any object of management as a system composed of interrelated parts (subsystems), being a part of another system – external environment – from which necessary resources human, physical, information, finance) are received.
Situational approach assumes revealing a set of circumstances (situations) making substantial influence on organization performance at the point of time and taking measures to balance its internal parameters with the state of external environment. This approach is a new direction of situations analysis accompanied true management processes.
Processing approach considers manufacturing entity as interrelated interdependent complex of processes vital for satisfying this or that need through production of goods and services. Except well known standard functions of management there are processes of information transfer and exchange, as well as the process of decision-making and the processes of direct implementation of these decisions.
The lecture plan of meaning orgraph is given in table 10.
Таble 10
The lecture plan of meaning orgraph
Management processes |
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Lec. |
C/W |
ASW |
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4 |
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Management |
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Modern managerial problems |
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Inefficiency of management system (absence of |
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models), low level of leader`s responsibility (legal |
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nihilism) |
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Absence of reliable and timely data |
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Structure of management |
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Managed object, managing object, feedback channel |
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(positive, negative) |
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Nature, methods, objects and processes of managerial |
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activities in management |
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Administrative, economic, organization |
executive, |
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psychological methods |
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Motivation management |
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* |
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Conflicts management |
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* |
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* |
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38 |
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End of Table 10
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Automatic control in industry |
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Four approaches of development and practice of |
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management |
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Approach of defining different schools |
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School of scientific management |
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Analysis of possible ways of solving |
problems, |
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allocation of duties according to work type, use of |
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material encouragement |
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Classical school of management |
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Henri Fayol and his theory of business |
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administration |
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Aim and principles of Henri Fayol`s theory of |
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business administration |
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School of human relationship |
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Development and implementation of approaches of |
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interpersonal relationship management |
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School of management science |
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Development of spatiotemporal models objects and |
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processes behaviour, implementation of qualitative |
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methods to assess situations |
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System approach |
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Notion of system: components, links, goal, observer, |
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observer`s language |
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Features of a system |
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Functional |
integrity, |
homeostatic |
nature, |
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complexity, variability, hierarchical pattern |
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Situational approach |
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Processing approach |
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Interrelationship between situations and processes |
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Development of procedures for every situational |
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class |
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Total |
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Bibliography list for students` autonomous work [3, 7, 30].
Checklist questions
1.Give the definition of the notion “management”.
2.Give the definition of the notion “structure”.
39
3.What is the aim to introduce negative feedback into management system?
4.Give the definition of the notion “method”. What term is the synonym of the term “method”?
5.Give the example of different way to solve one and the same problem.
6.Give the example of solving the problem of duties allocation according to work type.
7.What is the sense of material encouragement?
8.What is the sense of management principles of Henri Fayol?
9.Characterize classical school of management.
10.Give the example of spatiotemporal model of objects behaviour.
11.What is the sense of system, situational, processing approaches?
12.Give the definition of the notion “procedure”.
13.Give the example of the situation classification result.
14.Give the definition of economics.
15.Explain the relationship of components of law of demand and law of supply.
Lecture 11. PERSONNEL MANAGEMENT
To manage means to lead an organization to the goal taking maximum advantage of resources available.
H. Fayol
Process of management includes three stages. At the first stage management identifies actual availability of field personnel. At the second stage the rate of future needs (goal) is determined according to organizational changes and state of labour market. At the third stage the schemes of wants satisfaction are developed as well as criteria to select field personnel and reflection-time perspective. Success of organization is
40
closely connected with the progress of personnel – its training, further
training, studying at schools of leadership and management and retraining.
General and professional education gives necessary knowledge, skills and expertise.
Retraining contributes to enhancement of professional knowledge and skills.
Studying at schools of leadership and management gives necessary knowledge and helps to take top positions and forms leader`s career.
Retraining give the second education. The aim of retraining is to give workers an opportunity to master new major.
Personnel management is an independent kind of professional activity of a manager, the aim of which is:
P awareness of creative, engineering skills of employees; P efficient positioning of employees according to type of;
P development and implementation personnel selection policy; P elaboration of rules of employment and dismissal;
P issues connected with personnel training and retraining;
P creation of well organized, well managed team which is able to make decisions quickly and efficiently taking into account the current condition of external environment and state of organization. Team formation usually starts with the creation of temporary groups to solve problems of search nature.
The lecture plan of meaning orgraph is given in table 11.
Таble 11
The lecture plan of meaning orgraph
Labour resources management |
Lec. |
C/W |
AWS |
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1 |
2 |
3 |
4 |
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Notion of personnel |
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Planning of personnel: three stages of personnel planning |
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Record of availability of current resources, estimation of |
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further wants, development of schemes of wants |
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satisfaction (program of making shortlists of candidates) |
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41 |
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End of Table 11
1 |
2 |
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4 |
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Organization of recruitment, selection and hiring of personnel |
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Recruitment of personnel in order to have labour reserve |
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Selection of candidates from labour reserve with criteria |
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method (competency, energy, knowledge of foreign |
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language) or with testing technique (diagnosis) |
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Main expectations of an organization about an expert |
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Hiring personnel: labour contract |
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Main expectations of an expert about an organization |
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Management in the system of personnel control |
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Functions of a manager on personnel control |
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Setting up the goal and means of personnel |
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management, holding day-to-day meetings, creation of |
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constructive relations between employees and structural |
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divisions |
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Management of personnel development |
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Career – teaching and social adaptation |
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Training: training techniques |
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Lectures, group discussions, simulation tasks, |
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situational analysis, management role plays, |
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modeling |
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Further training of personnel |
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Training course at enterprises in the country and |
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abroad, defending thesis |
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Jobs content analysis fulfilled by an employee |
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Labour activity evaluation, professional advancement |
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with the view of promotion, demotion, transfer, |
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dismissal, labour reserve planning |
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Total |
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Bibliography list for students` autonomous work [4, 6, 16, 18, 20].
Checklist questions
1.Clarify the technology of labour reserve planning.
2.Give the definition of the notion “test”. Cite an example.
3.What is the aim of the stage “personnel adaptation”?
4.Explain advantages and disadvantages of a lecture as a training technique.
42