Sociology of management is a specific branch of sociological knowledge that studies the social foundations dynamic system and management processes, their social functions and principles, features management decisions and management activities, the degree of their effectiveness in the conditions of social relations existing in society.
Social management is understood as a systematic influence of a management subject (control subsystem) on a social object (managed subsystem), based on reliable knowledge, which can be society as a whole and its individual spheres: economics, politics, social, spiritual sphere or units (enterprises, institutions, organizations, etc.) - in order to ensure the preservation of their qualitative specificity and integrity, their normal functioning, improvement and development, and the successful movement of the system towards a given goal. Social management is carried out by purposefully influencing people's living conditions, their value orientations and activities, and their behavior.
The essence of the sociological approach to management lies in the identification and comprehensive study of its five interrelated components. The first of them is the activity of governing bodies (management subsystem), both state and public, from the point of view of their functioning as social systems, including the entire complex of selection, training, retraining, placement of personnel, their promotion up the career ladder, relationships that develop between employees of the management apparatus when they perform managerial functions, the specifics of their emerging interests, preferences and orientations.
The second component of management activity studied by the sociology of management is the purposeful management influence on the managed apparatus, including goal setting (social design, planning, regulation, etc.) and goal achievement. Such influence can be external in relation to the managed objects, when the management body is outside the scope of these objects (for example, the ministry in relation to the enterprises or universities included in the relevant industry), or internal, i.e. self-government, when management is carried out by a division or entity that is part of the managed object itself (for example, the directorate of the Minsk Tractor Plant plant or the administration of the Belarusian State University).
The third component of managerial activity studied by sociology is social self-organization, which is a set of spontaneous processes of intra-group regulation (public opinion, traditions, customs, social norms, leadership, etc.) that have a regulatory, controlling impact on the behavior and activities of individuals and their communities (groups), on their value orientations and relationships.
The fourth component of management activity, which sociology studies, is a system of management decisions (certain “commands”) aimed at ensuring the integrity and maintaining or improving the quality parameters of the managed system, its sustainable development, increasing the efficiency of its functioning and ensuring adaptability to changing conditions environment, both natural and, especially, social.
The fifth component of management activity, which constitutes the object of sociological research, represents the analysis and control of the functioning of the managed subsystem, which makes it possible to quickly adjust its activities in accordance with its changed internal state or external influences (for example, adjusting the quality or quantity of goods produced by the company, their prices in connection with changes -
current market conditions). This also includes assessing the activities of the managed subsystem (factory, industry, educational institution, theater group, etc.) from the point of view of compliance social criteria, interests, aspirations and expectations of the managed, analysis of the social consequences of the decisions made, the attitude of the performers towards them, taking into account the opinions and suggestions of the performers in order to improve the activities of the management subsystem.
The sociology of management also studies the problems of competence, responsibility, diligence, discipline of employees of the social organization under study in their correlation with management activities, since the corresponding phenomena and processes are considered not just as the social qualities of individual workers, but also as the embodiment of certain social interactions that arise in process implementation of management decisions.
The optimal ratio of the considered components of management activity presupposes their integration based on the use of the capabilities and limits of each of them, their consistent combination and interaction. For example, the head of any organization - factory, university, bank, trading company, etc. - interested in transferring as large a volume of management decisions (orders, assignments, instructions, etc.) from the form of one-time impacts into the form of an optimally operating system in accordance with the goals facing the organization.
Sociology studies management as a continuously ongoing social process of expedient influence on the managed system. This impact should not be interrupted, much less cease. The very continuity of the management process is ensured by the continuity of information flow. The subject of control is only able to influence the controlled system because he continuously receives information about its state, as well as about the state of the environment, about deviations in the movement of the system towards a given goal, processes this information into decisions, commands, transfers them to the control object, and corrects it behavior
tion, thereby ensuring the fulfillment of program tasks. Every management cycle begins with the collection of information and its comprehension; includes the processing of information into management decisions and the transfer of the latter to performers, and ends with the receipt of new information, which is the starting point for a new management cycle.
The development of a management strategy (long-term goals and objectives), the development and selection of management decisions, the organization of their implementation, regulation and control, summing up results are based on the receipt of information and its transformation into commands, but are not limited to this. They require a clear allocation of time and the allocation of priorities in the activities of both the management system and the managed system. As a rule, a control system in its functioning faces many problems, some of which are urgent or not urgent, important and not so important. Urgent matters require immediate attention and control us like puppets. A striking example- phone ring. A manager may be busy developing an important management decision with his assistants and experts, but if at that moment the phone rings and the manager needs to do some urgent work, in most cases he takes up this task and postpones making a decision. Such is the psychology of a person, including a manager.
However, urgent matters are not always important. The urgency of any matter requires a quick response. As for important matters, they require the manifestation of initiative, perseverance and competence, active actions aimed at finding new opportunities to optimize the activities of the managed system. If a manager is constantly absorbed in decisions on urgent matters, this leads him to constant overexertion, stress and crisis thinking, which leads to a small and short-term effect. If the management subsystem (manager, manager, etc.) clearly identifies priorities in its activities, separates urgent, “emergency” matters from important ones,
and focuses its main attention precisely on these important matters, then broad prospects are revealed to this subsystem, a clear balance of important matters is established, both basic and urgent, and related; optimal management decisions are developed, their implementation is monitored, and the managed system functions effectively, sustainably, without crises or failures, and reliably. Therefore, in management activities it is very important correct definition priorities and their steady implementation.
In the sociology of management, it is customary to clearly distinguish between leadership activities and managerial activities. The famous American sociologists P. Drucker and W. Bennis defined the difference between them as follows: “Management is the art of climbing the ladder of success, leadership is the ability to determine whether the ladder is against the right wall.” The fundamental difference between these two activities can be understood if we imagine a group of miners cutting into a coal seam and extracting coal to transport it to the surface of the earth. Behind them, work organizers (managers or managers) indicate where and what kind of fastenings to put, introduce improved technologies, develop tariffs and rates wages, the worker’s work and rest schedule. And the manager is the person who, in accordance with the geological map of the occurrence of strata, suddenly gives the command: “Stop, start cutting in a different direction, because the strata there are thicker and the quality of the work is higher.”
Mine workers - ordinary miners, foremen, engineers, shift supervisors, etc. - are so busy with their daily work, mining coal, that they don’t even notice that they are moving along the coal road in the wrong direction. And the super-dynamic world around makes effective leadership more and more necessary, because only it develops an activity strategy, determines whether it is necessary to further increase coal production or, perhaps, repurpose coal mining into another, more efficient activity, retraining the employed personnel
to work in another, more efficient field of production, for example, in the chemical industry, as is now being done in the Ruhr coal basin in Western Germany.
Management develops a strategy for the activities of an organization, an industry or an entire country, determines the goals of its development and redirects resources in the right direction. Management, on the other hand, develops tactical means of achieving set goals, determines the most effective ways and means of implementing the tasks of the activity of a given system, determined by management, be it a factory, a mine or a football team.
The sociology of management in its development is based on those formulated by F.U. Taylor ("Fundamentals of Scientific Management"), A. Fayol ("General and Industrial Management"), G. Emerson ("Twelve Principles of Productivity"), G. Ford ("My Life, My Achievements") on the scientific foundations of industrial production management. Taylor focused on shop management, Emerson and Ford on everything production process, and Fayol dealt primarily with problems of higher administration and the general organization of production.
Expressing the essence of his system of “scientific management,” F. Taylor wrote: “Science instead of traditional skills, harmony instead of contradictions, cooperation instead of individual work, maximum productivity instead of limiting productivity; the development of each individual worker to the maximum productivity available to him and maximum well-being.”
These general principles of scientific production management were concretized by A Fayol in his doctrine of the six main operations carried out by enterprises. He paid main attention to the analysis of management operations, without which not a single enterprise is able to function successfully. He gave the following definition of management operations: “To manage means to foresee, organize, command, coordinate and control.” With this understanding, management is not
is neither an exclusive privilege nor a personally assigned responsibility of the head or director of an enterprise, it is a function shared between the managing and managed subsystems of the general and unified system of a given enterprise, carried out together with its other functions - technical, commercial, financial, etc. Thus, A. Fayol, like other representatives of classical management theory, focuses his attention on the administrative aspects of the activity of an enterprise (organization).
Based on these conclusions, one of the classics of sociology, M. Weber, developed an “ideal type” of administrative management, which he designated by the term “theory of bureaucracy.” The main characteristics of this “ideal type” are:
1. All activities necessary to achieve the goals of the organization are divided into elementary, simplest operations, which, in turn, presupposes a strict formal definition of the tasks of each of the links in the organization. The maximum possible division of labor creates conditions for the use of specialists - experts - at all levels of the managed system, who bear full responsibility for the effective performance of their duties.
2. The organization is built on the principles of hierarchy, i.e. Every subordinate employee or every department is subordinate to a superior. Each employee in the administrative hierarchy is responsible to his superior for the decisions and actions not only of his own, but also of all persons subordinate to him.
3. The activities of the organization are regulated by a consistent system of abstract rules and instructions and consist of applying these rules to particular cases. Clear rules and regulations define the responsibilities of each member of the organization and the forms of coordination of their individual activities.
4. The normal functioning of an organization in accordance with rational standards excludes the interference of personal considerations and emotions, likes and dislikes, but is based on “formalistic impersonality”, without anger and partiality. Consequently, the establishment
the elimination of personally colored sympathies and biases in official affairs is the most favorable factor that meets the genuine interests of clients, and at the same time fair treatment of all employees, the development of democratic principles in the activities of the administration.
5. Service in the management system is based on the compliance of the employee’s qualifications with the position he occupies, and employees must be protected from arbitrary dismissal. Service in an organization is inseparable from career, so there must be a system of "promotion" according to seniority or performance, or both. Such a personnel policy is designed to develop “corporate spirit” among employees, instill in them initiative and a high degree of loyalty to the organization.
6. The organization's hiring of employees is based on professional qualities candidates, and officials are not elected, but appointed, thus depending on their superiors, and not on any group of voters. All activities of the organization are managed by a special administrative staff, whose task is to ensure its effective functioning, in particular the functioning of its communication channels aimed at achieving the goals set for the organization.
Having given paramount importance to the formally organized aspects of management, M. Weber at the same time left informal relations out of sight. However, such relationships are vitally important, because, as P. Blau, C. Bernard, R. Merton and other sociologists have proven on the basis of empirical sociological research, it is informal relationships that can play an important role in increasing the efficiency of management activities.
Summarizing the theoretical principles of classical management theory, their development and specification in subsequent sociological studies, as well as the experience of management activities in business and other areas of activity, major American specialists in the field of management theory R. Blake and J. Mouton developed
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Introduction
1. Sociology of management as a science
1.1 Sociology of management, its essence and reasons for its appearance. The concept of sociology of management
1.2 Objectives, functions and principles of management sociology
2. Social essence and principles of social management
2.1 Mechanisms for making management decisions
2.2 Types of social relations in the management system
2.3 Management tasks and functions
2.4 Management structure
2.5 Basic management methods
2.6 Classification of management methods by functional basis
Conclusion
Bibliography
Introduction
With the help of social research, it is possible to identify optimal solutions to issues arising in the production process and management of an organization.
1. Sociology of management as a science
1.1 Sociology of management, its essence and reasons for its emergence. The concept of sociology of management
Sociology of management is a borderline synthetic science that studies the sociological aspect of management activity. This science was formed at the intersection of two independent disciplines: sociology and management (management).
Sociology is the science of society as an integral system and individual social institutions, processes, social groups and communities, individual relationships in society, patterns of mass behavior of people. It is known that the main task of sociology is the most objective analysis of social relations between people in order to identify the laws and patterns of managing society. The term “management” has many interpretations.
1) conscious, targeted influence on the part of subjects, governing bodies on people and economic objects, carried out in order to direct their actions and obtain the desired results;
2) the process of systematic, conscious, purposeful influence of people on the social system as a whole or its individual links (production, social and spiritual life, economic sectors, etc.)
In other words, management is a set of universal historical principles on which hierarchical relationships are based in any society and in any historical era.
It is believed that the term management has a broader content than the concept of “Management”. Management is, first of all, a tool of commercial management in a market society. The concept of management is applicable both in the narrow and broad sense, to any human society in any historical era.
The object of the sociology of management is the management processes occurring in society, which are considered here, from the point of view of a systems approach, as a set of subsystems constantly interacting with each other and exerting mutual influence on each other - politic system, economic system, sociocultural system; or processes in an organization that are considered and interpreted from the point of view of the interaction of the people participating in them, united in family, professional, territorial and other groups and included in the diverse processes of rivalry, competition, cooperation, assistance.
The subject of management sociology is the assessment, study, and improvement of management processes in various types of social societies, social organizations, social institutions, the whole society, each of which represents a specific system of social interactions of individuals and their groups. Babosov E.M. Sociology of management: Tutorial for university students. -- Mn.: TetraSystems, 2009. P-34
According to A.V. Sergeychuk, the subject of CS research is social systems with a hierarchical feature of organization. Thus, SU allows one to see management through the eyes of a sociologist. SU methods combine approaches not only from sociological research, but also from other sciences. All methods used can be divided into three main groups.
Methods of sociology of management: General scientific. Sociological. Specific.
Dialectics, which considers processes and phenomena in their interrelation and development.
Social and philosophical, which involves a comprehensive study of society as an integral social system; Structural-functional analysis, according to which each social structure is understood through an analysis of the functions it performs; Collection and processing of information characterizing the social relationships of society (social surveys, observations, experiments, modeling, document analysis). Organizational-structural (cognition of the organization through structure); Sociotechnical (through the requirements of the technology of its activities); Communication (the study of an organization through the system of connections formed between its members); Innovative (knowledge of the organization through its development)
1.2 Tasks, functions and principles of management sociology
The main objectives of the sociology of management are:
Studying real facts, constituting a living and constantly developing fabric of management activity, where the interaction of people included in certain layers of the management pyramid is manifested. Identification of the most important, typical and irrational facts, and on this basis, detection of trends in the development of management processes depending on changes in conditions. An explanation of why innovations appear in the system and structure of management activities, and also explain under what circumstances new practical ways of implementing these innovations in management processes arise.
Development of directions and most likely scenarios for the development of management activities, forecasting the consequences of their implementation for both the managing and managed subsystems of the management process. Formulating the scientific basis of recommendations for improving the management system, and thereby increasing the efficiency of management activities in general.
The main functions of management sociology as a science are:
1. cognitive - its main goal is to study the features of management as a specific sphere of work activity. And also in determining the role and significance of this sphere in the development of society and its subsystems, organizations, groups.
2. evaluative - assesses the extent to which the existing management system in a given society (organization) corresponds or does not correspond to the main trends of society, social expectations, interests and needs of the majority of the population. Assess whether a system is democratic, totalitarian or authoritarian based on scientific justification socio-ethical, socio-political, socio-economic criteria, whether or not the management system develops initiative in individuals.
3. prognostic - aimed at identifying the most likely ones in management activities within the short, medium and long term.
4. educational - based on determining and assessing the significance of various management concepts, trends in the development of management activities, dissemination of knowledge about the main tasks, functions and management mechanisms of management systems. Distributed through the system educational institutions, retraining, retraining in order to acquire skills, knowledge, and abilities to carry out management activities. The goal is to equip management personnel with new techniques, management technologies and create means of improving the management system.
The following basic principles that guide the sociology of management can be identified:
· systematicity - perception of the object under study as a system of elements united by direct and feedback connections, forming the structure of the system;
· complexity - comprehensive coverage of the phenomena under study, taking into account development trends and interaction with the external environment;
· objectivity - a real reflection of the phenomena being studied;
· specificity - consideration of the processes and phenomena under study in the context of a specific environment;
· historicism - the study of an object in the dynamics of its development;
· unity of theory and practice - confirmation of theoretical positions in practice, since theory without practice is a hypothesis. Ivanov V.N. Innovative social technologies of state and municipal management / V. N. Ivanov, V. I. Patrushev. - 2nd ed., revised. and additional - M.: Economics, 2011. - 324 p.
sociology management mechanism
2. Social essence and principles of socialmanagement
2.1 Mechanisms for making management decisions
Society, as well as its subsystems operating within its framework (economic, social, spiritual, political), are self-organizing, self-regulating social systems. This suggests that any of the social systems (from society as a whole to the individual) in the process of its functioning and development needs management.
Management involves continuous solving of all kinds of problems. Solving a problem that arises before an individual or a social group is the starting point of management activity. In this regard, the following mechanisms for making management decisions are distinguished:
regulation; manipulation.
Regulation is a process through which an ordered state, a given level of organization of a given system is ensured.
Regulation is the lowest form of management, i.e. problem solving occurs within the framework of already established relationships and interactions.
More complex forms of management include processes of transforming a system from one organizational state to another in order to improve operational efficiency.
Manipulation consists of highlighting only one aspect of a management problem, while ignoring all other possibilities for solving it.
IN modern management There are such basic principles as:
· integrity of the subject and object of management: management as a process of purposeful influence of the subject of management (control subsystem on the object of management) (team, organization) should constitute a single complex system;
· legality of the organization's management system: the organizational and legal form of the company or other system must meet the requirements of the law;
· diversity of management decisions: dictated by the need to choose one rational and effective solution from many possible ones;
· ensuring the stability of the system in relation to the external environment: the stability and stability of the management system is determined by the quality strategic management and operational regulation, leading to better adaptability of the system to changes in the external environment.
· mobility of the management process: the ability to quickly, flexibly and without much difficulty adapt to changes in the internal environment of the organization and the external environment.
· management automation: the higher the level of automation, the higher the quality of management and the lower the costs (the condition for automation is the development of unification and standardization of elements of the management system);
· unity of leadership: one person should function in one organization chief executive and one program for a set of operations pursuing the same goal. Ivanov O.I. Sociology social problems(basic concepts of Western sociology) / O.I. Ivanov // School of Humanities. - 2013. - No. 1. - P. 3 - 6.
Management can only be carried out if there is a really functioning system, problem solver management. An integral system is understood as a set of components, the interaction of which gives rise to new system qualities that are not inherent in its constituent parts. How does a holistic system affect the entire system, i.e. an integrated process takes place.
Any system is characterized by the presence of:
· unifying, systemic qualities;
· a certain set of components;
· internal organization.
In each system, coordination and subordination are carried out.
Coordination is a certain consistency of system components with each other.
Subordination of system components is a certain subordination and subordination, indicating a special place and unequal importance in the system.
Management systems function in a social system - a holistic formation, the main elements of which are: people, their connections and interactions.
A social system is also characterized by the presence of two independent systems: managed and controlling. Communication between managed control systems is carried out using information. Which serves as the basis for the development of management influences and decisions coming from the control system to the managed system for execution.
In a social system, it is also fashionable to distinguish several subsystems:
The structural and functional subsystem consists of such blocks as:
· management ideology and value orientation of the management system;
· interests and behavioral standards of participants in the management process;
· information and information support for communications in the management system.
The information-behavioral subsystem manifests itself in the following forms:
· management theories and management ideologies;
· formal and informal relations of management employees with representatives of the external environment;
· awareness of workers, information carriers, methods of information dissemination;
· level of organizational development, as well as the level of development of each individual managerial employee.
The self-development subsystem of the control system solves the following tasks:
· development, introduction into the management system and constant maintenance of the proper level of incentives that encourage the management system to improve itself;
· constant analysis of the level of functioning of the management system, its existing and potential capabilities, as well as analysis of the tasks facing the management system and environmental changes.
· Identification of new trends and directions for the development of management systems;
Analysis of the forms and methods used for updating management systems.
Each social system has its own structure. Social structure is a set of social institutions, social roles and statuses. A social institution is a set of rules and mechanisms that regulate a certain area public relations(family, production, state, religion, education) The purpose of social institutions is to satisfy the basic vital needs of society. Typically there are five basic needs:
· in the production of people (the institution of marriage and family);
· in security and social order (political institutions);
· obtaining a means of subsistence (economic institutions);
· transfer of knowledge, experience, training (educational institutions);
· solving spiritual problems (institutions of religion and culture). Galkina T.P. Sociology of management: from group to team. - Textbook: Finance and Statistics, 2009.
Status is the place a person occupies in society. The status may be prescribed, i.e. independent of the will and efforts of the individual, and achieved by the individual through his own efforts.
A role is a set of socially expected rules of behavior performed by an individual.
In the process of its functioning, management appears as a variety of actions performed by a number of people united by common interests and a common goal.
The set of connections between people that arise in the process of their interaction is called interpersonal relationships. In society, various types of social relationships are distinguished for the following reasons:
1. by subject (bearer of social relations):
· individual;
· interpersonal;
· intragroup;
· intergroup;
· international.
2. To the object:
· economic;
· political;
· sociocultural;
· religious;
· family and household.
3. Modalities (nature of relationship):
· cooperation;
· mutual assistance;
· rivalry;
· conflict;
· subordination (boss - subordinate).
4. The presence or absence of formalization elements:
· official;
· unofficial.
2.2 Types of social relations in the management system
In the process of functioning of the management system, six main types of social relations arise:
1. Service ones, which are distinguished by their asymmetry. This feature is manifested in the fact that in the process of functioning of the management system, the dependence of the subordinate on the boss most often develops. The most essential feature of an official relationship is the authority to decide what and how a subordinate should do in work time, and determine the tasks that he must perform.
2. Functional ones are built in such a way that the manager does not decide what the subordinate should do. The role of the manager is more likely to provide advice and assistance than to issue orders. Directives and orders have not been adopted within the framework of functional communication.
3. Technical, in which everyone must clearly perform their functions and ensure that other employees perform their functions equally clearly.
4. Information - associated with unilateral and mutual processes of informing about all the state of an object and about changes in state, about which the informer knows, and the informed must be able to effectively perform their duties.
5. Hierarchical - between links or cells of the system located at different levels of the management ladder (management vertical), in which each lower level of subordination is subordinate to a higher level of management.
Depending on the nature of the relationship between managers and subordinates, social relations in the management system are:
· bureaucratic
· paternalistic;
· fraternalistic;
· affiliate.
Bureaucratic relationships are based on administrative hierarchy. In the presence of such relations, each employee is strictly assigned his functional responsibilities. Superiors make decisions, and subordinates are obliged to carry them out. Monitoring the activities of employees and the entire organization is a well-established inspection procedure. Responsibility for the success of the business and possible failures lies with the relevant performer. Contacts between superiors and subordinates are mainly of an official nature and limited to service-related relationships.
With paternalism, the hierarchy of relations is clearly expressed, and the rights of the “owner”, who usually makes sole decisions, are undeniable. The subordinate is required and expected to be loyal to the superior.
The “master” vigilantly monitors the actions of his subordinates, but, if necessary, takes on part of the functions assigned to them.
Responsibility for the success of the business or possible failures is shared. The “owner” strictly maintains the unity of the organization, but not through formal regulation, but through the approval and constant preservation of his personal influence. Despite the strict hierarchy, relationships are given a personal character that goes beyond official boundaries.
In the case of fraternalism, hierarchy in relationships is carefully smoothed out and softened. There is a prevailing desire to make decisions collectively after their collective discussion. Thus, in relations with his subordinates, the manager claims to be the role of a leader, rather than a boss or “master.” Subordinates are given sufficient independence, and joint activities Mutual assistance and support is expected from both the manager and ordinary employees.
Any success is considered as a common merit of the team, any failure is considered as a common misfortune for all members of the team. Relations in such an organization are emphatically informal.
In the case of partnership, hierarchical relationships, although they exist, are not clearly expressed. Decisions are made through discussion, where everyone makes suggestions according to their qualifications and area of expertise. The leader does not order, but coordinates general actions. Each employee is clearly assigned the appropriate functions, and the manager does not interfere, and ongoing monitoring is most often not provided. Subordinates must accept the meaning of decisions made and carry them out in the process of independent work. Despite the collegiality of decisions and actions, relations between employees are depersonalized and transferred to a service-contact basis. The partnership is characterized by democracy - independent individuals unite for joint activities under a free contract, and the manager, as a coordinator, distributes tasks and monitors compliance with the agreed conditions and responsibilities.
Management tasks and functions:
In the sociological study of management activities, the social relations and interactions of people involved in one or another type of activity and united in one or another social organization and institution always come to the fore.
No less important is the identification of tasks to be solved in the process of carrying out management activities:
1. Defining a goal or “tree” of goals (for a multi-level) organization, developing an action strategy to achieve it and formulating a concept for the activities and development of this organization.
2. Formation corporate culture, i.e. uniting personnel around a common goal (or goals) of the organization.
3. Motivating personnel aimed at achieving the organization’s goals and successfully solving problems.
4. Formation of organizational order, i.e. systems of relatively stable, long-term hierarchical connections, standards and positions, often documented (organization charter0 and regulating interactions between organizations and divisions and people, as members of the organization regarding the organization of their functions, i.e. we can say that the organizational order is embodied in formal organization.
5. Development and implementation of changes.
6. Determination of management diagnostics or identification of points of greatest and least controllability and - quite possibly - points of uncontrollability that exist or may arise in any organization.
7. Effective implementation of management decisions, especially in conditions of risk and uncertainty.
8. Development of a system for monitoring the implementation of the adopted decision: identification and application of incentives for its effective implementation, as well as sanctions against individuals, social groups, organizations that disrupt the implementation of decisions made. Goptareva I.B. Social exchange as a cause of conflict and as a way to resolve it / I.B. Goptareva // Credo New. 2008. No. 2 // http://www.credonew.ru./property. - M.: RIIS, 2001. - 260 p.
8. Citizen V.D. Sociology of management. Textbook. - M.: Publishing house "Knorus", 2009. - 512 p.
2.3 Functions of management activities
The structural dynamics of management activities are organically related to the functions it performs, such as:
1. goal setting and goal achievement, implemented through the achievement of subgoals:
a. goals - orientations expressing the common interests and aspirations of the people included in the managed organization;
b. goals - tasks - plans, instructions, instructions given to the managed system;
c. goals-systems that ensure stability, integrity, sustainability, and dynamism of the management system.
2. Administrative, reflecting the activities of the management structure on the basis of labor legislation and regulations governing the personnel sector and emerging labor Relations, including drawing up staffing schedules and rules for the hiring, firing and movement of employees.
3. Information and analytical, which provides:
a. the influx of information from the external environment into a given organization,
b. information support for the management structure, all its constituent units and people.
4. Social, consisting of:
a. in social support;
b. creating conditions for their effective work
c. determining the level of wages, social benefits, etc.
5. Forecasting, the essence of which is:
a. In identifying possible changes in the surrounding social environment;
b. Transformation of the tasks and actions of this organization in connection with these changes;
6. Planning, which is the process of selecting the goals of a given system (organization) and the decisions necessary to achieve them.
7. Motivational and stimulating, involving the creation of the necessary conditions (material, technical, financial, socio-psychological, household0, encouraging active and effective work through economic (salary, bonus and other levers, taking into account the need to evaluate work in accordance with its quality, efficiency and result).
8. Corrective, aimed at preventing disruptions and failure to complete assigned tasks, at increasing the efficiency and quality of work of all departments and units of a given management object.
9. Holds possible deviations in the functioning of the system (organization) within certain limits, ensuring the preservation of its integrity, qualitative specificity and dynamic stability.
10. ensuring the competence and discipline of all personnel, all officials in their daily work activities.
11. Creating a favorable climate for the successful work of all employees of the organization.
2.4 Managment structure
1. Components of the management structure
The initial components of the management structure are the subject and the object of management.
A subject of management is a person, a group of persons or a specially created body that is the bearer of management influence on a social object (managed system)
The object of management is a social system (country, region, industry, enterprise, team, individual) to which management influence is directed.
2. Classification of control objects
By scale and levels of managerial influence:
· a country;
· industry;
· regions;
· enterprises, etc.
By type of regulated activity:
· Production;
· Social;
· Political;
· Sociocultural.
Addressee of management impact:
· The population and all organizational structures of the country, acting as a single and integral socio-territorial community;
· Population of regional, district, city socio-territorial communities;
· Personnel of institutions, enterprises, etc.
The management structure, along with the main components of management activities, includes the organizational structure of management.
It is characterized by the distribution of goals and objectives between different levels and units of management activity. The organizational structure is understood as a set of levels and links of management activities in unity with their functional areas, located in strict subordination and ensuring the relationship between the management and managed systems for the effectiveness of achieving goals. It is focused on establishing clear interactions between individual divisions of the management system, distributing rights, duties and responsibilities between them.
The following main elements of the organizational structure are distinguished:
· management levels;
· management levels;
· horizontal and vertical connections.
The management level is the hierarchical subordination of divisions and links of management activities that occupy a certain level in the management system. Management levels are vertically dependent on each other and subordinate to each other in hierarchy.
Managers at a higher level of management develop and make decisions that are specified and implemented by managers at a lower level, and each official is responsible both for his own decisions and actions and for the decisions and actions of his subordinates. Therefore, each official has power over those below him in the management pyramid.
American sociologist T. Parsons identified three main levels of management, depending on what functions are performed by managers of different ranks, such as:
Low-level managers, operating at a technical level, are primarily concerned with the day-to-day operations and activities required to ensure efficient work without disruptions in the production of products or provision of services;
· managers acting at the managerial (middle) level are mainly engaged in management and coordination within the organization; they coordinate various forms of activity and efforts of various divisions of the organization. Middle managers most often head a large division or department of an organization, and the nature of their work is determined by the following responsibilities:
· coordination and management of the work of lower-level managers;
· preparation of information for decisions made by managers senior management;
· subsequent transformation of decisions received from above into a technologically convenient form in the form of specific tasks for lower-level managers, as well as the implementation of these decisions;
· managers acting at the institutional (highest) level, i.e. at the level of social institutions (state, religion, legal system) - mainly occupied with:
· formulating goals;
· development of strategic decisions and long-term (long-term) plans;
o adaptation of the managed social system to various changes;
· managing the interactions of this system with the external environment.
In accordance with the structuring of the management system by levels, this system takes the form of a pyramid, in which at each subsequent level there are fewer people than at the previous one.
There is an opinion that a three-level management pyramid is not the only possible one. In some large companies the number of levels can reach up to five, and in the armed forces - up to nine levels.
In the management structure, there are usually two types of connections:
Vertical connections - characterize hierarchical subordination, in which the lower level of management is in a vertical managerial dependence on the middle level, and the middle level is in a vertical dependence on the top management level.
Horizontal connections - occur when departments are at the same management level.
2.5 Basic management methods
The role and place of a systematic and integrated approach in management activities.
In sociology, methods are usually understood as consciously and consistently applied ways of achieving an intended goal. A management method is usually understood as a set of methods and techniques for influencing the subject of management activities on the managed object in order to achieve the set goals.
Management methods are methods, sets of techniques through which the manager ensures the required activity of the managed and achieves the desired result; the ways in which he uses the controls available to him and determines for himself the parameters of these controls.
Effective management involves the use of systematic and integrated approaches to organizing management activities.
Society, any of its spheres, organizations, groups, individuals, functions and develops as a system, therefore the use of a systems approach allows us to correctly understand the essence of any social object. Each system turns out to be not the sum of its individual elements, but a holistic, integrated set of many interconnected components and their relationships and interdependencies.
An integrated approach is a concretization of systematicity in management, since it allows the development and application of management decisions that are based on the analysis of the managed subsystem and its interactions with the surrounding social environment, but also apply the methods of a number of other scientific disciplines.
A significant place in management activities is occupied by the general scientific method of modeling, based on systematic and integrated approaches to management.
Modeling is the study of any phenomena, processes or systems of objects by constructing and studying their models, which reflect the properties, relationships, structural and functional characteristics of real objects.
Modeling is carried out in several stages:
at the first stage - the setting of goals and objectives is clarified, a model is constructed;
on the second stage, a theoretical or empirical analysis of this model is carried out, the reliability of the results obtained is determined;
at the third stage, the information obtained is applied practically (if the need arises, the fourth stage is carried out, the content of which is the adjustment of the obtained results in order to introduce additional data and factors, possible limitations and clarifications). 4. Vilinov A.M. Management of social systems based on creativity / A.M. Vilinov; Ross. Agency for Patents and Trademarks, Ros. state int intellectual. from 11. Volchkova L.T. Social management: reflection of a sociologist / L.T. Volchkova, V.A. Malyshev, V.N. Minina // Social management and planning: collection. Art. / ed. L.T. Volchkova. - St. Petersburg: Book House LLC, 2011. - P. 7 - 23 p.
2.6 Classification of basic management methods
· organizational and administrative (organizational and administrative), based on directives of senior management structures;
· economic, conditioned and supported by economic incentives;
· socio-psychological, used to increase the social activity of individuals, their groups and communities operating in a controlled subsystem.
Organizational and administrative methods of management differ in that their action is expressed in formal bureaucratic acts of the manager and the organization, aimed at delineating the rights and responsibilities of employees. This group of methods establishes the rules by which the performer works.
Organizational and administrative methods of management are based
on the system:
· national regulatory legal acts, such as.
* Constitution;
* regulations;
* orders, etc.;
· regulatory documents of higher management structures, such as:
* standards;
* provisions;
* instructions;
* techniques, etc.;
· intra-organizational regulatory documents:
* programs;
* techniques, etc.
Organizational and administrative methods can be divided into three groups:
· stabilizing, which are responsible for maintaining the stability of organizational relationships through disciplinary requirements and a system of responsibility;
· administrative, controlling the current use of organizational connections, making adjustments;
· disciplinary, which determines the establishment of the composition of system elements and stable organizational relationships by maintaining functional and official order.
The main purpose of this group of methods is to optimize the work procedure, allowing you to effectively solve the functional problems of the organization.
Economic management methods are based on the operation of economic mechanisms of motivation and stimulation of active production activities. Unlike organizational and administrative methods, these management methods are focused not so much on administrative influence (decrees, instructions, directions, etc.), but on economic incentives and rewards for active and effective activities. The importance of economic management methods increases sharply in the context of development market relations aimed at generating profit and possibly higher income.
Economic management methods used at the country level include:
· tax system;
· credit and financial mechanism.
Economic methods that are used at the organizational level include systems:
· wages and other forms of material incentives for employees;
· responsibility with appropriate application of rewards and sanctions for the quality and efficiency of work;
· stimulating innovation activities aimed at increasing the efficiency of the organization and improving the quality of its products.
The main principles reflecting the sociological aspect in the group of economic methods are:
· correspondence of remuneration to the results or labor costs;
· combination of economic and moral incentives;
· a combination of incentives and sanctions;
· use of collective material interest.
To achieve the maximum effect from economic management methods, material incentives must necessarily be combined with the financial responsibility of the employee, just as every right must imply a certain level of responsibility.
Socio-psychological management methods are a set of psychological methods impact on an individual, social group or community, on relationships and interactions between them in order to increase the efficiency of the managed object. For example, such methods could be:
· praise;
· attention;
Depending on the variety of functions for the implementation of which certain methodological techniques are used, the following methods are distinguished:
· management of functional subsystems;
· performing management functions;
· making management decisions.
Methods for managing functional subsystems are to a decisive extent determined by the structure of the managed object (system), in which there is a functional division of managerial labor into such types of work as: production; management; finance; staff; marketing; innovations, etc. Ivanov O.I. Sociology of social problems (basic concepts of Western sociology) / O.I. Ivanov // School of Humanities. - 2013. - No. 1. - P. 3 - 6.
For example, in the process of managing the production activities of a managed object, methods such as diagnostics are used:
· labor, financial, material and other resources of this system (organization);
· dynamics of their development and use;
· possible scenarios for their change in the near and more distant future.
In addition, the following methods are used:
· performance analysis;
control:
· quality of products;
· use of labor, materials, equipment, programming, planning;
· production processes.
In managing the functional subsystem "personnel" specific methods are used:
planning, preparation and use work force, including management personnel;
· training, retraining and advanced training of personnel;
· construction and operation of a system for promotion, movement, adaptation of personnel, etc.
In managing the marketing subsystem, a set of related methods is used.
· with the study of market conditions;
· analysis of the possibilities of the emergence of potential markets;
· identifying the needs for new types of products and the possible scale of their production and sales;
· carrying out marketing research and so on.
Methods for performing management functions are associated with solving the problems facing the control subsystem in the process of its influence on the efficiency of the managed subsystem on its way to the intended goal. These include methods:
· planning;
· organizations;
· coordination;
· control;
· motivation of activity (i.e. methods based on the basic functions of management).
The group of planning methods develops forecasts: includes methods:
· extrapolation;
· regression analysis;
· building scenarios;
· "brainstorming";
· expert assessments;
· formation of a “decision tree”, etc.
Let us consider in more detail the method of expert assessments, which is widely used not only in the theory and practice of management, but also in the processes of obtaining and using sociological information. This method is based on reaching agreement by a group of experts who are invited to determine the most likely events in the development of a controlled subsystem in the near and more distant future. Typically, invited experts from various related fields fill out a detailed questionnaire about the problem at hand and record their opinions on how to solve it. Each expert then receives a summary of the other experts' responses and is asked to re-examine their forecast to make adjustments to it. The procedure is usually repeated three to four times until the experts come to a consensus.
One of the common varieties of this method is the “brainstorming” method - collective work of experts aimed at finding the optimal option for management action. Meetings of the expert group are held according to certain rules. Firstly, a complex problem is selected as the object of brainstorming, its central point is highlighted, then proposals for solving this problem are put forward and discussed. In the process of putting forward ideas, their criticism is prohibited, which provides the opportunity to express the most unexpected ideas related to solving the problem posed. Secondly, this is an exchange of views, during which the task is not only to identify possible ways to solve the problem, but also to achieve a unity of views on the merits and demerits of the ideas put forward and to develop collective agreed proposals. Vilinov A.M. Management of social systems based on creativity / A.M. Vilinov; Ross. Agency for Patents and Trademarks, Ros. state int intellectual. from 11. Volchkova L.T. Social management: reflection of a sociologist / L.T. Volchkova, V.A. Malyshev, V.N. Minina // Social management and planning: collection. Art. / ed. L.T. Volchkova. - St. Petersburg: Book House LLC, 2011. - P. 7 - 23 p.
Methods for making management decisions act as a set of stages and procedures necessary to resolve a particular problem that arises before the management subsystem (the subject of management).
At the stage of problem formulation, the leading role is played by the following methods:
· selection, storage, processing and analysis of information;
· recording the most important events, their description and assessment;
· factor analysis, analogy, modeling.
The problem solving stage is also associated with the use of information collection methods, but unlike the first stage, a search already takes place here optimal options management decisions. An important role in these processes is given to the active use of modern information technologies, acting as computerized methods for analyzing management decision-making processes.
When choosing a solution, the definition of selection criteria plays a decisive role. Most often, an objective function is used as a selection criterion, which usually needs to be maximized or, conversely, minimized. This choice is called optimization. In particular, in the processes of making management decisions in the field of production, they strive to maximize productivity, efficiency and profit while minimizing costs. Citizen V.D. Sociology of management. Textbook. - M.: Publishing house "Knorus", 2009. - 512 p.
Comparison of indicators for minimizing undesirable factors of production with indicators for maximizing favorable factors that increase the efficiency of production activities, the quality of its products, the level of profit and income, makes it possible to select the optimal solution. However, it is not always possible to make such a decision, since it depends not only on the subject of management, but also on external environmental conditions, for example, market conditions, actions of competitors, etc.
At the stage of organizing the implementation of the decision, the priority role shifts to comparing the implementation plan, which provides for a system of actions necessary to implement the decision and successfully move towards the goal.
For the successful implementation of decisions taken, the control stage is important, which also involves the use of several specific methods. These include, in particular:
· diagnostic method, allowing you to clearly visualize the progress of the decision;
· a corrective method that makes it possible, based on the received diagnosis, to make clarifications and changes in activities to ensure the real feasibility of the management decision made.
Conclusion
The sociology of management was formed at the intersection of sociology and management. The fact that sociology is included in the management mechanism is due to the democratization of management, the increasing role of the human factor, and the increasing importance of the human factor in management. The socialization of management in organizations is accompanied by an increase in the importance of labor motivation and increasing attention to the development of the socio-economic policy of the organization. The active use of sociological methods in management makes the sociology of management a popular area of scientific knowledge. In my opinion, further development democratic institutions, the complication of the forms of social organizations will cause further active development of the interdisciplinary field of knowledge - the sociology of management.
Sociology of management is a middle-level social discipline, that is, it includes theoretical problems and certain research methods, as well as organizational games and trainings.
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 subject of management sociology is the patterns, forms and methods of purposeful management of social processes and groups to achieve a specific goal.
On modern stage In the sociology of management, the concept of organization and management has changed. Management is understood as a social institution, and not as a technocratic, organizational and formal mechanism. Management in an organization must allow for multiple states of an object, employee initiative, group autonomy, multiple goals, etc. In this case, targeted influence should stop at a certain boundary in the hope that, within certain limits, self-organization will “work” more efficiently. Thus, self-organization and its mechanisms also become a field of study for the sociology of management.
Cognition, sociological justification and interpretation of management as the most important social institution- this is the main function of the sociology of management, which is currently 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.
With the help of social research, it is possible to identify optimal solutions to issues arising in the production process and management of an organization. Armstrong M. Fundamentals of management: how to become a better leader. - Rostov-on-Don: Phoenix, 2010. - 512 p.
Bibliography
1. Armstrong M. Fundamentals of management: how to become a better leader. - Rostov-on-Don: Phoenix, 2010. - 512 p.
2. Babosov E.M. Sociology of management: Textbook for university students. -- Mn.: TetraSystems, 2009.
3. Veselova N.G. Social management and elements of its culture: Generalization and recommendations / N.G. Veselova; Ed. V.A. Traineva; Intl. acad. Sciences Inform., Inform. processes and technologies. - M.: Dashkov and K, 2013. - 337 p.
4. Vilinov A.M. Management of social systems based on creativity / A.M. Vilinov; Ross. Agency for Patents and Trademarks, Ros. state int intellectual. from 11. Volchkova L.T. Social management: reflection of a sociologist / L.T. Volchkova, V.A. Malyshev, V.N. Minina // Social management and planning: collection. Art. / ed. L.T. Volchkova. - St. Petersburg: Book House LLC, 2011. - P. 7 - 23 p.
5. Galkina T.P. Sociology of management: from group to team. - Textbook: Finance and Statistics, 2009.
6. Gert G.P. The essence and content of social management. Management Science: Lecture / G.P. Gert; M-internal Del Ros. Federation, Moscow. acad. - M.: Moscow. acad. Ministry of Internal Affairs, 2010. - 31 p.
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Sociology is a science that considers human society as a single social system. A separate branch of it is the sociology of management. In general, the science of sociology studies the fundamentals of the functioning of society and the patterns of its development, its structure, as well as the organization of people in society and their behavior in it. All this science is based on theory and has its own research methods. General sociology includes many different sciences, including such a rare one as understanding sociology.
Level 3 is the subordinates, who are the technical level.
Management problems are also considered by other sciences together with sociology:
Economics - considers the implementation of the tasks and provisions of the management mechanism.
Computer science - examines information interactions.
Cybernetics - its field is the interaction of various elements and subsystems.
Psychology - examines decision-making processes.
Sociology of management in this series is a middle-level discipline. It includes certain and different theoretical problems. It also includes training and various organizational games.
The objectives of the sociology of management are:
1. Study of the facts that constitute the immediate and constantly evolving process of management activity. It is in this process that the interaction of people from different levels of the management pyramid manifests itself.
2.Identification of important and related facts, detection on this basis, depending on changing conditions, of trends in the development of management processes.
3. The need to explain why various innovations arise in the system of management activities, and what are the possible ways to implement them.
In the sociology of management, the concept of methodology is considered in two aspects - epistemological and pragmatic: in the epistemological aspect as a set of basic principles of knowledge (study) of social reality and management problems, in the pragmatic aspect it is a set of management methods, that is, as management technologies used in practical activities .
All theoretical methods used by the sociology of management can be divided into three main groups - general scientific, sociological, and specific methods of sociology of management. General scientific methods assume the existence of cause-and-effect relationships between phenomena, consider them in continuous development, distinguishing between objective characteristics and their subjective perception. General scientific methods that guide the sociology of management have the following characteristics - objectivity, specificity, systematicity, complexity, historicism and unity of theory and practice.
The peculiarity of sociological methods is determined by the characteristics of society, which require the study of society in all its diversity. From these positions, the most important for sociology are the socio-philosophical method, the method of structural-functional and system analysis; at the end of the twentieth century, the synergetic approach, theories of chaos and globalization entered sociology. Chaos theory is the analysis of randomness in large, ordered systems. It follows that in most organizations, everyday events are random and therefore unpredictable. This theory reorients managers from belief in the ability to predict future events and control them to the belief in the need to increase the flexibility of the organization and develop the ability to adapt without losing touch with the external environment. The concept of delegating power to employees at all organizational levels, recognizing the potential of employees and unlocking it is a way for an organization to exist in a rapidly changing external environment. Modern sociology of management, like general sociology, in scientific research uses a methodology that combines theoretical, empirical and hypothetical (social modeling and forecasting) approaches.
An important component of the methodology of sociology of management is a group of sociological methods that provide empirical reliability, since social management is the object of not only theoretical but also empirical research. This group includes methods for collecting, processing and interpreting received information. The main feature of applied research is its practical orientation, which is why applied sociologists are called practical sociologists. Any conscientious applied sociological research begins with the development of its program, which involves the implementation of a number of scientific procedures. Firstly, clarification of the content of the initial concepts and the determination of empirical indicators and indicators with the help of which the studied phenomena and processes are recorded. Secondly, clarifying the relationships between the phenomena being studied and, thirdly, selecting algorithms for theoretical generalization of empirical data based on initial concepts. The knowledge obtained as a result of empirical research is oriented towards direct use in the development of solutions, design, forecasting and other technologies of social management. Applied research performs both a scientific function, obtaining new knowledge, and a social engineering function, which is expressed in providing competitive advantages subjects of management in whose interests the research is carried out.
Determining the specific methods of management sociology is quite difficult, since it is closely related to general sociology; however, researchers are making attempts to attribute to the sociology of management its own tools of cognition, depending on the approach to the analysis of social organization. They include specific methods of management sociology:
Organizational-structural analysis - knowledge of an organization through its structure;
Communication - analysis of the system of connections formed between members of the organization;
Sociotechnical - the study of an organization through the system of requirements for the technology of its activities;
Innovative - study from the perspective of organizational development.
When considering each aspect of an organization, it is necessary to perceive it as a whole, therefore the above specific research methods in the sociology of management are effective only in a comprehensive study. Using only one or a group of methods, you can come to a one-sided and even perverted interpretation of organization and management principles.
METHODS OF SOCIOLOGY OF MANAGEMENT
1. organizational and administrative
· system of legislative acts of the country;
· system of regulatory documents of higher management structures;
· a system of plans, programs, tasks developed in an organization or company;
· system operational management(incentives, sanctions, transfer of authority).
This control can be of three types:
1. forced and externally imposed submission “from top to bottom”;
2. passive submission (relief associated with release from acceptance independent decisions)
3. awareness (internally justified obedience associated with an understanding of the reasoning and importance of the received order)
2. economic – based on the action of economic motivation mechanisms.
· Tax system countries;
· Credit and financial mechanism;
· Salary system;
· System of responsibility for quality of work;
· System for stimulating innovation activities.
3. socio-psychological mechanisms. This is a set of specific ways of influencing an individual, social group or community; on the relationships and interactions between them in order to improve the efficiency of the managed object.
20. Sociology of management as a branch of science and practice. The relationship between the sociology of management and other disciplines and sciences that study the management process.
The sociology of management studies the sphere of managerial relations in any society and in any historical era. These relations include, along with social ones, also legal, financial, moral and other types of relations, therefore the sociology of management narrows the research field, limiting it to the study of only the social aspect of managerial relations. Sociology of management as a special sociological theory (science) has a narrower scope of application compared to general sociological theory, but at the same time combines sociological problems with managerial ones.
General sociology studies the most general laws and driving forces of social development, being general theory historical process, it explores those aspects and laws public life, which are common to various social phenomena and to different stages of development of society. Sociology is the most general method of understanding specific history and various social phenomena, including management. The sociology of management adopts the methodology for studying society, individuals and social groups, developed by general sociology, and applies the resulting material in the analysis of management activities.
Management theory studies the most general structures for regulating the activities of social communities, carried out through the implementation of various social goals, norms and assessments. She studies the activity patterns of social communities in order to develop the necessary management technologies for them. The purpose of management theory is to study the social mechanisms of management influence on society as a whole and its individual spheres. At the center of sociological and managerial analysis is the influence of social activity, social groups and social communities on the nature of public consciousness and behavior of people, therefore the sociology of management develops concepts of the management process as special type social interaction determined by the characteristics of social organization and social information. The sociological approach involves considering management as a social institution that operates in a certain sociocultural space. Scientific management of society is, first of all, the process of bringing the subjective activities of people into conformity with the objective needs of social development.
The sociology of management and management are very close sciences in the subject of research; sometimes they are even identified, since in literal translation management means management. Management and management differ as managerial and cultural phenomena. Management is a tool of commercial management in a market society, it is based on social science, human sciences, finance and management. Management is a universal historical phenomenon that exists in both market and non-market societies. From a sociological point of view, it represents a hierarchical system of relations based on differences in status, positions, income, and spheres of power. Non-market management has existed for several tens of thousands of years, and the Western-style market society appeared less than three hundred years ago. Social management is considered as a science that intersects with the subject area of sociology of management, the subject of study of which is the system of social relations, social resources, social sphere, social processes and organizational and managerial relations formed in them. The main goal of social management is to obtain the greatest social effect at the lowest management costs, and in this way less loss management, the higher the effectiveness of social management.
At the present stage of development of management sciences, there is significant interest in the individual as an object and subject of management, since main problem What hinders the management of an exact science is man as an individual and as a socialized person. Therefore on current state and the development of the sociology of management are significantly influenced by the human sciences: general and social Psychology, cultural studies, social anthropology and other sciences. These sciences examine human behavior in a social and cultural context.
