Lecture
Management as a social phenomenon and as a sphere of human practice arose long before it became the subject of special scientific research. Therefore, it is considered to be that management originates with civilization, develops during its evolution, and is one of its most important factors.
Managerial psychology is a sub-discipline of industrial and organizational psychology, which focuses on the efficacy (through behavioral science) of individuals, groups and organizations in the workplace. Its purpose is to specifically aid managers in gaining a better managerial and personal understanding of the psychological patterns common among individuals and groups within any organization. Managerial psychology can be used to predict and prevent harmful psychological patterns within the workplace and can also be implemented to control psychological patterns among individuals and groups in a way that will benefit the organisation long term (Robbins et al., 2010).
However, as an independent scientific discipline, management psychology emerged relatively recently, and this happened in the context of the development of management theory (“management science”). There are four main approaches to the development of management theory: an approach from the point of view of basic schools in management, process, system and situational approaches. The first of them is the most revealing in historical terms, since it is formed by a sequence of fairly clearly alternating schools that viewed management from different points of view. These are the schools of “scientific management” of administrative management (“classical school”), “human relations” and the school of quantitative methods in management. For the development of management psychology, the second and third schools are most important. So in the "classic" The school has formulated the basic principles of management (unity of command, centralization, division of labor, proportionality of rights and responsibilities, etc.), on the basis of which all activities of the leader are based, and also describes the main management functions (planning, organization, control, motivation, etc.).
fig 1 Evolution of Management Thought
The merit of the school of "human relations" is to prove the need for a synthesis of management theory with psychological knowledge. It is a fundamental reorientation of management research in the direction of an in-depth study of the "human factor". As the main goal, an increase in the efficiency of organizations is considered on the basis of taking into account and using the potential embodied in the “human factor”. From this point on, one can rightfully speak of the existence of a management psychology as such.
The essence of the process approach is the interpretation of management in general and management activities in particular, as a coordinated, holistic process of implementing certain functions (goal-setting, decision-making, motivation, planning, communication, control). Moreover, management efficiency is largely determined by the degree of consistency of these functions, and not by their quality “separately”. The specificity of the systems approach is that it focuses the study not on the analysis of the management process, but on the study of its object itself - the controlled system. It has its own laws - “the laws of integrity”, its “logic and structure”. Moreover, it is a unique kind of supercomplex systems, denoted by the concept of a “sociotechnical system”. The situational approach, without challenging the legitimacy of all the previously developed management principles, requires, however, their synthesis, since only under this condition can its basic position be realized. It consists in the fact that the optimal methods and methods of control cannot be of a general and universal nature, but should largely vary: they are determined precisely by the situation of control. Therefore, the essence of management is not only and even not so much in the ability to implement certain control methods, but in the ability to choose the best of them and then adapt them to the specific situation. The situational approach is the “present day” of management science. Many of the most important concepts, trends and trends emerged and developed in its mainstream, new design concepts were introduced. This, in particular, the concept of "strategic management", "personnel management" and others.
F. Taylor is considered to be the initiator of practical research in the development of the scientific foundations of the theory and practice of management . Then this direction was called "scientific management". On the basis of the analysis of labor movements, their timing, he compiled catalogs of labor operations, taking into account their rationalization, determined the norms of time spent on their implementation. They were developed instructional cards, which were a statement of tasks and how to perform them. F. Taylor drew attention to the need to take into account the individual characteristics of a person when selecting, teaching a profession, and organizing workplaces. He developed a new structure of functional administration, attached great importance to the style of leadership, the correct system of disciplinary sanctions and incentives. Assigning a decisive role to the principle of material interest, F. Taylor recommended a differential wage system as a means of regulating employee motivation.
In general, F. Taylor assumed that the reduction in the cost of production is the main criterion of production efficiency in relation to the enterprise, the company. Labor was determined by him as a source of efficiency, and the scientific organization of labor, improvement of the labor process - as the most important means of improving production.
G. Emerson extended the principles of the scientific organization of labor to the organization of management as a whole. He included in the structure of these twelve principles: precisely set goals; common sense; competent advice; discipline; fair treatment of staff; operational, reliable, complete, accurate and constant accounting, dispatching; norms and schedule; normalization of conditions; rationing operations; written standard instructions; reward for productive work.
A. Fayolle made his significant contribution to the development and deepening of the concept of the scientific organization of labor. He divided the whole complex of works on the management of an industrial company into six main groups and defined them relatively? a value that can be interpreted as a percentage, taking the value of the entire work as 100%
In addition, A. Fayol highlighted the role of the individual qualities of the subjects of management and proposed his own set of its principles: the division of labor; power; discipline; unity of command (command); leadership unity; the subordination of private interests to the general; reward; centralization; hierarchy; order; justice; consistency of staff; initiative; staff unity.
In Russian science, the concept of the scientific organization of labor was developed by A.K. Gastev. He paid considerable attention to the method of teaching rational labor practices. A.K. Gastev offered his own set of “rules — commandments for all labor.” Such rules, for example, recommended: before embarking on work, it should be thought out so that the model of the finished work and the order of labor practices were formed in the head; do not take up work until the necessary tool is prepared, etc.
Currently, the need to implement the principles of the scientific organization of labor has received general recognition. It is usually understood as a system of measures that ensures the rational use of labor, which includes the placement of people in the production process, division and cooperation, rationing and stimulation of labor, the organization of workplaces, their maintenance and necessary working conditions.
In the field of management, the direction of the scientific organization of labor has found its development, in particular, in the concept of system and procedural management. The use of a systematic approach to management allows you to see the entire organization in the unity and interrelation of its parts, among which are considered employees of the enterprise, company. When procedural approach focuses on the study and improvement of management functions, planning, organizing, directing, coordinating, controlling, motivating, making decisions, etc.
In general, this direction is characterized, first of all, by the optimization of labor actions and operations, the rationing of labor as a means of optimizing professional activity in the case of the existence of clearly defined criteria for its effectiveness. It is clear that in this case the problems of the psychology of labor are in the center of attention, and the subject of the activity is referred to as the “installation type of personality”.
Analysis of the concepts of another direction in the psychology of management chronologically soundly should be started with the concept of the school of human relations. This direction was formed as an alternative to scientific management. The basis of the direction of human relations is associated with the name E. Mayo . In his experiments on the study of factors of labor productivity and staff turnover, he showed that the work itself, the production process, even wages are less important for an employee than his social and psychological position in the professional sphere. Hence E. Mayo concludes that all problems of production and management should be viewed from the standpoint of human relations.
E. Mayo and his followers showed that the motive for effective work is the situation in the team, good interpersonal relationships, and the brutal hierarchy of subordination and bureaucratic organization are incompatible with human nature. Managers, administrators should focus more on people than on products. It is necessary not only to increase profits, but also to strive to unite workers around the goals of the organization. Management, taking into account the social and psychological characteristics of people, contributes to their self-realization. awakens their initiative, creativity.
E. Mayo proclaimed the principle of replacing individual remuneration by a group, economic — by socio-psychological (favorable moral climate, job satisfaction, democratic leadership style). Administrative functions such as setting goals, planning, making individual decisions, and adjusting production standards were recommended to be handed over to working groups. It was assumed that people with great enthusiasm will carry out the decisions taken by themselves.
Developing this direction, R. Likert pointed out the following components of good leadership:
Improving the efficiency of the organization through the implementation of its
human resources - this is the creed of researchers, who took the so-called human resource theory. The founder of this direction, Charles Barnard , considering the individual as a “strategic factor of cooperation,” believed that the organization is supported only by the efforts of individuals, and these efforts arise only as a result of special positive incentives for individuals. Management plays a central role in cooperative systems. The functions of the manager should include the development of the most effective ways to maintain the viability of the organization: the development of decision-making procedures that encourage staff to work, thinking through the communication system within the organization and so on. Management should be aimed at creating the so-called organizational morality as a factor opposing the centrifugal forces of individual interests and motives of people working in the organization.
Supporters of the theory of human resources assign a significant role to motives as the main indicator of people's attitude to work, and positive motivation is determined by the main factor in the success of work. At the same time, they are methodologically based on the motivational concepts of A. Maslow and F. Herzberg, which establish the priority of the motives of self-expression, recognition and understanding of the personality on the part of others.
The implementation of recommendations and consequences received by representatives of the school of human relations and supporters of the theory of human resources, is adequately carried out using situational and quantitative approaches in management. Effective management, according to representatives of the situational approach must be mobile and adaptable to the environment in which this particular company operates. It is believed that there is no unified effective management in all situations. A quantitative management approach involves the use of data from the most diverse areas of knowledge - sociology, psychology, mathematics, economics, etc. On the basis of taking these data into account, management decisions are made - the key point of management, to increase the effectiveness of which it is recommended to apply modeling methods.
The generalization of the key points of the concepts of the school of human relations, the theory of human resources, situational and quantitative approaches to management allows us to distinguish the following characteristic features:
Obviously, the advantage of socio-psychological issues for solving problems of this direction of management psychology, focusing primarily on the functional psychological personality type of people in management systems.
The generalization of the properties of both approaches is presented in the theory of "X" and the theory of " V " De MacGregor. In his opinion, the theory "X", reflecting the approach to the management of the administrative-command process, is based on the following assumptions:
1. A person is characterized by the rejection of work and the desire to avoid it in every way.
2 An ordinary person prefers not to take risks and avoids responsibility; he is passive and inclined to be ruled.
3 An ordinary person does not have big ambitions and he has a need for protection and security.
Prerequisites of the theory of "Y" are as follows:
1. The costs of the physical and intellectual forces of man in labor are completely natural. Work is also peculiar to man, like play and rest.
2 A person exercises self-control and self-control in the process of activity.
3 An ordinary person under appropriate conditions is not afraid to take responsibility for himself and is looking for opportunities to demonstrate his abilities.
4. One of the important factors of motivation when a person assumes obligations is participation in common activities.
5. Most people have the ability to be creative and innovative in solving problems, including management problems.
In accordance with the selected assumptions D. MacGregor formulated the principles of the theories "X" and "U".
For the theory of " X" is:
The principles of the theory of "Y" are as follows:
Thus, the parity existence of the theories " X" and "U" proves the possibility of implementing a synthetic approach in management psychology, based on identifying the installation and functional psychological types of people as a methodological prerequisite.
Test questions.
1. What determines the nature and content of management?
2 What are the components of the professionalism of managerial work.
3 List the general principles of management.
4. What are the differences between direct control and indirect?
5. What is a "management function"?
6 What is the subject of management psychology?
7 Name the subject of management psychology.
8. Who and when was developed the first theory of "scientific management"?
9. What are the names of the representatives of the "movement for scientific management."
10. Give examples of different management approaches.
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Psychology of management
Terms: Psychology of management