The current stage in the development of the sociology of management. Development of Russian sociology of management in the pre-war period

Stages of development of sociology of management.

Sociology of management as a sectoral sociological theory. Institutionalization of sociology as a science, main theoretical approaches and concepts.

Sociology of management as a special sociological theory. Sociology of management in the structure of sociological knowledge. Subject, object and tasks of management sociology. Methods of sociology of management. The main conceptual and categorical apparatus of the sociology of management. Interdisciplinary nature of management sociology. Stages of development of sociology of management. Classical theories of organization and management (O. Comte, E. Durkheim, A. Touraine, M. Weber, R. Dahrendorf, F. Znaniecki). Applied school of management (F. Taylor, A. Fayol, F. Gilbert, etc.). Empirical (pragmatic) school of management (E. Peterson, G. Simon, E. Dale, etc.). Humanistic approach to management (E. Mayo, F. Maslow, D. McGregor, etc.). Development of the theory of organization and management in the 70-80s. years of the 20th century (P. Drucker). The theory of “social capital” and the concept of “human resource analysis”.

Sociology of management as special scientific discipline took shape in our country in the 60-70s. XX century. In the USA and Western In Europe this term is practically not used. Object sociology of management is social management, management activities related to the management of people. In general, management is the object of study of many sciences, incl. and natural. That. object of management sociology are management processes occurring in society, its individual subsystems or organizations (enterprises, institutions, etc.), which are studied from the point of view of the interaction of people participating in them, united in family, professional, territorial and other groups and included in diverse processes cooperation, mutual assistance, competition. Item sociology of management is the study, assessment and improvement of management processes in various types of communities, organizations, social institutions and society as a whole. Isolating the object and subject of management sociology makes it possible to formulate a definition of this specific branch of sociological knowledge itself. Sociology of management - a special sociological theory that studies the system and processes of management in various types of communities, organizations, institutions and society as a whole.

The sociology of management occupies a certain place in the system of sociological knowledge. It is a middle-level theory and belongs to the group of theories social processes. The sociology of management is in close relationship with other sciences. On the one hand, it interacts with general sociology and various private sociological theories (economic sociology, sociology of labor, sociology of organizations, communication, conflicts, etc.). Among other branches of sociological knowledge, the closest to the sociology of management are the sociology of labor and the sociology of organizations. The sociology of labor, which studies people’s attitudes to work, ways to stimulate them, and the influence of the content of work on the development of the individual, provides valuable material in solving the problem of reconciling the interests of each employee with the guiding goals of the team. The sociology of organizations reveals general patterns development and functioning various organizations, knowledge of which allows us to formulate rules for managing them. The sociology of management is related to social psychology, which helps to better understand such elements of management. Such as leadership style, collegial decision-making, conflict situations. Also, the sociology of management is interconnected with economics, systems theory, and legal sciences, which also solve management problems.

Functions sociology of management designate its role in the life of society. Cognitive. Its main goal: to study the main features of management as a specific sphere of work activity, to determine its role and significance in the development of society and its subsystems, organizations, groups, etc. Methodological. It consists of developing and improving the principles and methods of management activities. Estimated. Its essence is to assess the extent to which the management system existing in a given society or organization corresponds (or, on the contrary, does not correspond) to the main trends of this society, social expectations, needs and interests of the majority of the population; whether it is democratic, authoritarian or totalitarian, it develops or fetters the initiative of individuals, their groups and communities. Prognostic. It is aimed at identifying the most likely and desirable changes in management activities within the near or more distant future, ᴛ.ᴇ. to determine possible trajectories of management development, to forecasting. Educational (training). Its essence is to disseminate knowledge about management, on the basis of determining and assessing the significance of certain management concepts, trends in their development and improvement, predicting their development in the future. about its main tasks, functions, implementation mechanisms. We are talking about the dissemination of knowledge through the system of educational institutions, various institutes and centers for advanced training, retraining and retraining of personnel, helping them to better understand what the essence of management processes is, to acquire knowledge, skills and abilities in the practical implementation of management activities. Management system improvement function - increasing the efficiency of activity management: determining the average and optimal characteristics of management systems, identifying the causes of lag and growth reserves, developing new techniques and management technologies. Humanistic. The sociology of management allows a person to better understand his place, understand his capabilities and evaluate his role and status in the system of social relations.

Methods Sociologies of management are divided into 3 large groups:

1) Organizational and administrative:

‣‣‣ System of legislative acts of the country

‣‣‣ System regulatory documents about higher management structures

‣‣‣ A system of plans, programs and tasks that are developed in a specific organization

‣‣‣ Operational management system: delegation of powers, redistribution of powers, incentives, sanctions. This operational management should be of three types: forced and externally imposed, that is, submission from top to bottom; passive– easing the employee’s burden, which is associated with freeing him from decision-making; conscious– justified submission.

2) Economic – based on the action of economic motivation mechanisms. This includes tax policy, monetary, investment, social policy, a system of responsibility for the quality of work, a system for stimulating innovation.

3) Socio-psychological mechanisms - a set of specific ways of influencing the individual, social group, social community, as well as on the relationships and interactions between them in order to increase the efficiency of the managed object

Stages of development of sociology of management.

The founder of the scientific foundations of management (the theory of rationalization) in the world sociological literature is considered to be an American engineer, production organizer and researcher UGH. Taylor(1856-1915). He developed a number of methods for the scientific organization of labor (based on the study of worker movements using timing, standardization of techniques and tools) in four areas: 1) rationing (any work can be structured and measured); 2) the ratio of time and tasks (the result should be achieved by a certain point, otherwise the reward should be reduced; 3) selection and training of personnel (any entrepreneur striving for long-term success must constantly take care of improving the company’s personnel); 4) incentives (monetary remuneration is determined not for activity, but for the final result of work). In the book “Scientific Organization of Labor,” F. Taylor wrote that “the main task of enterprise management should be to ensure maximum profit for the entrepreneur in conjunction with maximum welfare for each employee employed in the enterprise.”

One of the classics of sociology, German M. Weber(1864-1920) greatly contributed to the enrichment of the scientific concept of management by developing an “ideal type” of administrative management, which he designated by the term “bureaucracy theory”. According to the scientist, who attached paramount importance to the formally organized aspects of management, it is extremely important to divide all activities aimed at achieving the goals facing a specific structure into simple operations. This presupposes a strict definition of the tasks of each of the elements of the system. Management activities are based on the principles of administrative hierarchy, that is, the subordination of inferiors to superiors. Service in the management system should be based on the compliance of the employee’s qualifications with the position he occupies. The personnel policy is designed to form a “corporate spirit” among employees, promote the development of their initiative, and assert loyalty to the organization.

The most prominent representative of the Western European school of scientific management of the late 1920s - 20s. XX century was a French entrepreneur, organizer and scientist A. Fayol(1841-1925), who is the founder of the “administrative school of management”. He defined the content of five basic management operations: 1) anticipate (take into account the future and develop a program of action); 2) organize (build a double – material and social – organism of the enterprise); 3) command (force staff to work properly); 4) coordinate (connect, unite, harmonize all actions and all efforts); 5) control (make sure that everything is done according to established rules and given orders).

A. Fayol identified 14 (equally important) principles of management: division of labor, power, discipline, unity of command, unity of leadership, subordination individual interests common goals, remuneration, centralization, hierarchy, order, equality, personnel stability, initiative, corporate spirit. In his opinion, a manager must have a combination of such qualities as intellectual and organizational abilities, good general education, high competence in their field, the art of dealing with people, energy, independence, perseverance, sense of duty and others.

In the 30s of the twentieth century, the theory of “human relations” arose, the main contribution to the development of which was made by the Americans E. Mayo, D. McGregor, A. Maslow and etc.
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In contrast to Taylor’s concept of “economic man,” which considered only material interest to be the main incentive for an employee’s activity, this theory showed great importance such factors of an individual’s psychosocial activity as the cohesion of the group in which the person works, relationships with management, a favorable atmosphere in the workplace, and the employee’s satisfaction with his work.

The essence of the concept E. Mayo(1880-1949) was that the work itself manufacturing process are of less importance to the worker than his social and psychological position at work. For this reason, enterprise managers must put at their service the socio-psychological motives of employees’ activities, focus more on people than on products, since this ensures the individual’s satisfaction with his work and the social stability of society.

During five years of experiments, scientists from Harvard University proved that labor productivity is influenced not only by technical and economic, but also by socio-psychological factors (group cohesion, relationships with management, a favorable atmosphere in the workplace, job satisfaction, etc.).

They act on it in two ways - they either increase productivity or reduce it. In the experiment with a team of women, replacing an authoritarian leader with a democratic one led to an increase in output, but in the experiment with a team of men, the scientists were unable to achieve anything: informal norms that set a low level of productivity turned out to be an insurmountable obstacle.

D. McGregor(1906-1964) proposed in the theory and practice of leadership styles to take into account the fundamental difference between two dichotomous theories - “X” and “U”. The first of the theories, reflecting the traditional approach to management as an administrative-command process, focuses on three psychological and social factors: 1) an ordinary person has an internal aversion to work and seeks to avoid it in any way: 2) an ordinary person seeks to avoid responsibility and prefers to be controlled; 3) to the common man has a need for protection and lacks ambition. In accordance with this, the manager must not only resort to coercion and control, but also implement certain measures to maintain the good condition of the employee.

The starting points of the second theory, which is based on the perception of an employee as a person with certain intellectual abilities, are as follows: 1) people are not passive by nature, they become so as a result of the work of an organization that is poorly managed; 2) the expenditure of physical and intellectual forces in labor is completely natural for a person, in connection with this, coercion to work and the threat of punishment are not the only means of achieving the goal; 3) a person in the process of activity exercises self-government and self-control; 4) an ordinary person, under appropriate conditions, is not only able to learn to take responsibility, but also looks for an opportunity to demonstrate his abilities. In accordance with this, the task of management becomes qualitatively different: creating optimal conditions for the most complete development of a person’s intellectual abilities as a guarantee of increasing the efficiency of his work.

A. Maslow(1908-1970) developed a hierarchical theory of needs, identifying five levels of motives of behavior based on the needs dominant at a given moment: 1) vital, physiological needs (for food, clothing, housing, procreation, breathing, rest, physical movement, etc. .d.); 2) the need for security of one’s existence (confidence in the future, stability of living conditions, a certain constancy and regularity of the surrounding society, guaranteed employment, accident insurance, etc.); 3) social needs(in social connections, belonging to a team, identifying oneself with others, communication, participation in joint work activities, caring for others and attention to oneself); 4) the need for self-esteem (recognition of personal dignity by “significant others”, career growth, status, prestige, high praise, etc.); 5) spiritual needs (in self-expression through creativity, self-actualization, realization of one’s own abilities, gifts, inclinations, talents, that is, the full use of one’s capabilities, which constitutes the meaning of every person’s life.

Only an unsatisfied need organizes the behavior of an individual, forcing him to take the actions necessary to satisfy it.

An important role in the development of structural-functional analysis in relation to problems of sociology and management psychology belongs to the American R. Merton(born 1910), who, along with the study of explicit and latent management functions, introduced the concept of “dysfunction”. In his opinion, the content of the term “function” reflects the visible or hidden consequences of management activities that contribute to the adaptation of a given system to environment, and “dysfunction” is those observable consequences that reduce the fitness of the system.

IN last years is also developing innovation management, the essence of which can be defined as a method of management that helps a person better use his own capabilities.

Founders pragmatic school of management: E. Peterson, G. Simon, R. Davis and etc.
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Representatives of large businesses took part in the development of the school. The specialists of this school did not deny the importance of theoretical principles and the use of achievements of specific sciences, but considered the analysis of direct management experience more important. The contribution of the empirical (pragmatic) school is related to the problems of professionalization of management. These problems were mainly of a private nature, but their solution was useful for the development of intra-company management, as well as for the training of professional managers. The main contribution of the school to the development of management thought should be defined as follows: 1) development of intra-company management, incl. development of recommendations on management structures, on the organization of line and functional services, technical and information management systems and other management issues. 2) research and introduction into management practice of new, effective techniques for training managers. 3) the ideologists of the school attempted to develop a number of problems that became especially relevant in the 70-80s. 20th century (issues of centralization and decentralization of management, the introduction of target management, classification of management functions, organization of work of managers, etc.) 4) professionalization of management.

Stages of development of sociology of management. - concept and types. Classification and features of the category "Stages of development of sociology of management." 2017, 2018.

The main directions of development of sociological thought in Russia on turn of XIX-XX centuriesSociological concept of Kovalevsky

Despite the fact that among the founders modern sociology there are no Russian scientists, public thought in Russia became interested in the sociological project of O. Comte already in the 40s. XIX century

Initially, as in the West, Russian sociology developed within the framework of philosophical approaches. For the period from the late 60s. XIX century until the 20s XX century Three stages can be distinguished.

On first stage, in the 60-80s. XIX century, the dominant direction was positivism. He attracted domestic thinkers not only because of his “scientific” nature, but also because of his constructiveness, since he promised to build a new, just society on a strictly scientific basis. The problems of the decomposition of the feudal system and the development of industrial capitalism were the most thorny issues Russian social science.

On second stage, falling in the second half of the 80s to the 90s. XIX century, criticism of naturalistic concepts intensifies, Marxism and anti-positivist movements develop (B. Kistyakovsky, P. Novgorodtsev, L. Petrazhitsky). P. Lavrov and N. Mikhailovsky create a subjective school in sociology, trying to substantiate the ideas of Russian socialism and populism. The following were formed: sociocultural theory (N. Danilevsky), the sociological concept of Russian conservatism (K. Leontiev), the theory of anarchism (M. Bakunin, P. Kropotkin), genetic sociology (M. Kovalevsky), etc.

Third stage The development of sociology in Russia occupies the first two decades of the twentieth century. An important event of this period should be considered the publication of the two-volume work of Maxim Maksimovich Kovalevsky (1851–1916) “Sociology”. Understanding sociology as the science of the organization and evolution of society, he tried to synthesize the positive aspects of various sociological schools and movements based on theories of social progress.

The initial fund for the formation Kovalevsky’s sociological view was inspired by the works of Comte, Spencer, Durkheim and Marx. He considered the subject of sociology to be the organization of society and its evolution. He proposed his own method for studying sociological phenomena - comparative-historical. He believed that the study of society is possible only with the help of many sciences that deal with the development of society. If the data obtained from the sciences coincide, then the result is more or less objective. He believed that all social phenomena are interconnected. However, in every globally social phenomenon It is possible to identify a group of leading causes that caused certain phenomena. In general, when analyzing changes in society, it is necessary to take into account these many reasons (pluralistic concept).

A number of Russian universities are starting regular sociological seminars and clubs. Sociology is beginning to be included in the programs of some secondary educational institutions and colleges.

However, after the publication " Short course history of the All-Union Communist Party of Bolsheviks" by I.V. Stalin, sociology was declared a "bourgeois pseudoscience" hostile to Marxism, and was excluded from public life for three decades.

Sociology of organization.

Problems of sociology of organizations:

organization as a social community

· types of organizations

· organizational culture

· problems of functioning of organizations in modern society

Social organization(from Late Latin organize - communicate a slender appearance) represents a system of social groups and relationships between them to achieve certain goals through the distribution of functional responsibilities, coordination of efforts and compliance with certain rules of interaction in the process of functioning of the management system. Various social groups interact in it, whose members are integrated by interests, goals, values, and norms based on joint activities.

Social organization usually characterized by the following main features:

1. having a common goal (production of products or provision of services);

2. formalization of relations in the organization and normative regulation of the behavior of members of this organization;

3. hierarchy of relationships The existence of a system of power and management, which implies the subordination of workers to management in the process of work;

4. distribution of functions (powers and responsibilities) between groups of workers interacting with each other;

5. availability of communication. A set of rules and regulations governing relationships between people.

The general structure of the social organization of an industrial enterprise arises and develops both in work time(during the production process, during labor), and in free time from work.

Any organization has an internal and external environment.

External environment organizations– a set of factors influencing the life of an organization. Internal environment organizations includes:

Goals, (one or more);

Organization strategy (defensive, positive);

Technology (set of means);

Organization size;

Type of personnel (culture carriers);

Organizational and business culture.

Organization structure:

Two types of structures of social organization can be distinguished: production And non-productive:

Production type of social organization structure is formed depending on the production factors of people’s activities and includes such components of the general structure as:

a) functional (labor content);

b) professional (training and retraining of personnel);

c) socio-psychological (interpersonal relationships);

d) managerial (management system).

Qualitative signs of functioning production type of social organization structure the needs and interests, the employee’s requirements for work and, first of all, for the content and conditions of work, for the conditions of his professional growth, for the organization of work come into play. A specific area of ​​phenomena associated with the production type of structure of a social organization is a system of measures to develop motivation for production activity (this is moral and material incentives, etc.).

Production organization only applies to sphere of material production, in which workers unite for the purpose of producing material goods.

Labor organizations operate in all spheres of public life and differ from each other mainly according to two criteria:

1) by form of ownership. Currently, the following forms of ownership can be distinguished:

a) state;

b) cooperative;

c) joint stock;

d) property of the labor collective;

e) private;

f) joint with foreign capital;

g) foreign;

2) by areas of activity:

a) organizations operating in the field of material production (in industry, construction, transport, agriculture etc.),

b) organizations operating in the non-production sphere (cultural institutions, healthcare, education, etc.).

Non-productive type of structure of social organization arises when members, for example, of a labor organization (team) participate in various types of non-production activities that fill the non-working and free time of employees. The non-productive structure of a social organization includes a significant part of the activities of public, cultural, sports and other organizations.

Social organization is one of the most complex types of organizational systems, because in there is a certain duality inherent in its nature:

· firstly, it is created to solve certain problems,

· secondly, it acts as a social medium for communication and substantive activity of people.

A whole system of interpersonal relationships is superimposed on a pre-created social organization.

For example, before labor social organization As a rule, two tasks are set:

1) increase economic efficiency production and quality of products, services and labor provided;

2) social development of the team or employee as an individual.

In many formal organizations, there are informal organizations that emerge spontaneously, where people cluster around one person and regularly interact with each other.

Two specific features distinguish organizations from other types of social groups:

· Firstly, organizations are, first of all, social groups focused on achieving rational, functional, specific goals;

· Secondly, organizations are groups that are characterized by high degree formalization. Their internal structure highly formalized in the sense that rules, regulations, and routines cover almost the entire sphere of behavior of its members.

Culture has a significant impact on individual and group behavior and activities of people. However, only in recent years have managers begun to understand and appreciate the importance of a common culture to production.

What is culture? The term “culture” (from Lat. culture) - the concept is multifaceted, complex, ambiguous.

First of all culture is communicated knowledge that is passed down from generation to generation to help members of groups live in a particular time, place or situation.

Culture - this is a phenomenon that distinguishes the human species from other living creatures society Combined with biological evolution, culture has not only helped the human species to survive, but also to grow and develop on this planet and even in space.

Culture - it is also learned behavior and knowledge that is integrated by the group and shared by group members. Group beliefs and practices become habitual, traditional and distinguish one group (civilization, country or organization) from another.

Thus, we can distinguish cultural features:

Shared by all or almost all members of some social group;

Passed on by older members of the group to younger ones;

Forms behavior (morality, laws, customs) and the structure of perception and vision of the world.

Culture gives meaning to many of our actions. Therefore, it is possible to change anything in people’s lives only by taking this significant phenomenon into account. Culture is formed over years and decades, therefore she is inertial and conservative . And many innovations do not take root only because they contradict the cultural norms and values ​​that people have mastered.

IN in a broad sense culture is a mechanism for reproducing social experience that helps people live and develop in specific environment, maintaining the unity and integrity of their community. Of course, the need to reproduce acquired and borrowed social experience is also relevant for the organization. However, until recently, the processes of formation of organizational culture proceeded spontaneously, without attracting the attention of either the subject of organizational power or researchers.

ORGANIZATIONAL CULTURE

The issue of organizational culture is relatively new and little studied both in our country and abroad. Even in the USA, research into this problem began only in the 80-90s, and in Russia even later. Interest in this problem is evidenced by requests from managers and specialists, as well as actual orders from organizations to carry out research projects.

Despite the variety of definitions of organizational culture, they include general points.

· samples, which members of the organization adhere to in their behavior and actions;

· values, which an individual can adhere to: what behavior should be considered acceptable and what should not. An accepted value helps an individual understand how he should act in a particular situation.

· symbolism, through which value orientations are transmitted to members of the organization (legends, myths).

We will determine organizational culture How: it is a set of the most important assumptions accepted by members of the organization and expressed in the organization's stated values ​​that give people guidelines for their behavior and actions.

In organizations with a long history and tradition, almost every employee can recall a story, legend or myth that is associated with the origin of the organization, its founders or prominent members.

Thus, organizational culture sets a certain frame of reference that explains why the organization functions in this particular way and not in another way. Organizational culture makes it possible to significantly smooth out the problem of reconciling individual goals with the overall goal of the organization, forming a common cultural space that includes values, norms and behavioral patterns shared by all employees.

Organizational culture includes not only global norms and rules, but also current operating regulations. It may have its own characteristics, depending on the type of activity, form of ownership, position in the market or in society. In this context, we can talk about the existence of bureaucratic, entrepreneurial, organic and other organizational cultures, as well as organizational culture in certain areas of activity, for example, when working with clients, staff, etc.

The bearers of organizational culture are people. However, in organizations with an established organizational culture, it seems to be separated from people and becomes an attribute of the organization, a part of it that has an active influence on employees, modifying their behavior in accordance with the norms and values ​​that form its basis.


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Emergence and developmentsociologistsAndmanagement

Introduction

Management is one of the most complex and at the same time most subtle areas of public life. Its importance is constantly increasing.

Management is internally necessary both for society as a whole and for each of its parts, therefore the degree of organization of management mechanisms can be considered as one of the significant indicators of the level of development of society itself and each of its spheres. First of all, labor activity, division of labor, and joint labor involve management to a greater or lesser extent. And where the production process acquires the character of a socially organized one, it necessarily arises special kind labor - management.

In any enterprise, in any organization, structures are needed for management. And the entire future fate of the enterprise or organization depends on what kind of structures they will be, what goals they will pursue.

The sociology of management helps to choose certain methods and forms of managing social processes.

1 . History of the science of sociology of management

The first primitive elements of management science, that is, attempts at this phenomenon, can be found in Socrates, Xenophon, Plato, Aristotle.

Plato called management “the science of human nutrition,” thereby emphasizing its critical importance in ensuring the material existence of society. The philosopher believed that laws should govern the country, but they are too abstract, and therefore a politician who masters the art of governance must oversee their implementation. Moreover, depending on the circumstances, Plato distinguishes two styles of management: political and tyrannical. If citizens perform their functions in society and comply with laws, then the style of government should be soft (political); if there is no proper order and harmonious relationships in society, then a management style based on force (tyrannical) is used. Thus, in Plato we find the emergence of ideas about management styles and the most “modern” situational approach to management today.

Aristotle gave a lower assessment of managerial activity. He called management a “master's science,” the meaning of which is the supervision of slaves. And he gave advice, if possible, to delegate these chores to a manager, and to study more worthy sciences: philosophy and other fine arts.

Taking into account the historical approach, the types of social management can be classified according to the stages of development of society: tribal management, management in slaveholding, feudal, industrial societies. In conditions of tribal relations, tribal leaders, vested with power and enjoying authority, coordinated all the main functions of the life of tribal groups. In this control mechanism, group consciousness, embodied in traditions, played a significant role.

In a slave-owning society, legislative principles, differentiation of power, and strict delineation of the spheres of subject and object of management are already emerging. If the tribal community was regulated by unwritten laws, then with slavery written laws appear, for example, the laws of Hammurabi. Having studied the experience of his predecessors, Hammurabi considered it insufficient to rule only on the basis of unwritten laws, folk law and customs. The famous code of Hammurabi, containing 285 laws of government, is a certain stage in the development of management.

Under feudalism, there is a great differentiation of management systems - political, legal, moral, religious, philosophical, artistic and other systems designed to ensure the appropriate principles of social behavior of people, social groups, and society as a whole. Political power here was of an elite nature (passed on by inheritance), as, indeed, were almost all forms of material and spiritual production (craft, healing, agricultural culture, art, etc.).

In conditions of general democratization of public life, political power, having forever lost hereditary character, becomes elected, and the ruling elite is formed from people capable of leading various parts of public life. The achievements of science and technology, as well as the reserves of human capabilities, are used to the maximum. In each specific case, the organization of management has a clearly defined purposeful nature, while at the same time being generally subject to the spontaneous forces of the market. Managing various types of material and spiritual production has become an independent profession, requiring special education, experience, mindset and even character. A special science of management has been formed, which is based on economic research, sociology, psychology, mathematics, cybernetics, etc. An institute of managers has also been formed - hired specialists in managing various fields of activity.

If we consider the emergence of management as a field of scientific research, foreign historiography unanimously calls it 1911. Taylor's book, Fundamentals of Scientific Management, was published this year. This date is the starting point from which management science began to develop. The fact is that in Taylor’s time the need for scientific management was caused primarily by the fact that the growth of labor productivity, due to the industrial revolution, had exhausted itself, and it was necessary to look for new levers for increasing it. It was then that a breakthrough occurred in public consciousness regarding the role of management in the production process. The increasing complexity of industrial production required highly qualified mechanical engineers to service machines. In this regard, highly educated, specially trained, thinking people came to production. They were interested not only in technical operations, but also in the process of organizing labor in an industrial enterprise.

Thus, a certain desire arose to integrate the technical and economic spheres of production and, precisely at the junction of these areas, a breakthrough subsequently occurred that singled out such an independent science as management. However, in the development of management thought this is not the beginning, but a certain qualitatively new stage.

The classical or administrative school of management occupies a period of time from 1920 to 1950. Henri Fayol is considered the founder of this school. In contrast to the school of scientific management, which dealt mainly with issues of rational organization of labor of an individual worker and increasing production efficiency, representatives classical school began developing approaches to improving the management of the organization as a whole. The goal of the classical school was to create universal principles of management.

Fayol's merit lies in the fact that he divided all management functions into general ones, related to any field of activity, and specific ones, related directly to the management of an industrial enterprise. One of the shortcomings of the scientific management school and the classical school was that they did not fully understand the role and importance of the human factor, which, ultimately, is the main element of organizational effectiveness. Therefore, the school of psychology and human relations that eliminated the shortcomings of the classical school is often called the neoclassical school.

The formation of a school of management science is associated with the development of mathematics, statistics, engineering sciences and other related fields of knowledge. The School of Management Science was formed in the early 50s and is still successfully functioning today. The merit of the school of management science lies in the fact that it was able to identify the main internal and external variables (factors) influencing the organization. Modern management science is developing very intensively, at a rapid pace; it represents a synthesis of theoretical developments and an understanding of the conclusions drawn from many years of practical activity.

Thus, the 50s of the 20th century are characterized by the formation of a new stage in the development of management thought. Based on a synthesis of ideas put forward in previous periods, researchers came to understand the need for an integrated approach to management. In addition, the idea was formulated that management is not only a science, but also an art.

2 . Subject and object of management sociology

The subject of management sociology is the patterns, forms and methods of purposeful management of social processes and groups to achieve a specific goal.

The term “management” is often used as an equivalent to the term “sociology” of management. However, the sociology of management considers only the social aspects of management and in this sense is a superstructure of management. In general, the sociology of management and management have much in common - they have the same goals and objectives, solve problems of managing objects and people, but have different methods and approaches to this problem.

Management examines broader issues: special socio-economic institutions, a special circle of people (managers) involved in management, technical, organizational and social aspects of production and people management. The social aspect of production and people management, leaders-managers and other issues of social management coincide with management.

The sociology of management is interested in the social aspects of economic, scientific and technological development, social policy, the development and implementation of management decisions, the study of the process of self-government, and the relationship between the manager and subordinates. The information system necessary for carrying out management activities is also considered.

Information processes are not an end in themselves; they are designed to ultimately manage material flows, interaction of material and information flows.

management feudalism sociology Aristotle

3 . The formation of sociology of management in modern stage

Sociology of management is one of the young sociological disciplines. Obviously, this is largely due to the fact that it “still does not have its generally accepted place in the system of sociological knowledge and the established conceptual apparatus.”

The immaturity of its methodology is expressed in its extensive borrowing from the sociology of labor, the sociology of organizations, the foundations of management and other sciences and scientific disciplines.

The need for scientific reflection on ongoing changes has become especially acute in the context of transformation Russian society, at the moment of transformation of basic institutions. Qualitative changes have affected the entire Russian institutional system: forms of ownership, labor laws, economic rights of enterprises. At the same time, it was discovered that during the reforms there was a weakening of the integrity of the institution of enterprise management, which manifested itself in a violation of the “mutual consistency and internal balance of management functions and end-to-end management processes, as well as innovation processes in this system."

The sociology of management is considered as an interdisciplinary sociological theory of the middle level. The object of the sociology of management is “the process of joint activity of people, in which, under certain conditions, an artificial structure arises, the main functions of which are the coordination and programming of this activity.” The separation of this artificial structure from the depths of joint activity is a process of institutionalization of social management. The subject matter of the sociology of management is management relations, the processes of their institutionalization and functioning, as well as social mechanisms for optimizing management influence.

The point of view according to which management is considered as a social institution has become popular recently. Many authors use the sociological category “institution” when analyzing management: G.V. Atamanchuk, A.I. Kravchenko, P.V. Romanov, V.I. Franchuk. The social institution of management represents stable types and forms of social practice, through which the stability and regulation of connections between subjects of management relations are ensured.

A more in-depth understanding of a social institution can be obtained by analyzing its structure. When considering social institutions, most sociologists recognize the systemic nature of their structure. There are six elements in the structure of a social institution: social group, institutions, customs, material tools, organization, and a specific goal. The constituent elements of the structure of a social institution include the goal, functions, institutions and means of achieving the goal, social sanctions.

4 . Sociology in the service of management

Sociology in many countries has long been successfully included in the mechanism of public administration, because it provides scientific knowledge about society. Management efficiency in modern conditions depends on the quality of information, its reliability, completeness, efficiency, etc. This is exactly what modern technology can provide. sociological research. With a proven program, methodology and analysis procedures, the process of collecting and processing data becomes so formalized that a biased assessment social phenomena unlikely.

Sociology performs diverse functions. First of all, it is capable of diagnosing the state of the control object. Any social system can be described by a certain number of indicators that reflect the vital factors of its functioning. For example, the level of social tension, the dominant orientations of the population, loyalty to government, etc. The implementation of the diagnostic function is carried out in monitoring mode in the presence of a normative model, the need for which is due to the fact that data about a real object is meaningless for management if specific criteria are not developed. This model reflects the achieved level social development, which can be considered the norm. For example, the normative model for housing means that each family has a separate comfortable apartment. By identifying the real housing situation in society, sociologists compare it with the normative model and thereby determine the direction and magnitude of deviations. The totality of these deviations provides information for decision-making.

Sociology is needed by government agencies to perform a prognostic function. Usually two types of forecasts are developed: search ones, designed to show the possible state of a social object by extrapolating observed trends, and normative ones, which determine the forms, methods and timing of achieving the desired state of the object based on predetermined criteria. This function implemented through social modeling, design, construction and planning.

Social modeling is most often associated with the identification of a limited number of factors influencing fundamental changes in people's lives. In the system of human relations, changes in one factor inevitably lead to changes in others. In everyday practice, it is not always possible to predict how, say, the social activity of civil servants will change if, after the adoption of the relevant law, the “growth prospects” factor changes, i.e. every official will clearly know what awaits him in his financial, professional, and official position. Moreover, this will not depend on the personal attitude of his boss towards him.

Thus, if the main factors that determine the system of human relations are known and their interrelations are identified, then by changing any parameter, it is possible to simulate changes in a social object. What does this give? The ability to make a decision after first testing it on a model and finding out its consequences.

Social design is the development of a model of a social object in clear qualitative and quantitative characteristics. Of course, it is possible to regulate relations at the farm level without a social project, but it will be very difficult to form a team of a large joint-stock company. A type of design is social design. It represents a general, speculative construction of human relationships, not defined by specific parameters. However, no matter how well a social construct is developed, it requires careful verification. This is usually done through a social experiment.

Social planning acts as not only a method for determining the desired state of a social object, but also a tool for achieving it. The plan represents a scientific justification of the goals, sequence and pace of change in human relations in close connection with the life activities of various social groups.

Recently, the role of the control and analytical function has been increasing. We are talking about sociological examination of bills and management decisions. Sociology is able to check how a solution will “work”, how people, in particular, will perceive it.

The organizational and technological function is of particular importance. As a result of case studies, not only social projects are developed, but also technologies for their implementation. Essentially, this is a social engineering activity aimed at purposefully changing the organizational structures that determine human behavior. Thus, it is directly related to the process of formation of a new way of life people with an effective socially oriented system of public administration.

Sociology performs a consulting function that optimizes internal activities administrative institutions. She is involved in improving organizational structures, decision-making processes, leadership style, selection, placement of personnel, etc. For these purposes, the achievements of the sociology of organizations, the sociology of management, and the sociology of public service are used.

Sociology also performs an image function, which is aimed at preserving or changing the image of a state organization, creating an atmosphere of trust and goodwill on the part of the public, and ensuring that the population is informed about the work of this organization.

The above management functions of sociology change the nature of public service activities. The very fact of including sociology in the management mechanism is a kind of indicator of the state of democracy, indicating that the administrative and political elite is focused on civil society, on ensuring the expectations and interests of people.

Solving the problem of incorporating professional knowledge into organizational structures and methods of work of the public service largely depends on sociologists themselves, their active position and responsibility. We are talking, first of all, about sociologists working in the same team with officials as experts, advisers, assistants, etc. Often the role of these specialists is limited to providing opinions on government programs and policies for their implementation. As a result, sociological knowledge has only an advisory, but not a decisive voice. We must overcome the stereotype of the secondary role of sociologists in decision-making. To do this, they must free themselves from the captivity of the outdated academic paradigm of distancing themselves from practical orders. Sociologists should more boldly act as independent management consultants, which will allow them to use a specific methodology for involving officials in the process of understanding the problems and tasks of their institutions and finding ways to solve them. In this regard, it is important to develop and improve methods of sociology of “small forms”, “rapid assessment” procedures, etc.

Sociologists are called upon to educate government officials. Here it is also necessary to rationalize some traditional forms of work, to offer new types of “products”. Organizational-activity games and training in the workplace may well become one of these. They are capable of not only providing a certain amount of knowledge to employees, but also the maximum of their skill. Therefore, it is unlikely that you should discuss with officials what you need to know and what you need to do, but it is more useful to decide the main thing - what they should do in non-standard situations. All this will make it possible to intensify efforts to provide sociological support to the public service.

Conclusion

Cognition, sociological justification and interpretation of management as the most important social institution are the main functions of the sociology of management, which is experiencing a rebirth. This is especially important in conditions of social change, when the existing and functioning institution of management in society cannot remain unchanged, and the transformations taking place in it are of a fundamental nature.

Thus, we can conclude that the sociology of management plays a big role in the management process, for solving management problems, when resolving issues of reorganization, introducing new structural units, etc.

By using social research can be identified optimal solutions issues arising in the production process and management of the organization.

Bibliography

1. Kapitonov E.A. Sociology of the twentieth century. History and technology, - R. 2006

2. Kravchenko A. Sociology: General course. Tutorial for universities. - M. PERSE; Logos, 2005

3. Tyurina I. Sociology of management: a fundamental course: A textbook for students of higher educational institutions. - M.: Academic Project, 2007.

4. Kravchenko A.I. Introduction to Sociology. Tutorial. - M. " New school» 2008

5. Radugin A.A., Radugin K.A. Sociology. Lecture course. - M. “Vlados” 2007

6. Sociology as a science. Textbook Technical editor: T.A. Smirnova - Tver, 2009

7. Frolov S.S. Sociology. - M. “Logos” 2006

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Sociology of management as a sectoral sociological theory. Institutionalization of sociology as a science, main theoretical approaches and concepts.

Sociology of management as a special sociological theory. Sociology of management in the structure of sociological knowledge. Subject, object and tasks of management sociology. Methods of sociology of management. The main conceptual and categorical apparatus of the sociology of management. Interdisciplinary nature of management sociology. Stages of development of sociology of management. Classical theories of organization and management (O. Comte, E. Durkheim, A. Touraine, M. Weber, R. Dahrendorf, F. Znaniecki). Applied school of management (F. Taylor, A. Fayol, F. Gilbert, etc.). Empirical (pragmatic) school of management (E. Peterson, G. Simon, E. Dale, etc.). Humanistic approach to management (E. Mayo, F. Maslow, D. McGregor, etc.). Development of the theory of organization and management in the 70-80s. years of the 20th century (P. Drucker). The theory of “social capital” and the concept of “human resource analysis”.

Sociology of management as a special scientific discipline took shape in our country in the 60-70s. XX century. In the USA and Western In Europe this term is practically not used. Object sociology of management is social management, management activities related to the management of people. In general, management is the object of study of many sciences, including natural ones. That. object of management sociology are management processes occurring in society, its individual subsystems or organizations (enterprises, institutions, etc.), which are studied from the point of view of the interaction of people participating in them, united in family, professional, territorial and other groups and included in diverse processes of cooperation, mutual assistance, competition. Item sociology of management is the study, assessment and improvement of management processes in various types of communities, organizations, social institutions and society as a whole. Isolating the object and subject of management sociology makes it possible to formulate a definition of this specific branch of sociological knowledge itself. Sociology of management - a special sociological theory that studies the system and processes of management in various types of communities, organizations, institutions and society as a whole.

The sociology of management occupies a certain place in the system of sociological knowledge. It is a middle-level theory and belongs to the group of theories of social processes. The sociology of management is in close relationship with other sciences. On the one hand, it interacts with general sociology and various private sociological theories(economic sociology, sociology of labor, sociology of organizations, communication, conflicts, etc.). Among other branches of sociological knowledge, the closest to the sociology of management are the sociology of labor and the sociology of organizations. The sociology of labor, which studies people’s attitudes to work, ways to stimulate them, and the influence of the content of work on the development of the individual, provides valuable material in solving the problem of reconciling the interests of each employee with the guiding goals of the team. The sociology of organizations reveals general patterns of development and functioning of various organizations, knowledge of which allows us to formulate rules for managing them. The sociology of management is related to social psychology, which helps to better understand such elements of management. Such as leadership style, collegial decision-making, conflict situations. Also, the sociology of management is interconnected with economics, systems theory, and legal sciences, which also solve management problems.


Functions sociology of management designate its role in the life of society. Cognitive. Its main goal: to study the main features of management as a specific sphere of work activity, to determine its role and significance in the development of society and its subsystems, organizations, groups, etc. Methodological. It consists of developing and improving the principles and methods of management activities. Estimated. Its essence is to assess the extent to which the management system existing in a given society or organization corresponds (or, on the contrary, does not correspond) to the main trends of this society, social expectations, needs and interests of the majority of the population; whether it is democratic, authoritarian or totalitarian, it develops or fetters the initiative of individuals, their groups and communities. Prognostic. It is aimed at identifying the most likely and desirable changes in management activities within the near or more distant future, i.e. to determine possible trajectories of management development, to forecasting. Educational (training). Its essence is that, based on determining and assessing the significance of certain management concepts, trends in their development and improvement, forecasting their development in the future, to disseminate knowledge about management, i.e. about its main tasks, functions, implementation mechanisms. We are talking about the dissemination of knowledge through the system of educational institutions, various institutes and centers for advanced training, retraining and retraining of personnel, helping them to better understand what the essence of management processes is, to acquire knowledge, skills and abilities in the practical implementation of management activities. Management system improvement function - increasing the efficiency of activity management: determining the average and optimal characteristics of management systems, identifying the causes of lag and growth reserves, developing new techniques and management technologies. Humanistic. The sociology of management allows a person to better understand his place, understand his capabilities and evaluate his role and status in the system of social relations.

Methods Sociologies of management are divided into 3 large groups:

1) Organizational and administrative:

System of legislative acts of the country

System of normative documents on higher management structures

A system of plans, programs and tasks that are developed in a specific organization

Operational management system: delegation of powers, redistribution of powers, incentives, sanctions. This operational management can be of three types: forced and externally imposed, that is, subordination from top to bottom; passive– easing the employee’s burden, which is associated with freeing him from decision-making; conscious– justified submission.

2) Economic – based on the action of economic motivation mechanisms. These include tax policy, monetary policy, investment policy, social policy, a system of responsibility for the quality of work, and a system for stimulating innovation.

3) Socio-psychological mechanisms - a set of specific ways of influencing an individual, a social group, a social community, as well as relationships and interactions between them in order to increase the efficiency of the controlled object.

Stages of development of sociology of management.

The founder of the scientific foundations of management (the theory of rationalization) in the world sociological literature is considered to be an American engineer, production organizer and researcher UGH. Taylor(1856-1915). He developed a number of methods for the scientific organization of labor (based on the study of worker movements using timing, standardization of techniques and tools) in four areas: 1) rationing (any work can be structured and measured); 2) the ratio of time and tasks (the result should be achieved by a certain point, otherwise the reward should be reduced; 3) selection and training of personnel (any entrepreneur striving for long-term success must constantly take care of improving the company’s personnel); 4) incentives (monetary remuneration is determined not for activity, but for the final result of work). In the book “Scientific Organization of Labor” F. Taylor wrote that “the main task of enterprise management should be to ensure maximum profit for the entrepreneur in conjunction with maximum welfare for each employee employed in the enterprise.”

One of the classics of sociology, German M. Weber(1864-1920) greatly contributed to the enrichment of the scientific concept of management by developing an “ideal type” of administrative management, which he designated by the term “theory of bureaucracy.” According to the scientist, who attached primary importance to the formally organized aspects of management, it is necessary to divide all activities aimed at achieving the goals facing a specific structure into simple operations. This presupposes a strict definition of the tasks of each element of the system. Management activities are based on the principles of administrative hierarchy, that is, the subordination of subordinates to superiors. Service in the management system should be based on the compliance of the employee’s qualifications with the position he occupies. The personnel policy is designed to form a “corporate spirit” among employees, promote the development of their initiative, and assert loyalty to the organization.

Most a prominent representative Western European school of scientific management of the late 1920s - 20s. XX century was a French entrepreneur, organizer and scientist A. Fayol(1841-1925), who is the founder of the “administrative school of management.” He defined the content of five main management operations: 1) anticipate (take into account the future and develop a program of action); 2) organize (build a double – material and social – organism of the enterprise); 3) command (force staff to work properly); 4) coordinate (connect, unite, harmonize all actions and all efforts); 5) control (make sure that everything is done according to established rules and given orders).

A. Fayol identified 14 (equally important) principles of management: division of labor, power, discipline, unity of command, unity of leadership, subordination of individual interests to common goals, remuneration, centralization, hierarchy, order, equality, staff stability, initiative, corporate spirit. In his opinion, a manager must have a combination of qualities such as intellectual and organizational abilities, good general education, high competence in his field, the art of dealing with people, energy, independence, perseverance, a sense of duty and others.

In the 30s of the twentieth century, the theory of “human relations” arose, the main contribution to the development of which was made by the Americans E. Mayo, D. McGregor, A. Maslow etc. In contrast to Taylor’s concept of “economic man”, which considered the main incentive for an employee’s activity to be only material interest, this theory showed the great importance of such factors in the psychosocial activity of an individual as the cohesion of the group in which a person works, relationships with management, a favorable atmosphere in the workplace , employee satisfaction with their work.

The essence of the concept E. Mayo(1880-1949) was that the work itself, the production process, are of less importance for the worker than his social and psychological position in production. Therefore, enterprise managers must put at their service the socio-psychological motives of employees’ activities, focus more on people than on products, since this ensures the individual’s satisfaction with his work and the social stability of society.

In the course of five years of experiments, scientists from Harvard University proved that labor productivity is influenced not only by technical and economic, but also by socio-psychological factors (group cohesion, relationships with management, a favorable atmosphere in the workplace, job satisfaction, etc.).

They act on it in two ways - they either increase productivity or reduce it. In the experiment with a team of women, replacing an authoritarian leader with a democratic one led to an increase in output, but in the experiment with a team of men, the scientists were unable to achieve anything: informal norms that set a low level of productivity turned out to be an insurmountable obstacle.

D. McGregor(1906-1964) proposed in the theory and practice of leadership styles to take into account the fundamental difference between two dichotomous theories - “X” and “Y”. The first of the theories, reflecting the traditional approach to management as an administrative-command process, focuses on three psychological and social factors: 1) an ordinary person has an internal aversion to work and seeks to avoid it in any way: 2) an ordinary person seeks to avoid responsibility and prefers to be controlled; 3) an ordinary person has a need for protection and has no ambitions. In accordance with this, the manager must not only resort to coercion and control, but also implement certain measures to maintain the good condition of the employee.

The starting points of the second theory, which is based on the perception of the employee as a person with certain intellectual abilities, are as follows: 1) people are not passive by nature, they become so as a result of the work of an organization that is poorly managed; 2) the expenditure of physical and intellectual forces in labor is completely natural for a person, therefore coercion to work and the threat of punishment are not the only means of achieving the goal; 3) a person in the process of activity exercises self-government and self-control; 4) an ordinary person, under appropriate conditions, is not only able to learn to take responsibility, but also looks for an opportunity to demonstrate his abilities. In accordance with this, the task of management becomes qualitatively different: creating optimal conditions for the most complete development of a person’s intellectual abilities as a guarantee of increasing the efficiency of his work.

A. Maslow(1908-1970) developed a hierarchical theory of needs, identifying five levels of motives of behavior depending on the dominant needs at a given moment: 1) vital, physiological needs (for food, clothing, housing, procreation, breathing, rest, physical movement and etc.); 2) the need for security of one’s existence (confidence in the future, stability of living conditions, a certain constancy and regularity of the surrounding society, guaranteed employment, accident insurance, etc.); 3) social needs (for social connections, belonging to a team, identifying oneself with others, communication, participation in joint work activities, caring for others and attention to oneself); 4) the need for self-esteem (recognition of personal dignity by “significant others”, career growth, status, prestige, high praise, etc.); 5) spiritual needs (in self-expression through creativity, self-actualization, realization of one’s own abilities, gifts, inclinations, talents, that is, the full use of one’s capabilities, which constitutes the meaning of every person’s life.

Only an unsatisfied need organizes the behavior of an individual, forcing him to take the actions necessary to satisfy it.

An important role in the development of structural-functional analysis in relation to problems of sociology and management psychology belongs to the American R. Merton(b. 1910), who, along with the study of explicit and latent management functions, introduced the concept of “dysfunction”. In his opinion, the content of the term “function” reflects the visible or hidden consequences of management activities that contribute to the adaptation of a given system to the environment, and “dysfunction” is such observable consequences that reduce the adaptation of the system.

In recent years, innovative management has also been developing, the essence of which can be defined as a method of management that helps a person better use his own capabilities.

Founders pragmatic school of management: E. Peterson, G. Simon, R. Davis etc. Representatives of large businesses took part in the development of the school. The specialists of this school did not deny the importance of theoretical principles and the use of achievements of specific sciences, but considered the analysis of direct management experience more important.
The contribution of the empirical (pragmatic) school is related to the problems of professionalization of management. These problems were mainly of a private nature, but their solution was useful for the development of intra-company management, as well as for the training of professional managers. The main contribution of the school to the development of management thought can be defined as follows:
1) development of intra-company management, including the development of recommendations on management structures, on the organization of line and functional services, technical and information management systems and other management issues.
2) research and introduction into management practice of new, effective techniques for training managers.
3) the ideologists of the school made an attempt to develop a number of problems that became especially relevant in the 70-80s. 20th century (issues of centralization and decentralization of management, introduction of target management, classification of management functions, organization of work of managers, etc.)
4) professionalization of management.

In the development of Russian sociology of management, four stages can be roughly distinguished: pre-revolutionary, post-revolutionary pre-war, post-war and post-perestroika stages. Industrial management and the movement for the scientific organization of labor arose in Russia even before the revolution, simultaneously with the countries of Europe and the USA. In the pre-revolutionary period, work was organized at eight enterprises in Russia according to the Taylor system (for comparison, in France only at one). Russian scientist A.A. Bogdanov is the creator of a new science about general laws organization - tectology, in which he outlined the general organizational principles and laws of organizational processes in all spheres of the organic and inorganic world. In his work “General Organizational Science (Tektology),” he argued for the need for a systemic analysis of the organization and argued that the organized whole is greater than the sum of its parts. A.A. Bogdanov formulated the law of least, which states that the strength of any chain is determined by the most weak link, and the pace of economic development - the state of the lagging industry. He justified the idea feedback, subsequently included in cybernetics, and then in the general theory of management and sociology of management.

After the revolution, issues of political and socio-economic management were outlined in the works of V.I. Lenin. These works include “State and Revolution”, “Immediate Tasks Soviet power”, “The Great Initiative”, “Economics and Politics in the Age of the Dictatorship of the Proletariat”, “On Giving Legislative Functions to the State Planning Committee”, “How Can We Reorganize the Rabkrin”, “Better Less is Better”, “On Cooperation”, etc. An impetus for development The First All-Russian Initiative Conference on the Scientific Organization of Labor and Production in 1921 was the first Russian science of production management. At the conference, two opposing approaches to management were formed - Taylorism and anti-Taylorism. Taylorists argued that this theory universal and applicable in any socio-economic conditions. The “Group of 4”, led by the director of the Central Institute of Labor A. Gastev, proposed to deal primarily with practical issues and begin all management work with rationalization labor relations and streamlining the work of an individual. According to A. Gastev, the problem facing the country was a complete reorganization of the entire production structure and, first of all, man as the main productive force.

Anti-Taylorists argued that maximum intensification of labor beyond human capabilities is incompatible with the values ​​of the socialist system, and given the low level of organization of production and life of the population in Russia, the introduction of the Taylor system will bring great harm. Members of the “Platform of 17” P. Kerzhentsev, I. Burdyansky, M. Rudakov and others, which existed in the 20s of the twentieth century, considered it necessary to develop broad theoretical research, and management national economy carried out through circles and other grassroots cells of society.

General theoretical and applied issues of management and management of individual enterprises in the 20-30s were developed by such prominent scientists as N. Kondratiev, A. Gastev, A. Chayanov, S. Strumilin, A. Bogdanov. Their ideas were continued by second generation managers P. Kerzhentsev, N. Vitke, O. Yermansky, A. Zhuravsky and others. This period was characterized by the cooperation of sociologists, psychologists, physiologists, occupational hygienists, specialists in production organization and labor protection, as Russian researchers considered management science to be intersectoral, which should develop in the unity of theoretical and applied research. Prominent government and economic leaders V.V. dealt with practical problems of management. Kuibyshev, N.I. Bukharin, F.E. Dzerzhinsky, P.A. Bogdanov. In the mid-30s, a wave swept across the country political repression, which also affected management specialists. Until the end of the 50s, practically no concepts and theories of management were developed in the USSR, and what was created earlier was irretrievably lost, while in the USA many concepts and schools arose that are considered classic today.

The revival of research in the field of management began in the 60s of the twentieth century, during the Khrushchev Thaw, and the term “sociology of management” came into scientific use only in the mid-80s. The creation of sociological and managerial concepts during this period occurred against the background of the critical development of Western concepts, the development of general sociology and cybernetics. The development of theoretical and methodological problems of management was carried out by V.S. Afanasyev, N.I. Lapin, Yu.E. Volkov, V.N. Ivanov, A.I. Prigozhin, D.M. Gvishiani, V.A. Yadov, V.G. Podmarkov, Zh.T. Toshchenko and others. Under the leadership of T.I. Zaslavskaya and R.V. Ryvkina created the Novosibirsk management model. Management in it was considered as the interaction of interests in the activities of managers and subordinates, and the behavior of management personnel was considered in accordance with the position they held. The result of the managers' activities was assessed from two positions, since it reflects the manager's own activities (leadership style, time spent on different types of activities) and expresses the effectiveness of the activities of subordinates (their implementation of the plan, making a profit, etc.).

Factory sociology, as an applied branch of industrial sociology, continued the developments of scientists of the 20-30s and solved specific applied problems. Scientists from academic institutes were engaged in fundamental theoretical developments and, as a rule, conducted all-Russian studies on large sample sizes.

In general, during this period management was considered at the level of the individual, organization and at the city level (plans for the social development of cities were drawn up) from the perspective systematic approach, the subject area of ​​the sociology of management was clarified, models of management and management of an organization in a conflict environment were studied, and innovative approaches were developed.

The last stage in the development of the sociology of management is determined by the beginning of perestroika in the mid-80s of the twentieth century. It is marked by a shift in research interests from research management processes in the socio-economic sphere on the socio-political sphere of society. Domestic sociologists are developing normative aspects of social management, analyzing social functions state and municipal administration, studies the role of public opinion in social management and social technologies in management are being developed.



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