Law: every material system (organization, team, family) seeks to preserve itself (survive) and uses all its potential (resource) for this. The law of development is formulated as follows: each material system seeks to achieve the greatest total

SOCIOLOGY

ORGANIZATIONS AND MANAGEMENT

Strike-temporary organized cessation of work with the nomination of joint requirements for the administration.

End of the conflict- 1) elimination of objective and weakening of subjective causes that caused conflict situation; 2) its complete ending for any reason.

Addiction- the nature of the connection between the input and output elements of the input and output, amenable to comprehension. Exist:
a) objective- dependencies that develop independently of the will and consciousness of people; b) subjective- dependencies developed by managers or specialists for the implementation of organizational (corporate) goals for some limited time; in) formal- dependencies legalized, approved or established by the governing bodies, relating to management or production processes; G) informal- dependencies adopted and implemented during self-government or self-organization of citizens, reflecting their group interests and establishing a favorable level of relations; e) general- dependencies that reflect the parameters that apply to the main part of the organizational relationships of people; e) private- dependencies that characterize the connection between the parameters of relations of a local group of people.

The mission of the organization- the prescribed work or part of the work (operations, procedures) that must be performed by the organization in a predetermined manner within a predetermined time frame.

Management task- a set of requirements, certain actions that need to be taken by the manager (management structure) in a specific situation by pre-established management methods within the planned time frame.

Law-1) in a broad sense - a necessary, essential, constantly recurring interconnection of the phenomena of the real world, which determines the stages and forms of the process of formation, change, development of natural phenomena, society and spiritual culture; distinguish the same laws general, specific, universal; 2) a way of expressing the stability of connections and relations between objects and phenomena, the stability of the structure (organization) of these objects and phenomena themselves, as well as the reflection of objective and stable relations that manifest themselves in nature, society, human thinking; 3) a system of established standardized norms regulating human behavior for the purpose of social control; 4) in the organization - an expression of the essential necessary connection of phenomena, the internal connection between cause and effect. There are: a) objective- laws that reflect the connection of elements in the system of organizational relations are called "laws of organizations"; b) subjective- laws that regulate organizational relations are called "laws for organizations";
in) law of self-preservation- the law according to which each material system(organization, team) seeks to preserve itself (survive) and uses all its potential (resource) to achieve this; G) law of development- the law according to which each material system (organization) seeks to achieve the greatest total potential when passing through all stages life cycle; 5) normative act supreme body state power, adopted in a legislatively established manner.

The law of unity of analysis and synthesis-1) due to the use of analysis and synthesis procedures in the organization management processes, the organizational system is adjusted to best option achievement of the goal; 2) each material system, living organism, social organization (enterprise, organization, institution, etc.) seeks to tune in to the most economical mode of operation by constantly changing its structure or functions.

The law of unity of control systems- the law, according to which each organization must ensure the unification of disparate elements, management subsystems, all its links into a system on a single, reliable and accessible information base.

Law of awareness and order-1) any social organization is capable of survival only if it is provided with complete reliable and ordered (structured) information; 2) the more information the organization has about the internal and external environment, the greater the likelihood of sustainable functioning (self-preservation) it has.

Law of composition and proportionality (harmony)-1) within the framework of achieving a single goal, there is an objective tendency of organizations to create sustainable associations in compliance with the principles of proportionality and proportionality; 2) each material system strives to preserve in its structure all the necessary elements (composition) that are in a given correlation or a given subordination (proportion).

Law of transition from administrative to organizational methods of management- a law that reflects the inevitability of eliminating the shortage of information about the control object through the introduction of new information technologies and the development of proactive management methods (planning, forecasting) on ​​this basis.

The law of proportionality of production and management- a law that implements the maintenance of optimal proportions in the industrial, economic and social field.

Law of development-1) in the process of the life of the organization, irreversible and natural changes occur, aimed at maximizing the use of the energy potential to achieve the goal, resulting in a qualitative change in the state of the organization; 2) each material system strives to achieve the greatest total potential through all stages of the life cycle.

Law of self-preservation-1) any organization as a socio-economic system is inherent in the desire for self-preservation (survival) through the optimal use of human and material resources; 2) each material system (organization, team, family) seeks to preserve itself (survive) and uses all its potential (resource) to achieve this.

The law of synergy-1) in any organization, both an increase in energy and a decrease in the total energy resource are possible compared to the simple sum of the energy capabilities of its constituent elements;
2) for any organization there is such a set of elements in which its potential will always be either significantly greater than the simple sum of the potentials of its constituent elements (people, computers, etc.), or significantly less.

The law of correlation between control and controlled systems- the law, according to which each organization must ensure the correlation between the capital-labor ratio of the workplace of a production worker and an employee of the management apparatus, as well as raising the professional level of managers and specialists to the level of modern production technology.

Law of Organization Theory- dependence, which is either fixed in legislative documents (constitutions, legislative acts, charters, etc.), or is a generally accepted norm for a large group of people and organizations, or has received recognition and support from reputable scientists (synergy, proportionality and composition, etc.). d.).

The law of economy of time- the law, according to which each organization strives to constantly reduce the complexity of operations in the management process.

Smart Energy Saving Law- a law implemented by creating a knowledge base based on modern management technology.

Law of effect- the concept of motivation theory, according to which people tend to repeat the type of behavior that, in their opinion, allows them to satisfy their needs, and avoid behavior of the type that does not lead to satisfaction of the need.

regularity- 1) compliance with the law; 2) the manifestation of the law.

Regularity social - an objectively existing, recurring connection of social phenomena, expressing the emergence, functioning and development of society as an integral social system or its individual subsystems. The discovery of regularity can be the first link in the study of social phenomena, but only further deepening into the essence of the phenomena and processes covered by this regularity can lead to the discovery of the law. Therefore, some types of regularities, for example, statistical ones, are found at the level of empirical research, but it is possible to establish and prove a social law only with the inclusion of theoretical analysis here. Regularity acts as an empirical, concrete-real form of existence of the social law underlying it. In immediate reality, in sensuously given concreteness social laws (see) appear only in approximation, in a trend.

In all the variety of social phenomena, two main types of connections can be distinguished: stable (repeating) and changeable (non-repeating). Stable relationships are called patterns, or regularities. In turn, the regularity can be of two types: the dynamic regularity indicates that the real state BUT of some object uniquely determines the real state AT the same or another object. In the case of a probabilistic pattern, one speaks not of a real, but of a possible state, while the unambiguity of the dependence is preserved. The form of expression of probabilistic regularity is a systematic pattern, which is the ratio of the occurrence of events in a certain percentage of cases.

Parkinson's laws- formulated in the form of laws, the results of a study of the bureaucracy of the state administration (in the style of pamphlet prose, the bureaucratic paradox is revealed as a detailed dialectical “praise of stupidity”).

Social laws - expression of the essential, universal and necessary connection of social phenomena and processes, primarily connections social activities (see) people or their own social actions (see). Social laws determine the relations between different individuals and social communities in their social activities. These are relatively stable and systematically reproducible relations between peoples, classes, socio-demographic and professional groups, as well as between society and the labor collective, society and the family, society and the individual, etc. Social laws take shape in various spheres of human activity, primarily turn in the sphere of material activity, and are carried out through the activities of people. Creating a society in the process of social activity, a person determines the direction, content and nature of its functioning and development. That is why social laws are the laws of people's social activity, their own actions.

In accordance with the laws social people create the conditions and circumstances of their life and apply them under the influence of these conditions and circumstances. The action of the same social law manifests itself in different situations in different ways. Therefore, its action is considered as a trend, and not as a constant. Social laws are set natural course events, being the result of purposeful sequential actions of many individuals in social situations and objective connections between various aspects and elements of these situations.

In the process of functioning of the organization, a large number of the most diverse relationships arise, which are subject to social laws and patterns.

Law is a dependency that is either fixed in legislative documents; is a generally accepted norm for a large group of people or organizations (there are such norms in the Bible, the Koran); received recognition and support from authoritative scientists (laws of organization).

The laws of the organization have in their composition the general and the particular. The general part of the law has a mechanism of action regardless of geographical location, countries, areas of activity of the organization, and special - this is that part of the law that does not change its essence and reflects the characteristics of the organization as a social system (for example, the general level of culture and professional training).

Laws play a decisive role in the theory of organization, including forming a theoretical foundation, facilitating the transition from an empirical approach to a professional one, allowing one to correctly assess the emerging situation and analyze foreign experience.

The laws of the organization are divided into 2 levels according to their importance:

• - fundamental (laws of synergy, self-preservation, development);
• - less important (informativeness-orderliness, unity of synthesis and analysis, composition and proportionality, specific laws of social organization).

The law of synergy states that for any organization there is such a set of elements in which its potential will always be either significantly greater than the simple sum of the potentials of its elements (people, computers), or significantly less.

Any organization is characterized by the following elements: productivity, interest, scientific potential, attitude to the external environment, the microclimate in the team, personnel potential, technical potential, development prospects, image. They determine the potential of the organization, its ability to operate. The process of significant strengthening or weakening of the potential of a material system is called synergy. .

The manager's task is to find such a set of elements in which synergy would be creative.

To successfully implement the law of synergy, there are a number of methods:

• - the question and answer method is the simplest in organizational execution, its implementation can be partially formalized using a computer by creating an information base of possible questions, answers and the consequences of their implementation;
• - the "conference of ideas" method, which is based on the stimulation of the thinking process at the level of consciousness;
• - the method of "brainstorming", it is based on the stimulation of the subconscious, which is an inexhaustible source of the human spirit, the emergence of brilliant ideas.

All methods should be aimed at strengthening the action of the law of synergy.

The law of self-preservation and the struggle for survival states that any organization as a socio-economic system is inherent in the desire for self-preservation (survival) through the optimal use of human and material resources.

A business organization is a self-existing system, like a living organism that is born, grows, develops, improves, gets sick, ages, dies. The organization is inherent in the desire for self-preservation, which allows it to continue its existence even after achieving its goal.

In competitive struggle in market relations, there is a natural selection of organizations. The one that satisfies the needs of social development survives. Therefore, when creating an organization, the choice of goals and social mission is the most crucial moment in the pursuit of survival. In addition, factors of the internal and external environment, which pose a threat to its life, have an impact on ensuring the existence of the organization and its further development. These factors are divided into two groups: positive and negative.

The basis of the struggle for the self-preservation of organizations is the ability to adapt to the external environment, to be able to use the changes taking place in it in their own interests. To assess the "margin of safety" of a business organization, it is necessary to use the concept of a stable and unstable balance of positive and negative factors.

Compilation of a list of potential threats to the existence of the organization, analysis of these threats and preliminary development of scenarios for behavior in extreme situations significantly increase the chances of survival of a business organization.

The law of development: each material system strives to achieve the greatest total potential during the passage of all stages of the life cycle.

The law of development is based on the principles:

• a) inertia - a change in the potential (sum of resources) of the system begins some time after the onset of the impact of changes in the external or internal environment and continues for some time after they end;
• b) elasticity - the rate of change of the potential depends on the potential itself. In practice, the elasticity of the system is evaluated in comparison with other systems based on statistical data or classifications. What is the meaning of elasticity. For example, for an organization with high elasticity: with a sharp long-term decrease in demand for products, employees quickly mastered and began to produce new products that are in great demand;
• c) continuity - the process of changing the potential of the system goes on continuously, only the speed and sign of the change change;
• d) stabilization - the system tends to stabilize the range of changes in the potential of the system. This principle is based on the well-known need of man and society for stability.

The law of awareness-orderliness: the more information an organization has about the internal and external environment, the more likely it is to function sustainably (self-preservation).

All communications in the organization are based on the receipt, processing, transmission and storage of data. Management information is data that carries novelty and usefulness for the decision maker. Consequence: the employee's awareness after reaching a critical level passes into his competence.

The most important application of the law of awareness-orderliness is advertising.

The law of unity of analysis and synthesis: each material system (living organism, social organization, etc.) seeks to tune in to the most economical mode of functioning as a result of constant changes in its structure or functions.

The essence of analysis is in dividing the whole into parts, in presenting the complex in the form of simple components. The essence of synthesis is the combination of simple components of an object into a single whole. Analysis and synthesis in human thinking are strongly intertwined and cannot exist without each other.

A practical approach to the analysis and synthesis of organizations can be implemented using the method of gradual approximation.

The law of composition and proportionality: each material system strives to preserve in its structure all the necessary elements (composition) that are in a given correlation or in a given subordination (proportion).

This law is considered at the level of the organization and at the level of the external environment in which the organization is one of the elements.

The implementation of the law in an organization requires the mandatory use of a set of the following principles: planning, coordination, completeness.

The practice of using the law consists in a reasonable choice of the necessary elements of the organization and ensuring their required proportion.

The specific laws of social organization determine the management activities within the organization. Specific laws that reflect the principles of organizing managerial work include:

the law of originality;

the law of social harmony;

the law of social loading;

the law of effective perception and memorization of information;

the law of effective comprehension;

installation law;

the law of stability of information;

law of accessibility of information.

Specific laws contribute to the establishment of stable quantitative and qualitative relationships between the governing and managed parts of the system.

In analytical form, this law is written:

The second formula calculates the potential of the system at each stage of the organization's life cycle. This potential is made up of tangible and intangible resources. The first and third formulas determine the most acceptable coefficient of influence K j of each previous stage potential on subsequent ones on subsequent ones by selecting the function F j . Specific data for these formulas are calculated by the simplex method and the least squares method (in general, the calculation mechanism has not yet been developed).

The law of development is based on a number of principles: inertia, elasticity, continuity and stabilization.

Topic 6. Laws of the second level and their role in the life of organizations

Questions:

1. The law of awareness - orderliness.

2. The essence of the law of unity of analysis and synthesis.

3. The law of composition and proportionality.

4. Interaction of the laws of organization in nature and society and their practical application.

These laws begin to manifest themselves not with the beginning of profit, but with the beginning of the material existence of the company, the beginning of its functional activities . Since otherwise there is nothing to analyze except the external environment for the subsequent synthesis of the company, but in this case the objects of analysis and synthesis are different.

1. Law of awareness - orderliness

The Law of Awareness-Order states that there can be no more order than information in an organization as a whole.

orderliness- a characteristic of the system, reflecting the presence of established relationships in a certain way.

The achieved order can be characterized by both qualitative and quantitative methods. An order can, in principle, be recognized as complete if three aspects of order have found practical implementation in it, arising from what is defined:

1) the boundaries of the system, i.e. it is established how many and what forming units it includes;

2) variables (state parameters) that characterize the elements that make up the system and the entire system as a whole;

3) the mode of action of each element and the system of their interaction.

In this case, our knowledge of the system will be related to the order in it.

To understand how information plays a major role in the process of ordering the system, it is necessary to determine the relationship between the concept of "information" and the concepts of "entropy", "diversity" and "limitation".

No matter how the word "information" varies, the main thing in it is that it carries information, informs, tells, acquaints, i.e. destroys ignorance about something, destroys uncertainty.

Substantiation of the fundamental role of information in the world around us was one of the fundamental scientific achievements of cybernetics. If earlier science believed that everything in the world comes down to matter or energy, then with the advent of cybernetics, information has become the third component of matter that determines the operation of organizational systems, i.e. systems whose behavior is controlled and controlled by the achievement of predetermined goals.

From the point of view of cybernetics, not all information carries information, it is carried only by those that reduce the uncertainty of the system for the observer. Information is the same fundamental concept for cybernetics as the concept of energy for classical physics. Information in cybernetics is not considered the privilege of only human consciousness. From the definition of consciousness as a person's ability to think, reason and determine their attitude to reality, it follows that the basis of this ability is information. But in addition to the cognitive processes of the personality, there is also its emotional-volitional side of consciousness. In other words, consciousness is perceived from the point of view of general psychology as a broader and more capacious concept than information processing.

From cybernetic positions, firstly, consciousness is entirely reduced to information processes; secondly, information processes also occur outside of human consciousness. It follows from this that all information does not fit in the human mind, a lot is still not known by man.

In living nature, processes occur that are expressed in terms of information theory, but are not at all realized. human consciousness. Such, for example, is the mechanism of heredity. Inheritance by offspring from parents of both general species and individual traits occurs as a result of the transfer of information encoded in DNA. But how? Genetic information processes are, in fact, purely material in nature. Being neither matter nor energy, information is a special kind of matter and can exist objectively, regardless of the will and consciousness of people.

We get an idea about the object of interest to us based on the perception of some of its various states - output states (state parameters). In this case, the object exhibits a certain variety of states, and this variety is reflected by the observer. In order to evaluate the diversity of an object, one of the founders modern theory information by K. Shannon, such a concept was introduced as the amount of diversity or measure of uncertainty - entropy.

The entropy is greater than more number different states of the object, and has a maximum value at infinitely great variety states, i.e. no restrictions on the number of states of an object or objects.

A world without limits would be total chaos. Chaos and abundance of diversity are reduced organization or, in other words, the imposition of restrictions.

For imposing restrictions on the system uses information, which counteracts the tendency of a system to increase entropy or disorganization. The use of information performs a selective function among the acceptable variants of the system by reducing the number of its degrees of freedom. As shown in Figure 1, information counteracts the system's tendency to disorganize and increase entropy, and thus helps bring the system into a more organized state by:
1) restrictions on the degrees of freedom of the system; 2) imposing restrictions; 3) decrease in diversity; 4) increasing the degree of organization.

So, we can say that the degree of organization is determined by the availability of information that ensures the limitation of the tendencies inherent in the system to increase diversity.

in plain language it can be explained this way: information puts things in order. For example, you need to get to the institute, and there are several ways (routes) to do this, i.e. there is variety. But you know from friends or from personal experience that one of the routes is shorter in time (this is information). And you organize(choose) it.

The existence of a connection between information and entropy was first pointed out in 1929 by the Hungarian scientist L. Szilard. Then, Norbert Wiener subjected the content of information and entropy to a thorough and deep analysis. He came to the conclusion: information and entropy characterize reality and reality from the standpoint of the relationship between chaos and order.

The amount of information in a system is a measure of the organization of the system, just as entropy is a measure of the disorganization of the system; one is equal to the other with the opposite sign.

Then it turns out that entropy can be considered as a measure of the lack of information, and information as a negative value of entropy. They cannot be treated separately, they must always be considered together. And this position is true from theoretical physics to examples from everyday life.

The position of any system in terms of its degree of order can be determined on the segment between its extreme points. One of them, as it were, corresponds to complete chaos in the system, i.e. maximum entropy, the other - absolute order in the system. The extreme points are immobility, death, because any movement from them is directed towards the middle of the straight line.

According to the second law of thermodynamics, a constant increase in entropy is observed in closed systems, i.e. the evolution of such systems is directed towards total chaos. By the way, out of chaos the Lord created everything in the universe, for there was nothing else in the very beginning.

Any living system is an open system that actively interacts with the environment, continuously drawing from it at least one of the types of matter. All social experience is also characterized by progressive change. Progress is primarily associated with the establishment of order and, accordingly, with the reduction of chaos. By the way, terrorism increases chaos.

In a market economy, an "invisible hand" operates, directing the selfish interest of a person to serve the interests of society. "Invisible hand" is a spontaneous action of objective economic laws. Conditions under which the beneficial action of selfish interest and elemental laws is most effectively carried out economic development, A. Smith named natural order.

Friedrich von Hayek made an attempt to show the "invisible hand". In his opinion, the role of markets as transmitters of information is the key to understanding market processes. The market as a whole is nothing more than a single organization designed to accommodate and exchange resources. Its most important advantage over central planning is the variety of sources that contribute to the freer and faster dissemination of information.

The medium of this information is the market price. Price - effective remedy transfer of the necessary information, since it will allow each subject of market relations to make the right business decision.

One of the conditions for the effectiveness of a market economy is that the signals transmitted within the framework of an organized system - a firm or society as a whole, must contain all necessary information. The inaccessibility of information leads to the creation of monopolies and the enrichment of some at the expense of others. Thus, the market macro order arises from the chaos at the micro level of the actions of economic entities, and the basis for this is the information transmitted within the framework of an organized system - a firm or society as a whole.

For the normal functioning of the economic system, the constant movement of information flows both within the system itself and in relations with other systems of society is necessary (Fig. 2).

Studies conducted in various firms have revealed the following aspects of information interactions:

1. Most of the work is carried out within the organization: 93% of all interactions remain internal and only 7% are contacts with suppliers and customers.

2. Most of the information is obtained from internal sources - up to 86%.

Thus, the study of the mechanisms of the law of awareness leads to the conclusion that the internal organization of the whole is predetermined by the possibilities of overcoming information uncertainty in the system.

2. The essence of the law of unity of analysis and synthesis

The law of the unity of analysis and synthesis is that the processes of separation, specialization, differentiation, etc., on the one hand, are complemented by opposite processes - connections, cooperation, integration, etc., on the other.

It is necessary to take into account the requirements of the law in question at all stages development of organizations living and inanimate nature, social systems.

Purpose of systems analysis– more complete knowledge of the laws of their functioning is possible with an existing, given structure. Analysis as a way of cognition is based on such a feature of systems as its divisibility.

The essence of the analysis(decomposition) just consists in dividing the whole into parts, in representing the complex in the form of simple components.

The divisibility of systems into its elements - component parts - is obvious. However, when talking about decomposition, it is important to keep in mind the fact that there is usually more than one way to decompose any system. However, when talking about decomposition, it is important to keep in mind the fact that there is usually more than one way to decompose any system. But no matter what methods of dismemberment scientists offer, in any case, the use of the analytical method is associated with such a concept as “organizational structure”. Knowing that the elements of the organizational structure of a social system are: functional structure, structure of labor collectives, information structure, etc., we can talk about the analysis of this system from the points of view of already defined theories of structures. Moreover, the decomposition does not have to be real, it can be conceptual.

The traditional approach in analysis provides for an isolated study of the parts and properties of the whole without taking into account the fact that the system as a whole can have such properties, functions, goals that are not inherent in any of its subsystems.

System - it is such a whole that cannot be divided into independent parts, since when the system is divided, it loses its essential properties. For this reason - and this is the main thing - the system is a whole, which cannot be understood by means of a single analysis.

To understand the essential property of a system, it is not analysis that is required, but a different method. The key method of systems thinking is synthesis.

The essence of synthesis consists in the connection (mental or real) of the simple components of the object into a single whole.

Synthesis - it is the process of combining into a single whole parts, properties, relationships, identified through analysis. The task of synthesis is design, build such a structure of the system, in which the functions best assigned to it. The stage of synthesis refers to the active system-creating activity of a person, whether it is design technical systems or the development of optimal hierarchical structures for managing socio-economic processes.

In the most general form, the synthesis new system includes three stages:

1) definition of all necessary functions that must be performed by the system;

2) finding at least one, of course, feasible way to perform each function;

3) finding such a scheme or model within which it is possible to jointly perform individual functions to achieve common goals.

When performing each stage, it is necessary to take into account the interaction of the system with the external environment.

The study of individual aspects of analysis and synthesis as independent methods of cognition leads to the thought of the limited nature of each of them separately. Indeed: if the analytical method is used, then one has to dissect the whole as a product of a synthesis that has already taken place at any of the points in time preceding the analysis; if we carry out the synthesis, then we have as material separate parts obtained in the time preceding the synthesis by the analytical method.

The methodology of the traditional approach involves the derivation of the property of a complex whole from the sum of the properties of its simple elements. In system analysis, the very selection of elements of the system is determined solely by the studied properties of the whole.

With the traditional approach, the order of the three stages of cognition is as follows: 1) decomposition of what is to be explained; 2) an explanation of the behavior or properties of the parts, taken individually; 3) combining these explanations into an explanation of the whole.

The systems approach reverses the order of three steps:
1) identification of the whole (system), part of which is the object of interest to us; 2) explanation of the properties of the whole (the environment surrounding the object); 3) an explanation of the behavior or properties of the object of interest to us in terms of its role or functions in general (environment), of which it is a part.

Analysis and synthesis in human thinking are strongly intertwined and cannot exist without each other, therefore, speaking of unity of analysis and synthesis, we mean their inseparability and interaction in the process of any mental activity.

This continuity and interaction is observed in any human activity associated with the process of repairing something, for example, a watch, a TV, a video player, etc. If vigorous shaking does not bring the device to a working state, then there is only one way: first, disassemble the device, analyze the cause of the malfunction, eliminate this cause, and then assemble (synthesize) the device.

Similarly, the process of studying a phenomenon takes place. The beginning of the study of the process is the division of the process into time stages with an analysis of its main characteristics at these stages under the influence of the main environmental factors.

3. Law of composition and proportionality

Ministry of Education and Science of the Russian Federation
federal state budgetary educational institution higher professional education

Volgograd State Technical University (VolgGTU)
Department of Management, Marketing and Organization of Production

Abstract on the topic: "The fundamental laws of the development of the organization"

Completed by: student of group E-257, Shilina A.A.

Introduction

The problems of development and adaptation are fundamental to the concept of organization as a system. Each system is affected by external forces that force it to adapt to changes in the external environment. Human systems, or social organizations, are under constant pressure to change. We are all, for example, witnessing changes in social ethics regarding the responsibility of enterprises towards society. How can an organization ensure adaptability and change at the same time as continuous growth? The problem of maintaining the viability of the organization is an essential part of the systems approach.

The purpose of this work is to consider the laws of development of an organization as a system.

To achieve this goal, it is necessary to solve the following tasks:

• Define what is law and regularity;
• Analyze the concept of development;
• To study the law of organization development;
• Familiarize yourself with other laws of the organization.

The subject of this work is the laws of development of the organization.

The concepts of "dependence", "law", "regularity".

Every organization has managed, semi-managed, and unmanaged processes. Each process includes 4 components:

• input impact (input) (incoming information, order of the head)
• transformation of the incoming action (processing of the incoming action according to known or new algorithms)
• the result of the transformation of waters of influence (a managerial decision or an executive action of the leader himself)
• influence of the result on the input action (correction of the algorithm for processing the initial input action or changing its value).

There is a relationship between the input action and the output result, which can have a different form: tabular, graphic, formulaic, verbal.

Dependencies can be:

• objective (formed independently of the will and consciousness of people) and subjective (formed by people to achieve the global goals of an organization or country);
• short-term (for example, the dependence of the choice of options for solving operational planning on the available time) and long-term (for example, the dependence wages employee from his performance);
• moral (associated with the observance in society of the norms of human command, ideals of good and evil) and immoral (associated with customs and traditions that in one way or another violate human rights. These dependencies are manifested in illegal public formations or in organizations that are in unnatural conditions of existence). [Levankov V.A. Organization theory. Reference abstract lectures and guidelines to study the course. - St. Petersburg, 2001. p. 41]

Thus, all decisions and actions of a person in one way or another are subject to some conscious or unconscious dependencies.

Law is a dependence, which is either fixed in legislative documents, or is a generally accepted norm for a large group of people or organizations (such norms are in the Bible, the Koran); received recognition and support from authoritative scientists (laws of organization). [Smirnov E.A. Fundamentals of organization theory. Tutorial for universities. M.: Unity, 2000. p. 13]

Regularity is part of the law. A law or regularity from the standpoint of management can be represented as a connection between the goals of management and the means and methods for achieving them. Thus, the law has a mechanism of action and a mechanism of use. The action mechanism consists in the formation of the dependence of output parameters on the input ones, and the use mechanism is a set of rules and norms for the employee implementing the action mechanism, indicating the list of his rights and responsibilities. [Smirnov E.A. Fundamentals of organization theory. Textbook for universities. M.: Unity, 2000. p. 14]

Laws of organization

The laws of the organization have in their composition the general and the particular. The general part of the law has a mechanism of action regardless of the geographical location, country, field of activity of the organization, and the special part is that part of the law that does not change its essence and reflects the characteristics of the organization as a social system. (For example, the general level of culture and professional training).

Laws play a decisive role in the theory of organization, including forming a theoretical foundation, facilitating the transition from an empirical approach to a professional one, allowing one to correctly assess the emerging situation and analyze foreign experience.

The laws of the organization are divided into 2 levels according to their importance:

• fundamental (laws of synergy, self-preservation, development)
• less important (informativeness-orderliness, unity of synthesis and analysis, composition and proportionality, specific laws of social organization).

The concept of development

Development is an irreversible, directed, regular change in matter and consciousness. Two forms of development - evolutionary (gradual quantitative and qualitative changes, a change in consciousness is combined with a change in matter) and revolutionary (a spasmodic unconscious transition from one state of matter to another, or a spasmodic change in consciousness without a corresponding change in the basis). There are also progressive and regressive development.

Progressive development is the complication of the system, the appearance of new connections and elements in the system.

Regressive development is the simplification of the system, the disappearance of connections and elements from it.

Law of development

The development of organizations is due to the following factors:

• changes in the external environment (economics, politics, ethics, culture, etc.)
• changes in the internal environment (relocation of workers, transition to new technologies, etc.)
• the needs and interests of a person and society (the need for self-expression of a person, the need for a surplus product of society, etc.)
• aging and wear of material elements (equipment, human, technology)
• environmental change
• technical progress.

Any system goes through eight stages in its development:

• sensitivity threshold;
• implementation;
• growth;
• maturity;
• saturation;
• recession;
• collapse;
• liquidation (utilization).

Law of development: each material system strives to achieve the greatest total potential during the passage of all stages of the life cycle. [Radchenko A.V., Smirnov E.A. Organization Theory / Course of lectures, ed. G.R. Latfulina, - M .: GUU, 2002]

The law of development is based on the principles:

• Inertia - a change in the potential (amount of resources) of the system begins some time after the onset of the impact of changes in the external or internal environment and continues for some time after they end;
• Elasticity - the rate of change of the potential depends on the potential itself. In practice, the elasticity of the system is evaluated in comparison with other systems based on statistical data or classifications. What is the meaning of elasticity. For example, for an organization with high elasticity: with a sharp long-term decrease in demand for products, employees quickly mastered and began to produce new products that are in great demand;
• Continuity - the process of changing the potential of the system goes on continuously, only the speed and sign of the change change;
• Stabilization - the system tends to stabilize the range of changes in the potential of the system. This principle is based on the well-known need of man and society for stability;
• Stability is the ability of a system to function without changing its own structure and to be in balance. This definition must be unchanged over time. [Zaitseva O.A., Radugin A.A., Radugin K.A., Rogacheva N.I. Fundamentals of management: Proc. allowance - M .: Center, 2001]

Stabilization can be achieved, for example, by connecting new resources to a new product and by incorporating new products into the organization's activities. The mathematical interpretation of the law of development has the following form:

• Rj is the potential of the system at the j-th (1,2,…,n) stage of the life cycle;
• Rij is the potential of the system in the i-th area (economics, technology, politics, finance) at the j-th stage.

Using this formula, you can calculate the potential of the system at each stage of the life cycle. The value of Rmax is a subjective value and depends on the ideas of managers about the stability of the company. Rmax is expressed primarily in the stocks and reserves of the company, a significant increase in which gives rise to problems of their storage and maintenance.

The development of the organization, its products is described by the life cycle curve. It includes eight interrelated stages (previously indicated): threshold of sensitivity, introduction, growth, maturity, saturation, decline, collapse, and liquidation or disposal (Fig. 18).

Figure 18. The dynamics of the development of the organization or its products.

These eight stages include both progressive and regressive development. A positive development trend (E2, E3, E4) indicates a progressive development, and a negative one (E6, E7) indicates a regressive one. Stages E1, E5 and E8 can represent both progressive and regressive development, depending on the direction of the slope of the line of this stage (Fig. 19).

Fig.19. The dynamics of the development of the organization or its products at the stages: E1, E5 and E8.

The dilemma: Sustainability or economy is a very difficult task to solve.

The law of development refers to the objective laws of organization. In the practice of its impact on the company, three options are possible.

1. The leader and subordinates do not know about the law of development

The nature of the spontaneous action of the law. In any organization, managers and staff constantly feel the desire to increase income, material remuneration of employees. Workers and managers usually have strong optimistic ideas about the future competitiveness and profitability of their products. Guided by them, the staff will strive for intensive expansion of production, attraction of additional investments. These actions will not always correspond to the real needs of the market and the capabilities of the organization. The burden of accumulated potential will reduce the company's agility or prevent it from reaching the planned results. Having spent or inefficiently used the available resources, the company can interrupt its life cycle.

The desire to develop rapidly can lead a company to the big business syndrome, which is characterized by the following features: increased centralization of management and growth of the management apparatus; gradual loss of control over personnel and production; bureaucratization of procedures for making ordinary, everyday decisions, as well as an increase in the number of all kinds of meetings to develop such decisions; transfer of decisions and responsibilities from one department to another.

The methods of regressive development allow removing this syndrome by moving back to simpler management structures, a wider division of rights, powers and responsibilities. Unbridled, greedy striving for the best without relying on practical calculations can lead to sad results. This option is very costly and, as a rule, does not lead to the planned goals.

2. The leader knows about the law, but his subordinates do not

The nature of the law. The form of conscious implementation of the law of development is the business plan of the company. However, subordinates are not aware of the business plan and the nature of the development of the company, so the absence of stocks (in accordance with the business plan) will be perceived painfully by them and they will look for opportunities to create them. As practice shows, managers, specialists and workers of the company always have a personal or shop stock of resources just in case, with which they feel more confident. However, these reserves require additional space, protection, etc. Convincing subordinates that additional resources are not needed is a very difficult task. This option is very difficult for the leader. The nature of the operation of the law of development will depend on a number of factors, including the awareness and professionalism of employees, the style of management and the authority of the leader.

3. The leader and subordinates are aware of the law of development

The nature of the law. This option is inherent in a well-chosen team, professionally versed both in the subject of their activities and in key issues of organizational and managerial activities. The nature of the action is manifested in the conscious implementation of the goals and objectives developed in the business plan using agreed means and methods. For example, in improving the quality of products, reducing its cost, increasing the turnover of working capital. Key management decisions will always find the support of the staff.

Business plan

[Vesnin V.R. Fundamentals of management. - M., 1999. pp. 68-75]

A business plan is the basis for the effective implementation of the law of development. He is the successor of the well-known among many generations of economists former USSR promfintechplan (industrial-financial technological plan). A business plan is a combination of background (explanatory) information with a strict system of calculations of the industrial financial plan. It is designed for a wide range of specialists, each of whom will find in it the information of interest to him.

Business plan - a plan, a program for the implementation of business operations, company actions, containing information about the company, product, its production, sales markets, marketing, organization of operations and their effectiveness.

A business plan is a concise, accurate, accessible and understandable description of the proposed business, the most important tool when considering a large number of different situations, allowing you to choose the most promising desired result and determine the means to achieve it. A business plan is a document that allows you to manage a business, so it can be presented as an integral element of strategic planning and as a guide for execution and control. It is important to consider the business plan as a planning process itself and as an internal management tool.

Business plan - a software product developed in the course of business planning.

Sometimes a business plan is identified with a technical and industrial financial plan, which was the main planning document for the activities of enterprises in the USSR.

Business planning is the definition of goals and ways to achieve them, through any planned and developed action programs that can be adjusted in the process of implementation in accordance with changing circumstances.

Goals of the Business Plan Task

A business plan serves three main purposes:

• It gives the investor an answer to the question of whether it is worth investing in this investment project.
• Serves as a source of information for persons directly implementing the project.
• When making a decision on issuing a loan, the bank receives comprehensive information about the existing business of the borrower and its development after receiving the loan.

A business plan helps an entrepreneur solve the following main tasks:

• determine specific areas of activity of the company,
• target markets and the company's place in these markets;
• to formulate the long-term and short-term goals of the company, the strategy and tactics for achieving them.
• determine the persons responsible for the implementation of the strategy; choose the composition and determine the indicators of goods and services that will be offered by the company to consumers.
• evaluate production and trade costs for their creation and implementation;
• identify the compliance of the existing personnel of the company, the conditions for motivating their work with the requirements for achieving the goals;
• determine the composition of the company's marketing activities for market research, advertising, sales promotion, pricing, distribution channels, etc.;
• assess the financial position of the company and the compliance of the available financial and material resources with the possibilities of achieving the goals; provide for difficulties, "pitfalls" that may interfere with the practical implementation of the business plan.

A business plan helps an entrepreneur answer the following questions:

• what type of product or what new business to choose to enter the domestic and foreign markets;
• what will be the market demand for the goods and services offered and how it will change;
• what resources and in what quantities will be required to organize a business project;
• how much the necessary resources will cost and where to find reliable suppliers;
• what will be the costs of organizing production and selling products and services in the respective markets;
• what can be the market price for this product and how it will be affected by competitors;
• what can be the total income and how they should be distributed among all participants in the business project;
• what will be the performance indicators of production and how can they be improved

Business plan elements

1. Summary
2. Targets and goals
3. Market analysis
4. Product
5. marketing plan
6. Production plan
7. Management staff
8. Sources and volume of labor resources
9. Financial plan
10. Active financial plan

Currently, there are no specific methods for preparing a business plan, however, there are several groups of standards for its preparation.

Game theory of the law of organization development

[General Director of the Academy of Ability Development "Harmony" A.I. Balykin]

Basic rules and patterns:

1. Any game is based on an idea (goal), and it is created by one person and supported by the consent or protest of other people.
2. Purpose emanates from and feeds on the intention of its creator. When the creator of the goal (idea) removes his intention, this game stops.
3. Any goal is better than no goal. Any game is better than no game. And so goals and games will always exist. And so that game is more durable, which has a fixed goal and which is supported or opposed by many.
4. The goal is the idea. A fixed goal is an idea that contains many judgments. (Judgment: evaluative thoughts (beliefs, opinions) that are never true in relation to the idea.) And so any game eventually contains an unattainable goal, as over time the main idea becomes more and more distorted due to the fouling of beliefs and player opinions.
5. The game consists of a visible goal (task), visible barriers and visible freedoms. And that is why rules and discipline are necessary. And that is why any game contains opponents who need to be beaten and friends who need to be helped.
6. Achieving a visible goal (task), through overcoming visible barriers through existing visible freedoms, brings "VICTORY", which for people is felt as "HAPPINESS".
7. People are united in games by the presence of similar personal goals (beliefs, opinions, judgments). And so there are teams that oppose each other in achieving their goals. And so the team members are in the team as long as they have not achieved their personal goal.
8. Each command contains:
1. A scale of values ​​(what is right and wrong for this group, and what is the purpose of the group).
2. organizing chart ( detailed description how a particle flows from one team member to another in an organization and what change it undergoes on the way to a valuable end result - the goal of the team; and also the organizing chart contains a description of the hierarchy and the rules of the relationship between team members, a description of departments, subdivisions, sections and subsections).
3. Communication scheme (shows how communication and information transfer takes place in the team and outside it (external relations and public relations).
4. Job descriptions (an exact description of what a team member must do to achieve the team and each member of the main and personal goal).
5. Control system (a body for tracking and correcting the team's activities in achieving the goal).
9. The game continues to be interesting as long as the obstacles in it are overcome with optimal effort. When the effort becomes sub-optimal (little effort, or a lot of effort), the game devalues. And therefore, only that which is achieved with maximum effort is valuable.
10. Confirmation in the game is a form of reward and punishment. What is confirmed is what happens. And therefore, shifting attention to obstacles increases obstacles, and shifting attention to successes increases success.
11. Any game distorts the perception and psyche, and in the end, only some games will bring pleasure and joy. And therefore, in order to successfully play many games, it is necessary to review your personal goals, beliefs, opinions and judgments, which also allows you to painlessly complete games and start others.
12. The most valuable thing in any game is ADMIRATION (by yourself or others)! And only the absence of admiration in the game leads to the depreciation of the game and its end. And so there are rewards and rewards that are most valuable when admired by other people.
13. Every game ends sooner or later. But there is one game that will last forever, and that game is called LIFE. And therefore, more valuable than all games is a MAN who can create ideas (goals); start, continue and end any games; and give admiration in unlimited quantities.

If the above basic rules and patterns are used in building an organization, this organization will be durable, workable and bring happiness to people, as it will give what it promised at the beginning of the game.

Other laws of organization

[Smirnov E.A. Fundamentals of organization theory. Textbook for universities. M.: Unity, 2000. pp. 114-147]

Fundamental Laws of Organization

The law of synergy

For any organization, there is such a set of elements in which its potential will always be either significantly greater than the simple sum of the potentials of its constituent elements (people, computers), or significantly less.

Law of self-preservation

Each material system (organization, team, family) seeks to preserve itself (survive) and uses all its potential (resource) for this.

The law of development, which was discussed in detail above, also belongs to the fundamental laws of the organization.

Laws of second level organization

Law of awareness-order

The more information an organization has about the internal and external environment, the more likely it is to function sustainably (self-preservation).

The law of unity of analysis and synthesis

Each material system (living organism, social organization, etc.) seeks to tune in to the most economical mode of operation as a result of constant changes in its structure or functions. These changes come in the following cycle:

Law of composition and proportionality

Conclusion

Thus, having determined what a law and regularity are, analyzing the concept of development, studying the law of organization development and becoming familiar with other laws of an organization, we can say that the professional use of the laws of an organization contributes to the establishment of stable quantitative and qualitative relationships between the managing and managed systems. They form part of the management technology of the organization.

List of used literature

1. Levankov V.A. Organization theory. Reference abstract of lectures and guidelines for the study of the course. - St. Petersburg, 2001.
2. Smirnov E.A. Fundamentals of organization theory. Textbook for universities. Moscow: Unity, 2000.
3. Vesnin V.R. Fundamentals of management. - M., 1999.
4. Diesel P.M., McKinley R.W. Human behavior in the organization / Per. from English. - M .: Foundation "For Economic Literacy", 2000.
5. Zigerd V., Long L. Lead without conflict / Per. from English. – M.: Eko-nomika, 2001.
6. Zaitseva O.A., Radugin A.A., Radugin K.A., Rogacheva N.I. Fundamentals of management: Proc. allowance - M.: Center, 2001.
7. Radchenko A.V., Smirnov E.A. Organization Theory / Course of lectures, ed. G.R. Latfulina, - M .: GUU, 2002.
8. Radchenko A.V. Organization is order. Proc. allowance - M .: BEK, 2000.

- Becoming. The organization is in its infancy, the goals are still not clear enough, the creative process flows freely. The main efforts are aimed at creating a product and surviving in the market. The organization is usually small, the relationship between employees is informal. At this stage, most often organizational structure management, the division and specialization of managerial work is weakly manifested.

- Growth. At this stage, innovative processes are intensively developing, the mission (purpose) of the organization is finally formed. Communication and control remain informal. As the organization grows, the processes of division and specialization of managerial labor intensify in it, which in turn causes the formation of new structural divisions.

- Maturity. The structure of the organization becomes hierarchically more and more complex, formal, new rules and procedures are introduced. The degree of division of labor and specialization of workers is increasing, and the role of top management is increasing. The decision-making process is becoming increasingly conservative. The roles are specified so that the departure of certain employees does not cause serious danger.

- decline. An organization faces a decrease in demand for its products or services. Leaders are looking for ways to hold markets and seize new opportunities. The need for workers with the most valuable specialties is increasing. At the stage of decline, you need to breathe into the organization new life, sharply adjust the strategy, make the necessary organizational changes, otherwise the organization may cease to exist.

Business transformation- this is an organized redesign of the genetic architecture of a corporation, which is achieved as a result of simultaneous work in four areas (elements): reframing, restructuring, revitalization (revitalization) and renewal.

Reframing- this is a shift in the corporation's vision of what it is now and what it can achieve. This element of transformation addresses the mind (brain) of the company.

Restructuring − this is an important preparatory stage, allowing the company to achieve a level of efficiency that ensures its competitiveness. Restructuring deals with the body of the company; therefore, competitiveness, i.e. the need to be fit and conform to the environment is of primary importance. Restructuring is the area of ​​transformation where the returns are fastest and where cultural challenges are most significant, where the inevitable often occurs. side effects such as layoffs and unrest among workers. However, the reward, if invested in revitalization and renewal, can be used to "heal wounds" and reduce their depth.

Revitalization (revitalization) − it is an increase in growth through the establishment of a connection between the body of the corporation and environment.

Update deals with the human side of the transformation process and with the spirit of the organization. It provides people with new skills and new goals, which allows the organization to regenerate itself.

The system of laws of organization

When considering laws, the concepts of dependence, law and regularity are singled out. Addiction is the relationship between the input and output parameters of the organization as a system. Law- this is a stable dependence, which is either: fixed in legislative documents, is a generally accepted norm for a large group of people and organizations, has been recognized by authoritative scientists. regularity- this is a part of the law relating to any narrow area of ​​​​its application or the initial formulation (not yet settled) of the law at the beginning of its theoretical understanding and research.

The laws of the organization make it possible to correctly assess the emerging situation, help to objectively analyze the accumulated experience, and contribute to the improvement of the management culture in companies. They have essential features, namely, the laws of the organization:

characterize general connections and relationships in social environment;

act as a catalyst for the social process;

· increase their influence on the company's activities with the development of social relations.

Typology of organizational laws:

General:- Law of Synergy- the basic law of management organization, which states: the properties and capabilities of an organization as a structure, as a whole, exceed the sum of the properties and capabilities of its individual elements, which is due to their complementarity, mutual support, and mutual influence.

- Law of self-preservation

- Law of development. Each material system strives to achieve the greatest total potential during the passage of all stages of the life cycle.

- The law of correspondence of the diversity of the control subsystem to the diversity of the controlled subsystem: uncertainty in the behavior of the controlled object can be reduced by a corresponding increase in the variety of forms of control.

- The law of priority of the whole over the part: in the interaction of the system and subsystem, the leading party is the whole, which actively influences the parts, while the whole and the parts are one, they do not exist without each other. Parts are subordinate to the whole, move and develop within its boundaries.

- The law of the accounting system of needs: the actions of workers are always driven by needs and interests, the leading of which are socio-economic. Management that takes into account the diversity of the totality of individual, group and corporate and public needs will be effective.

- Law of ontogeny. It says that the life of any organization consists of a life cycle, including phases: formation, flourishing, extinction. The fading stage can be avoided by adopting an update model. A new management team should come to the leadership.

Private:- The law of continuity and rhythm in the movement of production assets: the rhythm of the production process, the continuity of material and technical supply and the sale of manufactured products, the timely renewal of the organization's fixed production assets. Compliance with these conditions allows you to achieve the optimal rate of turnover of production assets, which increases production efficiency.

- Law of Least states that the structural stability of the whole is determined by its least partial stability.
The law of competitiveness of management personnel states: each socio-economic system must have a clear mechanism for assessing and selecting managerial personnel in accordance with their real abilities. The operation of such a mechanism is inextricably linked with the competitive selection and nomination by the economic system itself of the most professionally trained employees to fill managerial positions.
Specific: - The law of informativity - orderliness states that the more information an organization has about the internal and external environment, the more likely it is to operate sustainably (self-preservation).

- The law of unity of analysis and synthesis. The law says that all organizations try to tune in to the most economical mode of operation through constant adaptations (structural changes, additions to functions, reorientation). Consequently, the rate of change (as well as the result) depends on the scope and rate of transformation of the external and internal environment.

The law of composition and proportionality states that each material system strives to preserve in its structure all the necessary elements (composition) that are in a given correlation or in a given subordination (proportion)

essence the law of differentiation and function universalization is that in organizational systems there are oppositely directed processes: separation, specialization of functions implemented by its elements, on the one hand, and their integration, universalization, on the other. As a result, the potential capabilities of the elements that make up the system increase and the results of their interaction improve in the form of an increase in the potential of the organization as a whole.

- The law of originality(individuality). Each organization functions only in accordance with the organizational and management structure that is optimal for it and inherent only to it. It is impossible to find two absolutely identical organizations, any organization is unique and inimitable.

- Law of optimal load. Each employee has their own optimal workload standards, under which he will work with maximum efficiency.

- Law of social harmony. The development of the social sphere within the organization will lead to an increase in the level of emotional satisfaction of employees, therefore, the labor activity and increase labor productivity. Governing this law, it is also important not to allow the consequences of development to go beyond the working environment during working hours.

- The law of effective perception and memorization of information. The processes of perception of information by the employee should be as close as possible to the natural process of his thinking.

25. Organization structure: contextual characteristics

Organizations - this is primarily social groups, focused on achieving interrelated and specific goals.

Contextual characteristics of the organization:

1.The size- the size of the organization, i.e. the number of people working in the organization. The number of people (not the volume of sales, the value of assets) determines the size, because the organization - social system. The size of the organization, its branch, division.

Organization size: large and small.

2. Technologies used by the organization- the tools, production methods and activities by which an organization transforms inputs into outputs. How an organization produces products, services (Internet, audience, machine assembly line, delivery service).

3. Environment- everything that is connected with the organization, located outside it (other organizations, government, buyers, suppliers, financial environment).

4. Goals and strategies of the organization- the tasks of the organization, the corresponding methods of their implementation, which distinguish this organization from others. Goals and strategies determine the field of activity of the organization and its relationship with employees, consumers, competitors. Goals are specific end states or outcomes that a group seeks to achieve in the process of working together. Goal types:

1. The main overall goal of the organization - a clearly expressed reason for its existence - is designated as its mission. Mission- the main main goal of the organization for which it was created. Missions are one of the most significant decisions when planning and choosing the purpose of an organization. All goals of the organization are developed to fulfill its mission. The significance of the mission cannot be overstated.

2. Common goals(they are usually from 4 to 6) reflect the most important activities of the organization as a whole.

3. Specific Goals(local) - are developed in each unit and determine the main directions of its activities in the context of the implementation of its general goals.

4.Strategic Goals focused on solving promising large-scale problems that qualitatively change the face of the organization, for example, achieving leadership in their field of activity, entering international markets, fundamentally updating the material and production base, etc.

5.Tactical targets- reflect individual stages of achieving strategic goals, for example, overhaul of production equipment, etc.

6.Current Goals(short-term) - follow from the strategic and act as a means of their implementation, expressed in quantitative performance indicators for a certain period, usually one year.

7. Operational goals are determined from the current ones and are aimed at their implementation, are determined for a period, as a rule, of one month, ten days, or a day.

Strategy- an action plan describing the allocation of resources and activities necessary to establish relationships with the environment and achieve goals.

5. Organization culture- a set of values, beliefs, attitudes and norms common to all employees. Values ​​relate to the ethics of behavior, requirements for the appearance, behavior of employees, interaction in the organization, values ​​\u200b\u200bare fastening the structure of the organization. The culture of the organization is nowhere written down, although there are ethical codes. However, it shows up in everything. Organizational culture performs two main functions:- internal integration: carries out internal integration of the members of the organization in such a way that they know how they should interact with each other;
- external adaptation: helps the organization to adapt to the external environment.

26.Personal development in the organization and learning

Personality - stable set characteristics that determine the commonality and differences in human behavior. These characteristics are shaped by hereditary, social, cultural and natural factors.

Typology of people in business. There are various approaches to assessing personality types:

Types of individual human temperament (choleric, phlegmatic, sanguine, melancholic),

Types of personality in relation to the source of control (personalities with external and internal sources of control),

Personality types by the nature of their relationship to the norms of the organization (authoritarian personality, bureaucratic personality; Machiavellian, striving for leadership),

Personality types according to adaptation to the life of the organization (organizationalist, professional, indifferent).

These approaches give the manager a tool that will prompt the direction and individual approach to each member of the organization, help to set feasible and interesting tasks for the individual, increase his motivation, resolve or prevent conflict. The ability of some companies to survive and even thrive today depends on how effective management and team relationships are with each other. People are the capital of any organization, and to use it more effectively, managers must be experts in human relations.
Learning is an important category of organizational behavior that affects the performance of organizational behavior and the development of human resources.

Behavioral learning is a fairly stable process of changing human behavior based on experience that reflects the actions of a person and the reaction of the environment to these actions.

There are three types of behavioral learning:

1)reflex behavior of a person;

2)conscious correction and behavior change depending on its consequences;

3) observation-based learning(social learning theory).

There are two ways to teach behavior:

Associative method - the method is based on the repetition of events that are associated with each other and lead to the choice of a certain form of behavior,

The instrumental method is a trial and error method and successive approximations.

The process of learning behavior takes place within a person. It consists of a number of steps:
Step 1 - assessment of the current level of organizational behavior,

Step 2 - making a decision to conduct behavioral learning,

Step 3 - choosing a method of teaching behavior,

Step 4 - conduct activities to teach behavior,

Step 5 - obtaining certain results of learning behavior,

Step 6 - change the level of learning behavior.