputes of Rostrud, territorial bodies of the same purpose. The system of the Service, in agreement with the executive authorities of the constituent entities of the Russian Federation, may also include the corresponding divisions of these bodies, which are entrusted with the functions of resolving collective labor disputes.

The Service is a government body that facilitates the resolution of collective labor disputes by organizing conciliation procedures and participating in them. Service employees enjoy the right to freely visit organizations in order to resolve collective labor disputes, identify and eliminate the causes that give rise to them.

Government Commission for the Prevention of Critical Situations in the Labor Market in Certain Regions. Logistical support for the commission is provided by the employment service. There is also an operational Commission of the Government of the Russian Federation for the consideration of social conflict situations.

The responsibility of both the employer and employees for violation of the legislation on collective labor disputes has been established.

Trade unions protect the collective rights and interests of workers, regardless of their membership in trade unions, if they are vested with powers of representation. For these purposes, they seek to expand production, develop small businesses, predict the situation on the labor market, and resolve disputes together with authorities and employers. Trade unions and their bodies protect the individual rights of trade union members related to labor relations. It is especially important to protect workers in small enterprises where there are no trade union organizations. Here, external control over compliance with labor laws should play a primary role.

COURSE WORK

in the discipline "Management"

on the topic: "Management of relations in the workforce"

Introduction

Relevance of the research topic. The success and prosperity of an enterprise, first of all, depends on the proper management of relations in the workforce.

A team is a community of people whose life activity is based on the value-orientation unity of its members, and the main value orientations are socially significant.

A work collective is an association of workers carrying out joint labor activities in a specific organization (commercial, state, municipal).

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

In the workforce there are formal and informal organizations.

The purpose of a formal organization is to make the management of people effective and their behavior controlled and predictable. Unlike the formal one, the informal structure of relationships is built on the principles of self-regulation and self-organization.

The social structure of a work collective is the totality of its social elements and the relationships between these elements. The main element of the structure of the work collective is a social group, that is, a set of people who have some common social characteristic (for example, a common profession, work experience, etc.) and differ in production and social functions.

Success in business largely depends on how effectively resources are used, including labor, that is, personnel, and how correctly relationships in the workforce are managed.

The degree of development of the problem.

An analysis of monographic and periodical literature on the issues of the course work showed that there are quite a lot of scientific publications on the problems of relationships in work teams to build a systematic understanding of the subject of this research. This issue was studied by such researchers as F. Kotler, M. Meskhon, F. Ferdouri. Among domestic scientists, we highlight A. I. Khrutsky, G. B. Kaznachevskaya. and others.

Goals and objectives of the study.

The purpose of writing this work is to study the issue of managing relationships in the workforce.

Job objectives:

1. Define the concept of a work collective, study the functions and classification of a work collective.

2. Study the social orientation and social structure of the work collective.

3. Familiarize yourself with the process of managing relations in the workforce, draw appropriate conclusions and suggestions.

The object of the study is relationships in the workforce.

The subject of the study is models that increase the efficiency of relationships in work teams.

The theoretical and methodological basis of the study was the work of domestic and foreign specialists on this issue.

The theoretical and practical significance of the course work is determined by the relevance of the tasks set and the achieved level of development of the problem, an assessment of the prospects for the development of relationships in work teams.

Chapter 1. Work collective: definition, properties, classification, functions

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

successfully cope with the tasks assigned to her (be effective in relation to her main activities);

have high morals, good human relations;

create for each of its members the opportunity for personal development;

be capable of creativity, i.e. as a group, giving to people more than the sum of the same number of individuals working individually can provide.

The group goes through several stages on its way to becoming a collective:

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

2) emotional upsurge - determined by the advantage of contacts enlivened by the novelty of the situation;

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

4) increase in psychological contact.

Based on the foregoing, let us define the concept of collective.

A team is a community of people whose life activity is based on the value-orientation unity of its members, and the main value orientations are socially significant.

In the Federal Law of May 19, 1995 No. 82 - Federal Law “On Public Associations”, labor collectives are defined as bodies of public initiative of citizens created at the place of work.

The work collective is vested with powers determined by the Labor Code of the Russian Federation. The work collective exercises its powers primarily through general meetings (conferences) of the organization’s employees. The labor collective is also given the right to create other representative bodies of workers.

In addition, the work collective is the main 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, unity of interests of members of the work collective;

organizational design within social institution;

socio-political significance of the activity;

relations of comradely cooperation and mutual assistance;

socio-psychological community of team members;

controllability;

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

The classification of work collectives can be based on several criteria, according to which they can be divided as follows:

a) by type of ownership (state, private);

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

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

d) by stage of development (forming, stable, decaying);

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

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

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

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

3. Educational - carried out by methods of socio-psychological influence and through governing bodies.

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

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

6. Innovation and invention support function.

From the content side, a work collective is defined as a community in which interpersonal relationships 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: a leadership group, a core, and a peripheral part.

The leadership group is represented by members of the work collective who are functionally entrusted with the function of leadership, or by a member of the team who, due to their personal qualities, enjoys authority among the majority of its other members.

The core consists of those members of the work collective who have already established themselves in the team, identified with it, that is, they are bearers of collective consciousness, norms and values.

The peripheral part of the structure of the work collective is formed by those members who have either recently joined the system of collective relations and have not yet been 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.

Chapter 2. Social orientation and social structure of the workforce

Employees of an enterprise represent an organizationally formed community of people that forms its social organization. Such an organization is a system social groups, performing specific production functions and interacting to achieve a specific goal. It regulates its composition and relationships between groups of workers through a hierarchical power structure.

The social organization of an enterprise is characterized by:

hierarchy in management;

the presence of a common goal;

distribution of functions, powers, responsibilities.

Social organizations function thanks to unity, leadership, social control over the activities of their members, stimulation of their labor activity through the formation of common value orientations and norms.

The social structure of a work collective is the totality of its social elements and the relationships between these elements. As noted above, the main element of the structure of the work collective is a social group, that is, a set of people who have some common social characteristic (for example, a common profession, work experience, etc.) and differ in production and social functions.

Social groups can be real, which are always institutionalized, have a clear distribution of functions, and conditional, which are formed, for example, by gender, age, work experience, etc.

The relationships between members of the work collective as the highest stage of development of a social group can be structured in several directions.

The social structure can be represented by such categories as workers (including skilled and unskilled), employees, specialists and managers.

The functional structure is represented as follows: workers of predominantly physical labor (main, auxiliary, maintenance) and workers of predominantly mental labor (administrative and managerial personnel, production and technical personnel).

Production-functional relations arise from the division and cooperation of labor and have two varieties:

horizontal relationships between employees who have the same social status;

vertical relations (organizational and managerial), i.e. relationships between managers and subordinates.

A significant role is played by the socio-demographic structure, in which groups are distinguished by age, gender, and nationality. It is extremely important for a manager to correctly assess the gender and age structure of the team from a psychological point of view, since each age period has its own psychological characteristics. When forming, the prospects for its development by age composition and period should also be considered. professional activity. Features of female and male psychology leave an imprint on the nature of intragroup relationships. Women's groups are more emotional, situational, and role conflicts arise in them more often. Male groups are more cruel and rational, but also inert, pragmatic, and tend to have business and leadership conflicts. Therefore, the combination of men and women in a group is a favorable factor for the development of the group and a good psychological climate.

The social and organizational structure is formed by public bodies operating at the enterprise. These are trade unions, youth associations, scientific and technical societies, societies of inventors and innovators, brigade councils, etc.

In the professional and qualification structure of the team, the following groups of workers are distinguished: highly qualified, qualified, semi-skilled, unskilled, practitioners, workers with secondary specialized education, and with higher education.

Within the framework of the social organization of the work collective, formal and informal subsystems for regulating relations are also distinguished. They rely on two rather heterogeneous sets of means and relationships with their corresponding structures. Each subsystem has its own structure and operates according to its own laws. They constantly interact, forming a single system, complementing each other, sometimes opposing.

The formal structure of an organization - the basis of the administrative structure - is a system of legalized impersonal requirements and standards of behavior, formally defined and rigidly assigned role prescriptions. It resembles a pyramid, the horizontal section of which characterizes the system of requirements functional division labor, and vertical (hierarchical) - relations of power and subordination. A formal organization can be described as a system of departments, groups, and jobs. Workplace an individual employee and a separate structural unit in a formal organization is determined by the positions they occupy in horizontal and vertical sections.

The purpose of a formal organization is to make the management of people effective and their behavior controlled and predictable. Therefore, the foundation of such an organization is the principle of maximum simplification and standardization of relations. This is achieved by formalizing role prescriptions, introducing impersonal standards and norms regulating business behavior in the organization. So, the formal organization forms the framework of relationships in the organization, gives them the necessary stability, making it possible to facilitate and rationalize the process of achieving the goal.

Unlike the formal one, the informal structure of relationships is built on the principles of self-regulation and self-organization. The informal structure is not rigidly structured. Its direction vector changes. At the same time, its direction can both strengthen and complement the external organizational impulse, and resist it. It is built on the basis of the personal characteristics of the group members and the specifics of the relationships that develop between them. There are no rigidly fixed impersonal standards that make the organization sustainable; on the contrary, group norms prevail, and spontaneous interaction of people gives flexibility to organizational behavior. If a formal organization is based on a rigid structure of relationships fixed in the hierarchy of functional job positions, then in an informal organization such a structure is situational in nature. Thus, the formal structure is created by the relationships between impersonal official and professional positions, and the informal structure is created by the relationships between living people in the process of their joint activities.

The need for informal organization is due to a number of factors:

the impossibility of standardizing the entire set of relations that arise in production regarding labor activity;

the inevitability of unforeseen situations arising in the organization that require non-standard solutions;

the need to develop new standards of behavior that initially arise in an informal organization and only then are transferred to a formal one.

The impossibility of reducing relationships between people only to business tasks with all the diversity of non-business relationships.

The last condition is the basis for dividing the informal organization into two blocks: an informal organization associated with work activity and the so-called socio-psychological organization that regulates non-work relations of people.

The work collective is characterized by a certain set of socio-psychological characteristics. The most significant of them are the following:

The coincidence of the value orientations of the team with the value orientations of society.

Relations of partnership, mutual assistance, low level of conflict.

Friendly attitude towards "newcomers".

Predominance of optimistic mood.

Satisfaction with work and team.

Good labor and production discipline.

Predisposition to communicate outside of work hours.

Free discussion of issues related to work and team life, friendly criticism.

The following socio-psychological parameters of the development of the work collective are identified that influence the effectiveness of activities: focus, organization, psychological unity.

Orientation is studied from the point of view of its driving forces and is divided into external (for example, the goals of activity) and internal (collective and egoistic).

Organization is the most important characteristic of an organization. This is its ability to maintain the stability of the structure while enriching and dynamic functions. It is manifested in the volume and speed of reactions of a given organization to changes in the external and internal environment, in the ability of the team to combine the diversity of opinions and forms of behavior of its members with the unity of action aimed at achieving a common goal.

Organization characterizes the work collective:

a) from the quantitative side (complete coordination of changes and actions);

b) from the qualitative side (improving organizational relations, enriching the forms of activity of team members).

Empirical indicators of team organization are as follows:

the desire to preserve the group (team) as a whole;

unity of opinions about the organizers;

subordination compatibility;

ability to coordinate actions;

initiative and independence of group members;

desire for cooperation, etc.

Psychological unity (cohesion) is community interpersonal relationships, unity of perception of external and internal influences, the positive nature of emotional attitudes, the absence of egocentric aspirations of all group members towards each other.

Depending on the level of cohesion, the following types of teams are distinguished:

1) a close-knit (consolidated) team. It is characterized by a relatively stable composition of workers, an attitude of friendship and mutual respect, high discipline and work efficiency;

2) a dismembered (loosely united) team consists of a number of socio-psychological groups that have their own leaders. The labor indicators, activity and discipline of these groups are different;

3) a disunited (conflict) team is characterized by a lack of personal friendly contacts, official connections of its members, a high level of staff turnover, and low labor activity.

In terms of its focus, cohesion can be:

a) positive (functional), i.e. goal- and task-oriented work activity;

b) negative (dysfunctional), aimed at achieving goals that contradict the objectives of organizational development.

The following stages of team unity are distinguished:

1. Orientation is a stage of formation. This stage is characterized by the fact that a simple association of people is transformed into a group with common goals and objectives, and an ideological orientation. Each member of the team orients itself in a new team through purposeful orientation and self-orientation.

2. Mutual adaptation stage - represents the formation of uniform attitudes of behavior of team members under the targeted, educational influence of the leader or through self-adaptation (imitation and identification).

At this stage, an asset is created, conscientious performers, organizers and disorganizers are identified, and a group of liabilities is formed.

3. Stage of consolidation, cohesion. This is the stage of team maturity. Groups are formed according to interests. Most workers perceive collective tasks as personal, cooperation and unity of workers arises.

All of the above parameters are of particular importance in modern conditions, when it is necessary to develop competent market thinking.

The effectiveness of the work collective is largely determined by the state of its socio-psychological climate.

The socio-psychological climate is the holistic socio-psychological state of the team, a relatively stable and typical mood for it, reflecting the real situation of work activity (nature, conditions, organization of work) and the nature of value orientations, interpersonal relationships and mutual expectations in it.

The socio-psychological climate is:

a) favorable, characterized by mutual trust, respect, awareness on significant issues, mutual assistance and mutual responsibility. In a favorable climate, a person has a sufficiently developed need to work for the common good.

b) unfavorable, characterized by disrespectful attitude of colleagues towards each other, callousness, and an increased level of conflict in the team.

c) unstable, which is characterized by periodic occurrence of conflicts.

The socio-psychological climate depends on many factors and, above all, on the style and methods of leadership. Therefore, a leader, possessing the basics of socio-psychological knowledge, must effectively influence socio-psychological, and through them, the organizational and economic processes occurring in the team.

English management specialists M. Woodcock and D. Francis identified the most typical restrictions that prevent efficient work teams:

Incompetence of the leader. Leadership is perhaps the most important factor determining the quality of a team's work. Not everyone has organizational skills. It has been established that such talent is several tens of times less common than musical or mathematical abilities.

Unqualified employees. An effective team should be a balanced association of people, where everyone plays their role efficiently and everyone solves a common problem.

Abnormal microclimate. The team consists of people with different values ​​and passions. They are united not only by common goals, but also by emotions. Devotion to the team is one of the signs of a normal climate in the team. A high degree of mutual support is also the natural state of an effectively working team. Distrust and suspicion of each other corrode the team.

Unclear goals. If there is no clear vision of a common goal, then individual team members will not be able to contribute to the common cause. A study of the economic giants of the USA and Japan showed that their success is largely due to the presence of a business credo, that is, a set of main goals and objectives. These goals are specifically formulated for the work collectives of lower divisions in the form of operating principles, rules, or even slogans, and then constantly and skillfully brought to the consciousness and feelings of all workers.

Unsatisfactory performance results. It happens that a good microclimate and high competence of employees do not give good results. Failures, as a rule, have a demotivating effect on team members. The task of the manager in this case is to maintain high morale of employees and offer appropriate incentives to intensify the work of subordinates.

Ineffective methods of preparation and decision-making.

Closedness and confrontation. When there is no freedom of judgment in a team, an unhealthy climate arises. Team members should have the opportunity to express their opinions about each other and discuss all disagreements. In effective teams, sensitive and unpleasant issues are not avoided, but discussed honestly and directly, without fear of clashes of views and conflicts.

"Undeveloped employees." All other things being equal, the greatest potential is possessed by a team with a high level of individual abilities of its members. “Developed employees” are energetic, know how to control their emotions, are ready to openly discuss their position, can change their point of view only under the influence of arguments, and express their opinions well.

Low creative abilities of the team. An effective team has the ability to generate creative ideas and implement them.

Unconstructive relationships with other teams. Opposition to other departments of the organization most often reduces the effectiveness of activities. The leader is obliged to establish connections, seek opportunities for joint problem solving, achieve personal understanding and establish cooperation.

Taking into account these typical difficulties in organizing the effective activities of a team can help the manager in fulfilling functional responsibilities.

Chapter 3. Basic principles of workforce management

Management of relations in the workforce has a huge impact on the results of economic activity of any enterprise.

As noted above, the relationship of the workforce with the employer, including on issues of employee participation in the management of the organization, on issues of employee participation in the management of the organization, on issues of social partnership, labor protection and others, is regulated, first of all, by the Labor Code of the Russian Federation, the charter organizations, a collective agreement, as well as legislative acts of the Russian Federation that do not contradict the Labor Code of the Russian Federation. The powers of labor collectives established by these regulatory legal acts do not depend on the organizational and legal form and form of ownership of the organization.

When managing a workforce, you need to do definite choice. Collective norms and rules do not always correspond to norms and rules. Relations with the manager will also be built on the basis of existing ideas in the work team.

Labor behavior is determined by the motivation of work activity, which in turn is formed under the influence of needs, interests, values, value orientations, motives, and attitudes. Needs act as deep sources of interests. Interests shape motives and values. In turn, interests and values ​​are directly influenced by the labor situation, which consists of a set of planned and estimated indicators, administrative decisions and a system of incentives. There is a feedback relationship between motives and value orientations, i.e. they mutually influence each other. Motives, attitudes and value orientations directly shape work behavior. General diagram of the regulation mechanism (Fig. 1):

Fig. 1 Mechanism for regulating labor behavior

According to the model, the results achieved by an employee depend on the following variables: the effort expended, the abilities and characteristics of the person, as well as his awareness of his role in the labor process.

The level of effort expended depends on the value and how much a person believes that there is a strong connection between costs and possible rewards. Achieving the required level of performance can entail internal rewards (satisfaction from the work performed, a sense of competence and self-esteem) and external rewards (supervisor praise, bonus, promotion).

If a person is appointed as a leader, does he always think about how the relationships will develop between people in the group he will lead? Do his future employees understand each other and will they understand the new person - the manager? The mood of each of us depends to a great extent on the behavior and attitude of the people with whom we communicate. A good attitude makes you happy, a bad attitude upsets, worries, and worries you. And it’s even more difficult for a manager, because in his own way social status he seems to be opposed to a group of people united by a common “we”. And this interaction between the human “I” and the group “we” is very complex and contradictory, changeable and unstable. When we talk about a team, we often consider this interaction as a correlation between individuality and collectivity, and, as a rule, we give preference to collectivity. Hence the desire for averaging, equalizing people and dislike for “upstarts”, the desire to put them “in their place.”

This trend is very harmful for the development of society, especially its creative and intellectual potential. It turns out that the brighter and richer the individuality, the higher the level of development of each member of the team, the more capable and humane the team as a whole is. Therefore, it is so important to penetrate into the peculiarities of the subtlest tissue of relationships between “I” and “we” that develop in a social group, i.e. in the team that we lead or are going to lead. And psychology can be a good help here.

Leadership processes and the leader are integral elements of the organization. Leadership is the dominant and directing influence on the behavior of organizational members to achieve organizational and personal goals, based on a position of power and authority. The following components influence the effectiveness of leadership:

a leader who has the qualities necessary to manage people;

an authoritative, commanding position (leadership position), with resources of influence;

a group of subordinates who have individual characteristics and are in systemic interdependence and interactive interaction;

general goal and specific tasks;

the external environment in which leadership is carried out;

a situation reflecting dynamic, relatively time-varying factors that influence management.

The most important component of effective leadership is leadership (from the English leader - leader, leader). A manager who has all the qualities of a leader is the ideal head of an organization, capable of providing highest achievements. The roles and functions of a manager determine his place in the work team. I. Ansoff indicates four main roles of a leader:

the role of an administrator - this role presupposes the manager’s ability to control the state of affairs, make decisions and achieve their implementation, organize and coordinate the actions of subordinates, ensure order, compliance with legal and administrative norms and orders;

the role of the planner - the main tasks of this role are to optimize the future activities of the organization through the analysis of trends in changes, both of the organization itself and its environment; identification of management alternatives and selection of the best ones; concentration of resources on the main areas of the organization's activities. The planner must have an analytical mind, be methodical in his work and focus on the future;

the role of the entrepreneur - acting in this role, the manager must be an experimenter, find new types of activities, non-standard solutions that are most appropriate to the situation, must be prepared for a certain entrepreneurial risk, while minimizing it.

The place of a leader in an organization is revealed in the following ten roles:

“thinker” - a general understanding of the state of affairs in the department, the search for optimal ways to solve problems;

“organizer” - coordinating the work of employees;

“staff employee” - processing management information and drawing up documentation;

"personnel officer" - selection, placement, evaluation of personnel;

“educator” - training and motivation of staff;

“supply” - providing the group with everything necessary for work;

"social activist" - participation as a moderator at meetings and meetings, work with public organizations;

“innovator” - the introduction of advanced labor methods and scientific and technical achievements into production;

“controller” - control over compliance with organizational standards and product quality;

"diplomat" - establishing connections with other institutions and their representatives.

The social roles of the leader are detailed and manifested in his functions. Many specific functions of a manager can be combined into two main functions:

1) achieving a group goal;

2) unity of the group and concern for its preservation. The second function has deep socio-psychological content, the assessment and use of which can significantly increase the efficiency and authority of the manager.

detection and elimination of emotional tension in group relationships;

notification of group norms, rules of the game;

protection and encouragement of “quiet” team members, inhibition of the desire of overly active employees to dominate and oppress more modest ones;

conflict prevention and resolution;

protecting individual employees from those who violate their personal dignity;

development of healthy collectivism, mutual trust and solidarity, goodwill and the desire to find compromises;

all support for group meetings;

attentive and tolerant attitude towards employees when resolving issues that arise during working together in a team (correct understanding of common goals, opportunities, problems, etc.);

employee motivation;

initiating constructive criticism.

The functions of a manager are a measure of assessing his individual qualities and abilities to work effectively and manage relationships in the work team.

Conclusion

To summarize, first of all, I would once again like to recall the basic concepts associated with the work collective.

A work collective is a community of people whose life activity is based on the value-orientation unity of its members, and the main value orientations are socially significant.

The following types of groups are distinguished: educational, labor, military, sports, socio-political, a group of people united by interests (fishermen, hunters, car enthusiasts), etc.

There are six main functions of the work collective: production management function, target, educational, incentive function, team development function, function of supporting innovation and election.

Management of relations in the workforce has a huge impact on the results of economic activity of any enterprise.

When managing a workforce, you need to make certain choices. Collective norms and rules do not always correspond to norms and rules. Relations with the manager will also be built on the basis of existing ideas in the work team.

You can manage your employees in different ways: from complete non-interference in their work to a strict dictatorship in relations with subordinates.

The normal style of personnel management uses two methods of command management - administrative and democratic.

It is especially important for the head of a small enterprise to be able to manage his subordinates, since due to the specifics of a small business, he is inclined to be much more active in his own affairs than in organizing the work of his staff. The danger of this approach is that it gradually gets sucked in by current affairs. As a result, so much time is spent on them that there is no time left to think about improving the work of your enterprise.

So, let's summarize all of the above.

The success and prosperity of an enterprise, first of all, depends on the proper management of relations in the workforce. To do this, managers must clearly understand their mission and business goals. Then you need to make sure that those goals are supported by everyone in the organization. Sensitively capturing the opinion and mood of the workforce, managers must achieve unity of their commercial goals and the goals of the workforce. In this case, it is possible to awaken activity and creative energy in employees, which will be the key to the successful development of the enterprise.

In addition, it is necessary to pay special attention to the style of personnel management. The right working style will be the basis for business success. At the same time, we should not forget that when communicating with different employees and depending on the situation, it is necessary to behave differently. You need to have a fair amount of flexibility and not be afraid to use authoritarian leadership methods if necessary, and the next day appear before your employees in the guise of a democratic leader.

When managing personnel, it is necessary to remember to solve the triune task: achieving common commercial goals; turning all employees into a team of like-minded people; creating labor incentives for each employee. Success in business largely depends on how effectively resources are used, including labor, that is, personnel, and how correctly relationships in the workforce are managed.

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3. Pugachev V.P. Personnel management of an organization: Textbook. - M.: Aspect Press, 1998.

4. Seroshtan N.A. and others. Sociology of labor. - Kharkov: Osnova, 1990.

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• LABOR RELATIONS
• CONTROL
• ORGANIZATION
• HUMAN RESOURCES

The author's approach to the formation of an innovative model of social and labor relations is proposed, which will contribute to the development of individual competence into organizational competence. The main idea of ​​organizational changes is to recognize the need to improve the system for managing social and labor relations.

• Comprehensive assessment of the economic activities of an enterprise (organization) of the GMU system
• Mechanism of state regulation of financial resources of a municipality
• Scientific approaches to the formation of the patriotic position of future bachelors of tourism

Human resources are an important resource for the strategic success of an organization, and for productive work it is necessary to build effective system management. Management, in turn, can be defined as a special type of activity that can transform an unorganized crowd into an effective, focused and productive group, namely, organizing the interaction of people so that they perform certain actions to achieve certain actions.

Research in this area emphasizes the importance of human resources in the management system of an organization, which determines the need to improve existing approaches to managing social and labor relations.

An important factor in the formation of a systematic approach to personnel management of an organization is social and labor relations, which allows the organization to occupy a stable position in the market. This is due to the fact that it is social and labor relations that reflect all the changes occurring in all organizational processes and form the conditions for the effective use of the labor and intellectual potential of workers, since the type of social and labor relations and the level of their development allows for the realization of opportunities with greater or less efficiency human resources to achieve high financial results.

Social and labor relations are defined as the existing interdependence and interaction of the subjects of these relations in the process of work, which are aimed at regulating and improving the quality of working life. At the same time, social and labor relations are subjectified, since they reflect subjectively determined interests, needs, intentions and actions of the participants in these relations, determined by their conscious and mutual dependence. Social and labor relations can solve not only the problems of effective employment and social protection of the organization’s personnel, but also increasing the technologization of human resource management, which is caused by changes in working conditions and the quality of personnel. .

It is worth noting that social and labor relations are divided into certain types, depending on the method of their regulation. At the same time, the type of social and labor relations is determined by their essence, namely, the specific manner in which important organizational decisions are made, as well as those concerning changes in the social and labor sphere within the organization. Depending on the existing type of social and labor relations in an organization, psychological, ethical and legal forms relationships in the process of work. Thus, in practice, the basic role in the formation of the organizational type of social and labor relations is played by the established models of people management in organizations that determine the norms of individual, group and intergroup behavior based on equality (or vice versa inequality) of the rights and opportunities of all subjects of such relations.

Meanwhile, the social activity of a team cannot exist spontaneously, by gravity. The complex social processes developing in it must be purposeful and consciously regulated, which involves planning the social development of the team.

When analyzing real models of social and labor relations, it was revealed that the system of factors that form a specific model of social and labor relations, and the choice of appropriate management methods, determines the organizational context of a particular organization. At the same time, the development of labor relations is determined not only by changes in the relevant organizational structures, but also by the subjective perception of the ongoing institutional changes by individual workers or groups (both formal and informal). Thus, the actual model of social and labor relations that has developed in an organization is the result of a combination of specific circumstances and specific factors influencing them. At the same time, it was found that, along with formal social and labor relations, an informal (illegal) system of social and labor relations is developing in each organization, the development of which can lead to a significant redistribution of power and responsibility in the organization.

Both systems of social and labor relations (formal and informal) characterize the economic, psychological and legal aspects of the relationships between individual workers and various groups in all organizational processes determined by the institutional specifics of a particular organization. The building of an informal (illegal) system of social and labor relations, which is a set of informal institutional practices of the main subjects of these relations, often occurs in parallel with the formal one, which can have an extremely negative impact on overall organizational development.

In management practice, situations often arise when managers focus their efforts on only one of these aspects of social and labor relations. As a result, unexpectedly for themselves and the enterprise as a whole, they find themselves in extremes when it comes to working with personnel.

The first extreme is when they forget about strategic issues and focus their attention on operational management. With this approach, the staff understands what needs to be done, but it is not clear why, in what quantity and with what quality. “You work,” says the head of the enterprise, “and at the end of the month I will tell you who worked well and who did not work well enough.”

The second extreme is recruiting personnel “at random”. Relatives, acquaintances, acquaintances of acquaintances, and good acquaintances of relatives of acquaintances work at such an enterprise.

The third extreme is to demand the implementation of plans and a special quality of work, without providing opportunities for professional training. You work better and faster, and if you can’t, that’s your problem, get ready to quit.

The fourth extreme is the constantly changing system of remuneration for workers and the lack of connection between wages and quantitative and qualitative performance indicators.

The fifth extreme is the excessive enthusiasm of the enterprise management for monitoring the work of personnel.

When determining an enterprise's strategy in building social and labor relations, one cannot ignore one area and focus one's management efforts on another area of ​​relations.

Social and labor relations reflect the specifics of the production process, which in each organization is characterized by uniqueness and industry affiliation, which forms a certain organizational structure, spheres of functioning of social and labor relations that differ significantly in type, economic interests of subjects, satisfaction of workers with working conditions, and level of wages. Changes occurring in the work process of the organization as a whole, or in individual business processes, are reflected in the entire system of social and labor relations, primarily on the economic interests of their subjects, forcing the latter to make new decisions regarding the applied models of behavior and organizational interaction.

The formation of an innovative model of social and labor relations is influenced by the very essence of a modern organization, which, on the one hand, actively influences the process of forming a system of social and labor relations, and on the other, is under the influence of individual members of the organization (most often key employees involved in the adoption of strategic important decisions) and various organizational groups that are full-fledged subjects of social and labor relations. At the same time, in organizations of a regressive type, the greatest influence on the formation of an informal system of social and labor relations is exerted by informal groups that actively promote their interests.

This is due to the fact that, as an institutional entity, a company is a collection of individuals united on the basis of fulfilling certain institutional requirements that limit the norms, means and methods of their actions in the process of achieving a specific goal. Institutional requirements, acting as objects of institutional interactions within an organization, are considered as a set of restrictions necessary for the implementation of economic activity, the implementation of which ensures that the subject (individual or group) achieves the goal in the most optimal way, and also allows it to maintain relative stability and economic stability. The accumulation of changes in institutional requirements leads to the development of contradictions between the requirements that have developed as a result of previous experience and the requirements as a result of changed circumstances.

At the same time, as an institutional product, the company becomes a form of coordination of interests based on their renunciation of some part of their personal (private) interests, which becomes the basis for the development of institutional contradictions within the organization. Intra-organizational contradictions act as contradictions between formally established and actually developing relationships between subjects of social and labor relations at all levels, contributing to the creation of incentives for favorable or unfavorable selection of models of economic behavior. Since consent, or the pursuit of the common interest of subjects, is possible provided they renounce some part of their personal (private) interests, this becomes the basis for the development of contradictions within the organization as an institution. The tension between private and general interest may manifest itself as a conflict between organizational demands and the needs of the institutional agent. The isolation of “suppressed” private interests will manifest itself as an institutional conflict between different subjects of social and labor relations.

Contradictions, taking the form of conflicts, are resolved through the regulation of interactions and providing opportunities for all subjects of social and labor relations to achieve goals as participants in the institutional process. But even if the conflict has been overcome, this does not mean that a balance has been established between the parties and a harmonization of interests is observed, since the existing model of social and labor relations, reflecting in the norms and rules the preferences of different subjects of these relations (organizational formal and informal groups, individuals) , cannot but force some of them to comply with them. Coercion, forcing them to submit to institutional requirements, does not remove the contradictions underlying the conflict. The resolution of one contradiction gives rise to other contradictions, and the institutional process of development of a model of social and labor relations acts constant search consent, compromises, mutual concessions of the participants in this process (groups and individuals).

Thus, the development of a systematic approach to managing social and labor relations occurs in the process of resolving institutional contradictions, i.e. coordination of individual, group and corporate interests and requirements. Moreover, in the most prosperous organizations, organization-wide institutional requirements take on primary importance, even if the system of social and labor relations is built primarily according to an innovative type, for which unifying ideas, situations or goals are actively used.

At the same time, a psychological atmosphere is formed that promotes constructive interaction between employees and work groups in the process of solving their work tasks.

Thus, within the framework of each organization, a specific model of social and labor relations is formed, as a combination of a formal and informal system of social and labor relations, combining certain types and forms. In this connection, the process of managing the development of social and labor relations, which should occur in the direction of formalizing the illegal system of social and labor relations, becomes important. This change should be carried out exclusively in a non-violent way through the formal consolidation of spontaneously developed acceptable institutional practices of subjects of social and labor relations. At the same time, opportunistic forms of behavior can be neutralized only within the framework of the organizational process of institutional changes through their gradual transformation into progressive (innovative) models of behavior. An important success factor can be the introduction of progressive technologies for making important organizational decisions, based on the real capabilities of organization members to make important decisions and take constructive actions.

The proposed principle of forming a model for managing social and labor relations will contribute to the development of individual competence into organizational competence. The main idea of ​​organizational change is to recognize the need for long-term, comprehensive change and development of the organization and its members, therefore the process of managing the development of the organization's human resources potential is directly related to the process of developing the system for managing social and labor relations.

Bibliography

1. Drucker P.F. Management practice. M., St. Petersburg, K.,: Williams, 2003.
2. Kobets E.A. Problems of social development of production teams // Innovative technologies in economics and management. 2007. No. 2(3).
3. Andreeva I.V., Kosheleva S.B., Spivak V.A. Personnel management. - St. Petersburg: Olma-Press, 2010. - P. 234.

Social and labor relations- interconnections and relationships that exist between individuals and their groups in processes caused by. Social and labor relations arise and develop with the aim of regulating the quality of working life.

In accordance with Labor Code RF, labor relations are relationships based on an agreement between an employee and an employer on the employee’s personal performance for payment of a labor function (work in a certain specialty, qualification or position, the employee’s subordination to internal rules labor regulations when the employer provides working conditions provided for by labor legislation, employment contract, etc.)

At the same time, the concept of social and labor relations is much broader; the concept of labor relations reflects not only legal, but also socio-economic and psychological aspects.

Elements of the system of social and labor relations:

• subjects of social and labor relations;
• levels of social and labor relations;
• subjects of social and labor relations;

The subjects of social and labor relations include: employee, employer, state.

Employee- This individual, which concluded employment contract(contract) with an employer to perform a specific job in accordance with one’s qualifications and abilities. Trade unions are primarily involved in protecting the interests of employees.

Employer is it physical or entity(organization) that employs one or more persons for work. In this case, the employer can be either the owner of the means of production or his representative (for example, the head of an organization who is not its owner).

State as a subject of social and labor relations in conditions, it plays the following main roles: legislator, defender of the rights of citizens and organizations, employer, mediator and arbiter in labor disputes.

Relationships between subjects of social and labor relations arise under various conditions: employee-employee; employee-employer; trade union-employer; employer-state; employee-state, etc.

Subjects of social and labor relations determined by the goals that people strive to achieve various stages their activities. It is customary to distinguish three main stages of the human life cycle:

• from birth to graduation;
• period of work and/or family activity;
• period after work.

At the first stage, social and labor relations are associated mainly with problems of vocational training. On the second - the main ones are relations of hiring and firing, conditions and remuneration. On the third - the central one is pension problem.

To the greatest extent, the subjects of social and labor relations are determined by two blocks of problems: employment; organization and remuneration.

The first of these blocks determines the possibilities of providing people with the means of subsistence, as well as the realization of individual abilities. The second block is related to working conditions, the nature of relationships in production teams, reimbursement of labor costs, and opportunities for human development in the process of work.

Types of social and labor relations

Types of social and labor relations characterize the psychological, ethical and legal forms of relationships in the process.

The following types of social and labor relations are distinguished according to organizational forms:

Paternalism characterized by a significant amount of regulation of social and labor relations by the state or enterprise management. It is carried out under the guise of “fatherly care” of the state for the needs of the population or the administration of an enterprise for its employees. An example of state paternalism is the former USSR.

Partnership most typical for Germany. The economy of this country is based on a system of detailed legal documents, according to which employees, entrepreneurs and the state are considered as partners in solving economic and social problems. At the same time, trade unions act from the position of not only protecting the interests of hired personnel, but also the efficiency of production at enterprises and in general.

Competition between people or teams can also help achieve synergies. In particular, experience shows the effectiveness of rationally organized competition between design teams.

Solidarity involves shared responsibility and mutual assistance based on the common interests of a group of people.

Subsidiarity means a person’s desire for personal responsibility for achieving his goals and his actions in solving social and labor problems. Subsidiarity can be considered as the opposite of paternalism. If a person, in order to achieve his goals, enters into a professional or other union, then subsidiarity can be realized in the form of solidarity. In this case, a person acts in solidarity with full awareness of his goals and his personal responsibility, without being influenced by the crowd.

Discrimination is an arbitrary, illegal restriction of the rights of subjects of social and labor relations. Discrimination violates the principles of equality of opportunity; discrimination can be based on gender, age, race, nationality and other grounds. Discrimination is possible when choosing a profession and entering educational institutions, promotion, provision of enterprise services to employees, and dismissal.

Conflict is an extreme expression of contradictions in social and labor relations. The most obvious forms of labor conflicts are labor disputes, strikes, mass layoffs(lockouts).

By the nature of the impact on the results of economic activity

By the nature of the influence on the results economic activity and the quality of life of people, social and labor relations are of two types:

• constructive, contributing to the successful activities of the enterprise and society;
• destructive, interfering with the successful activities of the enterprise and society.

Constructive there may be relationships of either cooperation, mutual assistance, or competition, organized so as to promote positive results.

Destructive relationships arise when the general orientation of the interests of employees and social groups does not correspond to the goals of the enterprise. The interests of enterprise employees may differ according to a number of characteristics: psychophysiological parameters (gender, age, health, temperament, level of abilities, etc.); nationality, marital status; education; attitude towards religion; social status; political orientation; income level; profession, etc.

In itself, the difference between employees of an enterprise according to these and other characteristics does not necessarily lead to destructive relationships. There are many examples of effective cooperation between the most different people. The main condition for such cooperation is the presence of unifying situations or ideas, in front of which individual and group differences become insignificant.

Uniting situations- this is a war, a natural disaster, ecological catastrophy, the need to preserve (survival) the enterprise in competition, fear of unemployment. Unifying ideas can be religious, socio-political, scientific, etc.

Constructive interaction between company employees is based on the authority of managers, a system of lifelong employment, high level income, rational management style, psychological atmosphere in the team.

The effectiveness of the personnel management system depends on taking into account the differences in characteristics and interests of employees. In particular, it is necessary to take into account the characteristics of the work of women, people of retirement age, disabled people, etc. Religious feelings and national customs must be respected. When developing a work and rest schedule, motivation and payment systems, one should take into account the characteristics of creative work, the marital status of employees, and the conditions for improving the skills of employees.

To the number most important social relationships relate relationships between managers and subordinates. For decades, the Russian economy has operated on the basis administrative methods, or rather, simply on the fear of subordinates before their superiors. Such relationships were especially frank between managers at different levels.

The experience of developed countries shows that partnership relations are more effective than relations based on administrative coercion. Significant inequalities can be anything, but all employees should feel like partners at work.

State regulation of social and labor relations

Control functions social and labor relations at the state level in the Russian Federation carried out by a combination of legislative, executive and judicial authorities. This set forms a system of state regulation of social and labor relations.

• legislative activity in labor and related fields;
• control over the implementation of laws;
• development and implementation of policies and recommendations in the field of social and labor relations in the country (including issues of remuneration and labor motivation, regulation of employment and migration of the population, living standards, working conditions, situations, etc.)

Legislative regulation of social and labor relations

It should be noted that in the conditions of state regulation of labor relations is limited in nature and is aimed at providing citizens with social guarantees. This is expressed, first of all, in establishing, with the help of regulatory legal acts, the boundaries within which the subjects of social and labor relations must operate.

Such regulatory legal acts include labor legislation, pension legislation, regulations on the protection of social and labor rights of certain categories of citizens, etc.

• establishment of state guarantees of labor rights and freedoms of citizens;
• creation of favorable working conditions;
• protection of the rights and interests of workers and employers.

Legislation in the field of regulation of social and labor relations is carried out at the federal and regional levels.

The state is also developing and implementing a number of short-term, medium-term and long-term programs in order to resolve individual issues lying in the socio-economic plane. Such programs are also divided into federal designed to solve problems of a national scale, regional, related to the specifics of individual territories and sectoral, aimed at solving the problems of individual industries.

In the Russian Federation, the mechanism of state regulation of labor relations involves three branches of government: legislative, executive and judicial.

Legislature provides a regulatory framework for regulating labor relations. At the federal level, the legislative power in Russia is represented by Federal Assembly consisting of two chambers: the Federation Council (upper house) and the State Duma (lower house).

Executive branch is called upon to enforce laws. At the federal level, the executive body is the Government of the Russian Federation, formed by the President of the Russian Federation. The activities of the Government cover all spheres of life in modern Russian society and are regulated by the relevant federal and sectoral ministries. Before the administrative reform of 2004, issues of regulation of social and labor relations were dealt with by the Ministry of Labor and social relations Russian Federation (Ministry of Labor).

Judicial branch carries out regulation in the field of social and labor relations at the level of administration of justice, consisting in punishing violators, resolving problems and conflicts related to the application of labor legislation. The judiciary is represented by a system of courts at various levels, as well as the Ministry of Justice. The Ministry of Justice participates in the formation and implementation of state policy, including in the field of social and labor relations.

Models of state regulation of social and labor relations

There are two main models of state regulation of social and labor relations:

• Anglo-Saxon;
• European (Rhenish).

Anglo-Saxon model practiced in the USA, UK, Taiwan and some other countries. The main features of this model are that the state considers employers and employees as equal market players and performs the functions of maintaining the elements necessary for the market, such as competition, limiting monopolies, creating a regulatory framework, etc. European model is based on the assumption that workers are dependent on employers and need support and protection from the state in the form of support at a sufficiently high level minimum wage labor, social and health insurance, the presence of government bodies protecting the interests of workers.