Types of social organizations. Social organization: concept, types of social organizations

Introduction

Organizations represent a group of the oldest public entities on the ground. The word “organization” comes from the Latin organize – to do together, to look harmonious, to arrange.

An organization can be viewed as a process or as a phenomenon. As a process, organization is a set of actions leading to the formation and improvement of relationships between parts of the whole. As a phenomenon, an organization is a combination of elements for the implementation of a program or goal and acting on the basis of certain rules and procedures 1 .

Social organizations are one of the most interesting and mysterious phenomena of life, no less mysterious than man himself, and not inferior to him in complexity. Apparently, this is why numerous attempts to create a fairly universal theory of organizations and the sociology of organizations have not yet been crowned with success, both in our country and abroad.

The main reason for this is that social organizations as an object of scientific research have simultaneously become the focus of attention of several sciences (economic theory, administrative sciences and sociology), each of which has treated this complex phenomenon differently and has not yet developed a unified understanding the nature of social organization, its genesis and history.

Despite the fact that the phenomenon of social organization has existed on Earth for tens of thousands of years, its scientific understanding and study began only in the 19th century. in connection with the emergence of social sciences.

Later, at the beginning of the 20th century. With the advent of management and organization theory, the concept of "organization" began to be used in a narrower sense, mainly in relation to economic organizations (firms), which are examples of "consciously established cooperation" of artificial origin.

Social organizations are of interest to many social sciences, mainly sociological and economic, which determine the main attitude towards this object of study. Sociological sciences view organizations as social institutions, and economic sciences as economic (or socio-economic) institutions or systems.

Subsequently, as a result of the demarcation and further distancing of the social sciences from each other, the disagreement between them regarding the essence of social organization intensified. All this was reflected in the current state of organization theory as an interdisciplinary scientific direction designed to develop a coordinated position in relation to social organizations.

The general theory of social organizations is based not only on the results of scientific research, but also on practical methods for designing and improving organizations. A significant contribution to the solution of these issues was made by domestic scientists V.N. Burkov, V.N. Vyatkin, V.S. Dudchenko, V.A. Irikov, V.N. Ivanov, V.I. Patrushev.

Object studies are social organizations viewed as social organisms.

Subject research is the features and general patterns of functioning, development and evolution of social organizations.

Purpose This work is an analysis of the organization as a social system.

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

Define the concept of social organization.

Consider the organizational structures of a social organization.

Show classification of organizations.

Reveal the features of social organization.

Describe the functioning of a social organization.

Concept of social organization

Organizational systems are systems that have a management function (conscious, purposeful activity) and in which people are the main elements. The concepts of “organization”, “organizational system” and “social system” are synonymous, since they orient science and practice, first of all, to the search for patterns of mechanisms for connecting heterogeneous components into a single, holistic, effective formation 2.

The organizational system has all the basic properties and characteristics complex systems. Signs of a system: many elements, unity of the main goal for all elements, the presence of connections between them, integrity and unity of elements, structure and hierarchy, relative independence, clearly defined control.

A subsystem is a set of elements that represent an autonomous area within the system.

The main properties of the system: the desire to preserve its structure (based on the objective law of organization - the law of self-preservation); the need for management (there is a set of needs for a person, an animal, a society, a herd of animals, a large society); the presence of a complex dependence on the properties of its constituent elements and subsystems (a system may have properties that are not inherent in its elements, and may not have the properties of these elements).

Each system has an input effect, its processing technology, final results and feedback.

The main classification of systems is the division of each of them into three subsystems: technical, biological and social.

The social subsystem is characterized by the presence of a person as a subject and object of management in a set of interrelated elements. Typical examples of social subsystems include a family, a production team, an informal organization, and even one person (by himself).

These subsystems are significantly ahead of biological ones in terms of diversity of functioning. The set of decisions in the social subsystem is characterized by great dynamism. This is explained by the fairly high rates of change in a person’s consciousness, as well as the nuances in his reactions to identical and similar situations.

The social subsystem may include biological and technical subsystems, and the biological subsystem may include a technical subsystem.

Large subsystems are usually called systems. Social systems can be: artificial and natural, open and closed, fully and partially predictable, hard and soft.

A system whose set of elements includes a person or intended for a person is called social. Depending on the goals set in the systems, they can have a political, educational, economic, medical, or legal orientation.

The most common socio-economic systems. In real life, social systems are implemented in the form of organizations, companies, firms, etc.

Social systems that realize themselves in the production of goods, services, information and knowledge are called social organizations. Social organizations bring together the activities of people in society. The interaction of people through socialization creates the conditions and prerequisites for improving social and industrial relations.

Thus, in the theory of organization, socio-political, socio-educational, socio-economic and other types of organizations are distinguished 3.

Each of these types has priority of its own goals.

Thus, for socio-economic organizations the main goal is to obtain maximum profit; for socio-cultural ones - achieving aesthetic goals, and obtaining maximum profit is the second goal; for socio-educational - achieving a modern level of knowledge, and making a profit is also a secondary goal.

There are hundreds of definitions of the concept “social organization”, reflecting the complexity of this phenomenon and the many scientific disciplines that study it (organization theory, sociology of organizations, economics of organizations, management, etc.).

Among the many different interpretations of this concept in economics and sociology (to a lesser extent), the rationalist (target) one dominates, which consists in the fact that the organization is considered as a rationally constructed system that acts to achieve common goal(or goals).

IN in a general sense By organization (social organization) we mean ways of ordering and regulating the actions of individuals and social groups.

IN in the narrow sense An organization is understood as a relatively autonomous group of people focused on achieving some predetermined goal, the implementation of which requires joint coordinated action.

One of the difficulties in defining this concept is that the organization (the process of organization) does not represent a specific, material entity, but at the same time it can have a number of properties, both material and intangible. Thus, any company has many material objects, property, assets, etc., but it also has many social aspects that cannot be seen or touched, for example, human relationships.

Additional difficulties in defining this concept are caused by the fact that there are many types of organizations, from organization in the family to organization in informal work groups and in formal systems, such as the Fedorov Clinic, Uralmash, the Miners' Union, the Ministry of Health and the United Nations.

One can imagine many varieties of organization, ranging from an organization encompassing the activities of an individual to an organization of a highly formalized type such as the Russian Government, as well as a wide variety of social organizations that fall between these two extremes.

However, all organizations have some common elements.

Organizations are:

1) social systems, i.e. people grouped together;

2) their activities are integrated (people work together, together)

3) their actions are purposeful (people have a goal, intention).

Thus, social organization can be defined as follows: “Social organization is a continuous system of differentiated and coordinated types of human activity, consisting in the use, transformation and integration of a specific set of labor, material, financial, intellectual and natural resources into some unique, problem-solving whole . The function of this whole is to satisfy individual human needs by interacting with other systems, including various types of human activities and resources in their specific environment” 4.

Various relationships arise between people in an organization, built on various levels of sympathy, prestige and leadership. Most of these relationships are standardized in the form of codes, rules and regulations. However, many nuances of organizational relationships are not reflected in regulatory documents either due to its novelty, or due to complexity, or due to inexpediency.

Social organizations play a significant role in modern world. Their 5 features:

Realization of human potential and abilities;

Formation of unity of interests of people (personal, collective, public). Unity of goals and interests serves as a system-forming factor;

Complexity, dynamism and high levels of uncertainty.

Social organizations cover various spheres of human activity in society. Mechanisms of interaction between people through socialization create the conditions and prerequisites for the development of communication skills, the formation of positive moral standards people in social and industrial relations. They also create a system of control that includes punishment and rewards for individuals so that the actions they choose do not go beyond the norms and rules available to the system.

In social organizations, objective (natural) and subjective (artificial, by human will) processes take place.

TO objective include cyclical processes of decline and rise in the activities of a social organization, processes associated with the actions of the laws of social organization, for example, synergy, composition and proportionality, awareness. TO subjective include processes associated with making management decisions (for example, processes associated with the privatization of a social organization).

In a social organization there are formal and informal leaders. A leader is an individual who has the greatest influence on the employees of a team, workshop, site, department, etc. He embodies group norms and values and advocates for these norms. A leader usually becomes a person whose professional or organizational potential is significantly higher than the potential of his colleagues in any field of activity.

The formal leader (manager) is appointed by higher management and is endowed with the necessary rights and responsibilities.

An informal leader is a member of a social organization who is recognized by a group of people as a professional (authority) or advocate in matters of interest to them. There can be several informal leaders in a team only in non-overlapping areas of activity.

When appointing a leader, senior management should strive to take into account the possibility of combining a formal and informal leader in one person.

The basis of social organization is a small group of people. A small group unites up to 30 people, performs similar or related functions and is located in close proximity (in the same room, on the same floor, etc.).

Thus, the rapidly changing world challenges a person’s ability to correctly navigate it and make reasonable decisions, which requires an adequate perception of reality. However, such perception, through the prism of social sciences, is often difficult or distorted due to the disunity of social knowledge, which does not allow us to distinguish and correct many of the shortcomings inherent in modern society, and in particular the social organizations in which a person spends his entire life.

Types of social organizations

Natural	Natural-artificial	Artificial
	Settlements	Maternity
Informal groups		Nurseries, kindergartens
Friendly companies		Schools, universities
Social movements		Hospitals, companies
Egalitarian societies		Enterprises
Interest groups	Corporations	Institutions
	Civilizations

1. Social organization is a “natural system”, which is characterized by organic growth and development, subject to “natural laws”, the interdependence of its constituent parts, the desire to continue its existence and maintain balance.

2. Social integration, or the feeling that the organization is a single social entity, is formed on the basis of the agreement of the majority of members of the organization to follow a common value system.

3. Social organizations remain sustainable because they have internal control mechanisms that prevent people’s behavior from deviating from social norms and unified system cultural values. The latter is the most sustainable component of the organization.

4. Dysfunctions are observed in organizations, but they are overcome on their own or become entrenched.

5. Change in organizations is usually gradual rather than revolutionary.

Creating artificial organizations in the likeness of natural ones, man has always put his content into them. Moreover, in some cases, artificial organizations were superior to natural examples in certain respects. Such organizations became new prototypes for further improvement.

Conclusion

Social organization is a system of social groups and relationships between them. There are production, labor, socio-political and other social organizations.

In a social organization, the center of which is a person, a number of general and special laws and principles are objectively fulfilled, which represent a single whole in the world of organizations. Therefore, any firm, company, or organization should be considered as a socio-economic system, since the most important relations in them are social and economic.

Currently, artificial and natural-artificial organizations are dominant, displacing natural organizations from all spheres of human activity, which places high demands on social engineers, on whom not only the effectiveness of the created organizations depends, but also their viability, and most importantly, the social security of members organizations. To do this, social projects must include not only a production, but also a social component.

Bibliography

Milner B.Z. Organization theory. – M.: INFRA-M, 1999. P. 4.

Franchuk V.I. Construction Basics organizational systems. – M.: Economics, 1991. P. 6.

Barannikov A.F. Organization Theory: Textbook. - M.: UNITY, 2004.

Aliev V.G. Organization theory. Textbook for universities. 3rd edition, stereotypical.-M.: Economics, 2005.- P.123

Parakhina V.N., Fedorenko T.M. Organization Theory: Textbook. allowance. - M.: KNORUS, 2004.

1 Milner B.Z. Organization theory. – M.: INFRA-M, 1999. P. 4.

2 Franchuk V.I. Fundamentals of building organizational systems. – M.: Economics, 1991. P. 6.

3 Barannikov A.F. Organization Theory: Textbook. - M.: UNITY, 2004.

4 Aliev V.G. Organization theory. Textbook for universities. 3rd edition, stereotypical.-M.: Economics, 2005.- P.123

5 Parakhina V.N., Fedorenko T.M. Organization Theory: Textbook. allowance. - M.: KNORUS, 2004.

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1. The concept of social organization

2. Structure of social organizations

3. Typology of social organizations

4. Social management as a type of management in society

Conclusion

Bibliography

Introduction

social organization management

IN Everyday life We often use the concept “organization”, but we attach different meanings to it.

Firstly, organization is understood as a specific type of activity for establishing stable connections and coordinating the efforts of individual members of a social group. From this point of view, organization is a process of “organizing.” For example, the head of an industrial enterprise organizes its work. This means that he must arrange people at workstations in such a way as to ensure speed and continuity of operations. In addition, he must establish production standards, working hours, establish interaction between workers, etc. All this will be called the organization of the production process.

Secondly, organization is often understood as the property of an object to have an ordered structure. This means that the connections between the elements that make up the object are ordered. For example, if they say that a particular group is organized, it means that it has stable social roles (responsibilities that a particular individual must perform to achieve the common goal of the group, i.e., his contribution to the common cause), rules governing behavior people, etc.

Thirdly, an organization is understood as an artificial formation of an institutional nature that performs a certain public function. From this point of view, a university is an organization whose members participate in the function of accumulating and transmitting knowledge from generation to generation.

1 . Concept of social organization

Among the elements of the structure of society, social organizations occupy an important place. This concept has many meanings. In the sociological literature they talk about several of its meanings.

Firstly, social organization is considered as an element of the structure of society, designed to perform certain social functions.

Secondly, this special kind activities, consisting of coordinating actions, establishing connections and relationships.

Thirdly, social organization acts as a degree of internal orderliness, coherence of parts of the whole.

Fourthly, it is unity and interaction social communities, social environment, social space, communications in the structure of society.

We will use the term “social organization” in all of the listed meanings, but always keep in mind that the second, third and fourth “work” for the first. In other words, they explain and justify the specifics of social organizations as an element of the structure of society. Before defining social organization, let us ask ourselves: what is the objective necessity of social organization? why does it arise?

Like any other elements of the structure of society, social organization appears to satisfy certain needs people associated with the implementation of the goals of their activities. The vast majority of goals that people, social communities, and society as a whole set for themselves cannot be achieved without social organization.

It acts as a way of uniting individuals, social groups, consolidating their efforts in the process of interaction in solving the most important tasks of life. Social organization systematizes in a certain way the relationships between people, communities, and society as a whole, directing their development in a certain direction for the sake of achieving the goals set.

Moreover, the goals themselves are powerful, having both a social and an individual character. But at the same time, they are interconnected, since it is impossible to achieve any common goals without realizing individual aspirations, and vice versa. Consequently, social organization has a dual focus: either it contributes to the achievement of common goals through individual ones, or, on the contrary, the achievement of individual goals through general ones. This indicates that both society as a whole and specific social societies and individuals are interested in creating a social organization.

Based on the foregoing, we can define social organization as follows: it is a system of relations that unites people and their communities to achieve certain goals and acts as an element of the structure of society, as a type of activity, as internal orderliness and coherence of parts of the whole, as the unity and interaction of social communities, social environment, social space, communications. From the definition it follows that the most important task of a social organization is to contribute to the achievement of specific goals. In this sense, the organization itself is a certain means (or instrument) for solving a particular set of problems.

A social organization can exist in such a role only when it acts as a social entity that includes a number of interconnected groups of people performing specific functions. At the same time, the most important social feature organization lies in the “impersonal” nature of the functions performed.

2 . Structure of social organizations

Social organization is one of the most complex social phenomena, which has its own specific structure. The main criterion for structuring social organizations is the degree of their formalization, the ratio of formal and informal elements in them. Taking into account this criterion, formal and informal organizations are distinguished.

Formal organizations

In the literature, a formal organization is understood as a system (network) of “relations that represent an officially established structure of statuses, a program of activities and a set of norms and rules prescribed by a given social organization.” The above definition identifies the main structural elements formal organization: relationships, statuses, activity program, norms, rules of behavior.

These elements are characteristic of any formal social organization, be it industrial enterprise, private company, research institute, state or municipal structure, institution, school, hospital, etc. The basis of formal organization is the division of labor associated with the specialization of activities officials. Each of them performs strictly defined functions in accordance with their position. Taken together, these individuals constitute a special administrative apparatus, without which a formal organization does not exist.

The main task of such an apparatus is to coordinate the actions of its members in order to preserve the organization. These officials are viewed functionally - not as individuals, but as “bearers” of certain social roles.

Within a formal organization, there is a hierarchy of job positions, which is based on the principle of leadership and subordination. Further, the formal organization includes exclusively service connections between individuals, both vertically (subordination, subordination) and horizontally (cooperation).

These communications also serve as a means of official communication. Finally, another element of a formal organization is the norms and principles of behavior of officials within its framework, which are subject to strict regulation - both legal and partly moral.

A formal organization has a number of features, two of which are: rationality And impersonality- are the most important. The first means, first of all, the expediency of one’s own activities aimed at implementing the program of a formal organization. With all the advantages, this feature sometimes turns into its extreme - it begins to “work” for itself, reducing the initially set broad goals of meeting the needs of large groups of people to the narrow goals of meeting the needs of only members of a given organization.

The second feature of a formal organization - its impersonality - has already been mentioned above. Its essence is that the organization is not designed for specific people, and on abstract individuals - officials. Taking into account these features, a formal organization has every reason to be considered as a bureaucratic system, without introducing into it the negative characteristics of the concept of “bureaucracy”.

Informal organization

Unlike formal, informal social organization is a spontaneously emerging system social connections, norms, actions, which is the result of long-term interpersonal or group communication. Since a formal organization is not able to cover and regulate all processes of the functioning of a social organization, informal structures based on specific informal relationships are needed.

The latter are either unformalized service relationships that carry functional (production) content and exist in parallel with the formal organization, or a socio-psychological organization in the form of a spontaneously emerging community of people based on personal choice of connections and friendly relations. Such informal organizations can be amateur groups, relations of prestige, leadership, sympathy, etc.

Informal relationships and organizations under a rigid system of administrative rules increase the effectiveness of the formal organization because:

a) smooth out possible conflict between subordinates and superior officials;

b) promote cohesion among members of the organization;

c) preserve people’s sense of self-respect and their individual integrity.

3 . Typology of social organizations

Sociological science offers various typologies of organizations. One of them is based on three features:

1) the degree of formalization of relations in the organization,

2) target mobility and

3) the degree of influence of members on the results of its activities.

In accordance with these characteristics, three types of organizations are distinguished:

1. Administrative.

2. Public.

3. Associative.

Administrative (or business) organizations are characterized by the following characteristics:

rigidly defined structure and high degree formalization of relations;

goals that are set externally and not developed by the organization itself;

limited opportunities for participants to influence the decision-making process in the organization.

Examples here include ministries, military departments, enterprises, institutions, etc.

Public (or allied) organizations are organizations in which:

goals are more flexible compared to administrative associations;

structures and interactions are less formalized;

participants have the opportunity to influence the ultimate goals of the organization;

members of the organization join it voluntarily. Unions, political parties, interest clubs, etc. - these are all public organizations.

Associative organizations have their own characteristics:

· the degree of formalization of relations in such associations is minimal;

· structures are mobile;

· goals are not declared, but are developed by the organization itself;

the influence of individuals on decision-making processes is quite large.

Examples of organizations of this type are family, friendly company and so on.

All these associations, despite their significant differences, belong to the class of organizations. The fact is that they all perform one important function - they regulate the multidirectional activities of individuals united into one whole. Organizations offer participants a code of conduct, a set of responsibilities and roles to quickly achieve a common goal. These rules may or may not be very strict, depending on the type of interactions between members, however, they must always be followed for the successful functioning of the organization.

In addition, organizations in sociology are divided into formal and informal. Introduced the concepts of formal and informal organization into world science American sociologist Elton Mayo. While conducting his famous Hawthorne experiments, he discovered that in any company or factory, in addition to official ones, formal relations, informal, friendly connections arise. Moreover, both of them are not chaotic, but strictly ordered and obey certain laws. Thanks to these features, formal and informal relations both within one association of individuals and separately from each other are called organizations.

Depending on what types of relationships (personal or business, institutionalized) prevail in a particular association of people, organizations are divided into formal and informal.

In a formal organization, the relations between its participants are dominated by a system of legalized impersonal requirements and standards of behavior that are formally defined and rigidly enshrined. Such organizations limit the behavior of people strictly within the framework of their statuses and roles; all relationships and activities of members are reduced to a certain mandatory set of them. Personal qualities and abilities of individuals are not taken into account.

Thus, a director can be businesslike and energetic, fully consistent with his position, or he can be passive and incompetent. The performer may be super talented, but formally he must occupy a lower position in the organization's structure.

Thus, a formal organization strives to make behavior

participants controlled and predictable. It is based on the principle of maximum simplification and standardization of relations between people. It is through a set of models and standards of behavior that formal organizations constitute the framework social structure of the entire society, give it stability and integrity. Examples of formal organization include enterprises, institutions, ministries, etc. In such associations, the personal capabilities of an individual are extremely limited.

An informal organization is a collection of individuals, small groups and relationships between them and is built on the principles of self-regulation. Here, the personal characteristics and qualities of the employee are taken into account to a greater extent; there are no strictly fixed impersonal standards; group norms prevail among the regulators of behavior. Often, among managers who formally occupy positions at the same level, we single out those who know how to work with people and are able to quickly and clearly solve the tasks assigned to them. By giving him preference and establishing business contacts with him, we establish one of the relationships of the informal structure.

Such relationships are not reinforced by official rules and documents and, therefore, can be easily destroyed if, for example, a given manager does not live up to expectations. Thus, the informal structure is less stable compared to the formal one. On the other hand, the spontaneous behavior of people in such an organization gives it flexibility and mobility, which is a virtue in the modern world, where everything is constantly and rapidly changing.

A “mothballed”, completely formalized organization is not able to function effectively today, although a certain amount of formalization in relations between people is always necessary for successful goal achievement. Informal organizations can exist not only as components of formal ones. For example, interest clubs, circles, women's unions, etc. - all these are informal associations.

So, an organization is a type of social group in which the social actions of individuals are aimed primarily at achieving a goal, and relations between them are regulated by more or less strict rules that are established either by its participants (in the case of an informal organization) or from the outside (in formal organization).

4. Social management as a type of management in society

The term “social management” is used to denote management in society. Management in society (social management) is characterized as organizational activities to ensure the achievement of social goals and objectives through certain methods. In this case, the term is used in in a broad sense words. A detailed interpretation of this concept will be given below.

Unlike management in technical and biological systems, it is characterized by the development of programs, the formation of subjects’ motivation for activity, effective work to achieve the stated goals. Control in living nature is subjectless; at the level of the organism, it is controlled by a genetic program, which is a means of control, and not its subject, and it controls not the subjects, but the processes occurring in the body.

Automatic technical systems also have control programs and processes organized by them. Management at the level of society is subjective; it is distinguished by the fact that the control program is developed by the subjects of management consciously, represents a certain information image, and involves organizing the activities of people to implement management project.

Levels and functions social management

In a broad sense, the term “social” means “public” and is used when comparing society with nature. In this case, the concept “social” is identical to the concept “public”. In a narrow sense this term covers the relationships between various social communities (territorial, ethnic, demographic, educational, religious, cultural), processes occurring

V social sphere society, social structure, level and quality of life of people. Accordingly, the term “social management” is also used in a broad and narrow sense.

Until now, we have used the term “social management” in a broad sense - as a synonym for “management in society.” However, the time has come to pay attention to its “sound” in the narrow sense. In this context, under social management it is advisable to consider the management of territorial, demographic, cultural and other communities and processes, social protection, migration flows, income of the population, its level and quality of life.

It was already mentioned above that in society there are such levels of management as state, municipal, management at the firm level (management). The basis for identifying levels of management of society are, first of all, the objects of social management - different kinds activities of people and relations between social groups and subjects of management. The specificity of the activity to which the activity of the subject of management is directed determines the relationship of functions at each level of management.

In public administration, the most important function is the regulation of the activities of managed entities, the development of its normative foundations and fundamental directions.

The implementation of this function may be associated with the non-professional activities of citizens of the state (paying taxes, participation in election campaigns, etc.), the activities of professional groups (miners, transport workers, doctors, teachers, etc.), as well as the living conditions of socio-demographic groups (pensioners , students, disabled people, etc.). The specificity of the object of public administration lies in the fact that it represents the diverse activities of many heterogeneous social groups united on the territory of one state entity.

Because of this, the main means of public administration are systems of norms and rules that unite people living in the same territory, citizens of the same state. The state develops systems of norms regulating the activities of governed entities and methods of monitoring their implementation. To implement public administration in various areas, special state bodies are created.

State regulation is carried out in the following main areas: internal economic and social processes, protecting law and order within the state, ensuring its security, developing basic principles and directions of social policy, external economic relations, maintaining global law and order.

The object of municipal government is also the activities various groups population living in the relevant territory. At the level of management of municipalities, along with the function of regulating activities, especially important acquires a goal-setting function.

Management subjects at the municipal level organize and control the activities of executors to achieve specific goals (for example, social protection disabled people, employment of migrants, assistance to gifted children in obtaining education). If public administration is aimed at directly managing the citizens of the state, through regulating their implementation of current legislation, then municipal authorities mainly manage not directly the citizens living in a given territory, but the services and institutions that are created by the municipal government to implement specific programs.

Since citizens living in the territory of any municipality, carry out various types of activities, municipal government is aimed at economic, political, educational, cultural, religious activities, solving ethnic problems, organizing social protection of the population, etc.

At the same time, its difference from management on state level is that it is at the municipal level that social infrastructure is created and operates, assistance is provided to citizens in need of support, redistribution of goods and services is carried out, and utility services are provided. The third level of management in society is management. It is considered in the literature from various positions.

Firstly, there is an identification of management and management. This is incorrect, since management takes place in technical, cybernetic, biological systems, and it can hardly be called management, just like a person managing technical systems, - manager. In other words, management and governance are not identical; management is one of the levels of management of society.

Secondly, management is associated with the organization of the production process and is considered as management commercial organizations, firms that carry out certain activities with the aim of making a profit. In this regard, management textbooks mainly examine the characteristics of organizations, from structure, levels of management, organizational behavior, personnel management, leader problems, etc.

Thirdly, management is defined as a special type professional activity on organization and management, a set of specific management methods existing in a market society. Personnel management of an organization is identified as the most important component of management. Since the main goal, the raison d'être of a company (organization) is to obtain a sustainable profit, the task of managing entities is to organize the activities of all parts and components of the company, especially its personnel, in such a way that it gives the greatest effect in achieving the goal.

Social management functions:

The various functions of social management can be grouped into three main groups.

The first group of functions aimed at creating favorable conditions people’s lives and their consistent improvement, improvement, include:

ensuring conditions for the safety of citizens;

creation and strengthening of conditions guaranteeing the rights and freedoms of citizens; helping people to secure sources of livelihood, creating opportunities to increase their income;

ensuring the interests of workers during the privatization of enterprises;

· labor protection and improvement of its conditions, ensuring the health of citizens;

development of social infrastructure;

creating and improving conditions for the participation of citizens in managing the affairs of society, the state, and production.

The second group of functions covers:

processes of changes in the very content of life activity, people’s lifestyle, their social qualities ensuring the growth of the educational and cultural level of people;

organization of institutional activities that shape public mores;

helping people adapt to changing socio-economic conditions; ensuring discipline and law and order;

development of labor, socio-political, production-creative and other types social activity; forming people's sensitivity to innovation, developing their innovative orientation.

The third group of functions is:

purposeful influence on the formation, existence and development social systems(social communities, organizations). In this case we're talking about on the selection and placement of personnel, the formation and development of the social organization of the team;

the development of its social structure;

creating and changing social institutions necessary for the functioning of the team.

The above classification maintains the principle of approach to characterizing specific functions of social management, in accordance with which their “set” is identified, determined by the specifics of the object of social management. At the same time, with a fairly detailed description of the functions, both the management functions themselves and the functions for achieving the results of specific types of activities were found in the same row.

Identification of management functions is one of the most important aspects of the management knowledge system. IN foreign literature management is characterized through its functions. Depending on the “set” of functions allocated, it is defined, for example, as “the process of planning, organizing, motivating and controlling necessary to formulate and achieve the goals of the organization.”

Management can be understood as “the effective and efficient achievement of organizational goals through planning, organizing, leadership and control of organizational resources.”

In the above interpretations, two main aspects are fixed: the main management functions are identified, as a result of the implementation of which the effective and productive achievement of the organization’s goals is achieved.

At the same time, definitions of management vary, as a rule, depending on which functions are highlighted. IN Russian literature social management functions are viewed from a similar point of view. When classifying, a tradition has developed to include planning, organization, motivation control; sometimes forecasting, accounting, and communication are added to them.

In a number of sources, management functions are distinguished in more detail, and as general functions, the implementation of which is also a management cycle, distinguishes between goal setting, forecasting, planning, organization, coordination, stimulation, accounting, control. The logical sequence of implementation of general management functions in this case is considered as a management cycle. Some authors call goal setting as the main management function that determines the content of all others; all other functions are considered as subordinate to it.

In the traditional interpretation of management functions, the basis for their identification appears to be the conditions of individual activity of people: goals, means, motives, Feedback. Each of these conditions is considered as a result of management decisions. Thus, as a result of the planning function, goals appear, as a result of the organization function - orderliness, as a result of motivation - the desire to work.

The idea of allocating functions based on operating conditions has a lot of rationality, but it must be taken into account that traditional model interpretation of management functions is applicable, first of all, at the level of the individual employee. Managerial functions at the level of a social community are more complex. In particular, the activities of communities presuppose the regulation of interactions between them, power relations, more complex than the goal, and a governing information model.

There is a different approach to the analysis of management functions, when they are understood as types of management actions, distinguished by the nature of the subject of activity and its result. In this case, information and management and service management functions. The subject of information and management functions includes information and its transformation, as a result of which activity goals are formulated, standards and assessments are developed.

The result of this function is the identification of problems and the development of management solutions. The subject of service and management functions includes the formation of both the subjects of management activities and the managed subjects of motives for certain actions, the statuses of these subjects (hiring, dismissal, promotion, demotion, empowerment, etc.).

If information and management functions prescribe to the managed subject what needs to be done, then service and management functions act as a tool for implementing the former.

For example, functions such as motivation and incentives make it possible to identify under what conditions the organization’s personnel perform the work provided for by the project. The conclusion of contracts and agreements between employees and managers assigns certain works provided for by the project to specific performers.

Along with the above, it is possible to distinguish the service functions themselves, which are no longer managerial: activities to provide social assistance, medical services, training, leisure activities, etc. The implementation of these functions is the content of social policy, which will be discussed below. The result of performing service functions is the solution of a problem, the implementation of a management project, or a separate management decision.

To perform service functions, special bodies and institutions are created. For example, social protection institutions provide specific services to people with disabilities, pensioners, and other categories of the population, and do not manage their activities. The activities of these institutions are managed by state, regional, and municipal bodies through the development and adoption of the necessary decisions, the implementation of appropriate personnel policies, and monitoring the implementation of these decisions and laws.

Information-management and service-management functions are complex management functions. Along with them, we can also distinguish simple management functions, consisting of a set of elementary management actions that take place in any management: cognition, evaluation, selection, exchange, storage of information. Combinations of simple functions result in complex management functions.

Social management system

The main elements of the social management system can be identified as follows: subject of management; controlled subject; activity project; control object; management goal. The subjects of management are individuals who are capable of developing programs of activity and implementing this ability, and the managed subjects are people who are capable of implementing programs created by others. Management subjects are also “managed” by a certain information program, which includes a set of problems, norms and rules adopted in the relevant field of activity.

Social management is multi-subject. Its subjects are not only individuals, but also state, municipal bodies and public organizations. At the state level, the most important subjects are the legislative bodies that develop laws, executive power(President of the Russian Federation and Government of the Russian Federation) and the judiciary. At the level of the subjects of the Federation, the subjects of social management are also legislative, executive and judicial bodies. Organs local government are engaged in the direct implementation of decisions developed at the level of the state and constituent entities of the Federation.

Problems that require their resolution force the subjects of management to develop programs, which, in turn, regulate the actions of the managed subjects. Program executors (managed subjects) in their actions can be guided by norms and goals that differ from those prescribed by the program. In other words, if the programs developed by the subjects of management are not perceived by the executors (managed) subjectively - as a “guide to action”, management may not take place. This is an important difference between social management and its other types.

Managed subjects are groups of people and individuals capable of implementing social programs developed at different levels of management. Managed entities primarily include institutions such as centers for social rehabilitation of persons without a fixed place of residence, social protection agencies, employment services, etc. Managed entities and people in need of certain forms of social assistance and protection.

Management Project - Complex perfect image, the presence of which determines the organization of activities, both of the subject of management itself and of the managed subjects. The project includes goals, norms, assessments of situations, images of the conditions of action and subjects, individual decisions, i.e. the project is an ordered whole. Any particular management decision represents a fragment of the project.

The project of management activities in the social sphere contains information about which groups need assistance, assistance and support, how relations between them should be regulated, the norms underlying these relations, etc. The project includes not only target images ( for example, providing for all wheelchair users in a given region necessary means movement), but also methods and means of achieving goals, technologies for achieving them. In other words, the project fixes not only what needs to be done, but also how to achieve it.

Social management is aimed at complex social systems, which represent the actions of social groups, communities, and individuals in certain situations. In the course of social management, the desired image of the social process is formed (execution of laws, fair distribution of taxes, ensuring the safety of people, etc.), its progress is controlled, and the activities of social systems are regulated, ensuring their development in the required direction.

Conclusion

Since the main goal, the raison d'être of a company (organization) is to obtain a sustainable profit, the task of managing entities is to organize the activities of all parts and components of the company, especially its personnel, in such a way that it gives the greatest effect in achieving the goal.

However, it must be taken into account that the company’s personnel are real people who are concerned about their own well-being in the present and future, income levels, the well-being of their family, education, health, recreation, etc. In this regard, company personnel management includes activities aimed at solving social problems its employees.

The purpose of management is to create and maintain a certain state of the control object, the organizational state of activity. Organization, as noted above, is the goal of all management. The goal of social management is objectified not in some things or services, but in the organization of activities for their production, the orderliness of an already existing system.

The one that will be considered effective is management activities, which will lead to changes in organizational relationships, attitudes, knowledge, goals, social positions and statuses of members of the organization. In turn, it is these changes that will have to lead to positive changes in technology and immediate; production results. In other words, between management in; organization and obtaining a direct production effect, it is necessary to see intermediate links, they are the result of management activities.

Bibliography

1. Social politics: textbook / General. ed. N. A. Volgina. - 3rd ed. - M.: Publishing house "Exam", 2006. - 734 p.

2. Social policy and management in the social sphere: tutorial/ I. P. Lavrentieva, V. V. Kuznetsov, V. V. Grigoriev. - Ulyanovsk: UlSTU, 2009. - 129 p.2. Giddeis E. Sociology. M., 2008.

3. Osipov G.V., L.N. Moskvichev. Sociology. 2002. 320 p.

4. Myagkova M., A.Yu. Sociology, Basics general theory: textbook. M. 2008 - 256 p.

5. Savinov A.N. Organization of the work of social security bodies. - M.: FORUM: INFRA-M, 2003. - 368 p.

6. Kholostova E.I. Social policy/E.I. Kholostova: Proc. allowance. - M.: INFRA-M, 2001.- 302 p.

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Features of social organizations:

Social organizations have a goal-oriented nature, since they are created in society to achieve certain goals, i.e. it is a means of uniting and regulating the behavior of people to jointly achieve a certain goal.

To achieve the goal, members of the organization are forced to distribute themselves according to roles and statuses, i.e. occupy certain positions in it.

Organizations arise on the basis of the division of labor and its specialization along functional lines. Therefore, on the one hand, they have different horizontal structures. On the other hand, social organizations are always built along a vertical (hierarchical) basis; they have a managing and a controlled subsystem.

Management subsystems create their own specific means of regulation and control over the activities of the organization (this refers to both the direct management bodies of the organization and internal organizational norms).

Based on these factors, a certain organizational order arises as a system of relatively stable goals and norms governing organizational connections, interactions and relationships. Accordingly, the behavior of individuals in the organization and outside it are different phenomena. Miscellaneous elements human behavior - motives, roles, values, attitudes, goals, needs, etc. - “are built” within the organization in a completely different way than outside the organization, since the laws of joint cooperative activity apply in the organization. Such organizational activities generate an organizational effect, which is called SYNERGY, i.e. an increase in additional energy exceeding the sum of the individual efforts of its participants.

COMPONENTSEFFECTSYNERGIES

1. The organization unites the efforts of its members and has a simple mass character, i.e. the simultaneity of many efforts gives an increase in energy.

2. The units themselves, the elements of the organization, when included in it, become different, specialized, and this specialization, the unidirectionality of the actions of individuals, also makes it possible to strengthen energy, concentrating it at one point.

3. Thanks to the presence of a control subsystem, people's actions are synchronized, which also serves as a powerful source of increasing the overall energy of the organization.

Basic definition:

WITH NATIONAL ORGANIZATIONTsIA- THIS IS ONE OF THE MOST IMPORTANT ELEMENTS OF THE SOCIAL STRUCTURE OF SOCIETY OF AN INSTITUTIONAL CHARACTER, DESIGNED FOR THE IMPLEMENTATION OF CERTAIN FUNCTIONS IN SOCIETY AND DIFFERENT FROM OTHER SOCIAL INSTITUTIONS BY THE PRESENCE OF GOALS AND HIERARCHICAL STRUCTURE ENTITY (INCLUDING THE PRESENCE OF CONTROL AND CONTROL SUBSYSTEMS), AS WELL AS SPECIFIC FORMS OF REGULATION AND CONTROL OF ACTIVITIES.

The following types of social organizations are distinguished: formal and informal.

A FORMAL ORGANIZATION has the following features: it is rational, i.e. it is based on the principle of expediency, conscious movement towards a goal; it is impersonal, i.e. designed for individuals, relationships between whom are established in accordance with a certain program and rules. In a formal organization, only service connections between individuals are provided and it is subordinated only to functional goals.

AN INFORMAL ORGANIZATION is a spontaneously formed system of social connections, norms, and actions, which is the product of more or less long-term interpersonal and intragroup communication, for example, in a work team on the basis of likes and dislikes.

Organizations can be viewed in a broad and narrow sense. In the first case, these are any organized communities of people or a set of social groups interconnected. In the second, it is a social subsystem. In a social organization, there is interaction between various members of which are united by common interests, values, norms and goals that arise in connection with joint activities. Thus, the social organization of an enterprise is a system of social groups (consisting of employees) that are aimed at achieving a common goal - obtaining products and subsequently material resources. Thus, it is formed in connection with the interest of group members in obtaining material benefits.

Social organization has certain characteristics:

the existence of a system of management and power, subordination of workers to the management of the enterprise;
the presence of a single goal - provision of services, production of products, etc.
distribution of responsibilities and powers between employees interacting with each other.

Structure of social organization

Any organization is one of the elements of the social system. Society includes a set of interacting organizations. The latter is an intermediary between society and man.

Feature social structure - mandatory hierarchical ordering that allows you to regulate social positions different levels. That is, depending on the positions, subordinate employees (workers) are subordinated to higher ones. and the positions that are included in the structure are recorded in documentation, in which each person is assigned a certain range of responsibilities. One of important conditions functioning of the organization - the opportunity to move up the career ladder. The second such condition is the presence of an established communication system. Mutual exchange of information is necessary to coordinate people's activities and make important management decisions.

Social organization and its types

There are several approaches to typology.

In the first of them, 3 types are distinguished:

institutions (cultural, financial, educational, scientific, managerial);
enterprises (trade, manufacturing, service);
public organizations (voluntary, professional, religious).

In another approach, classification is made according to the following criteria:

economic;
cultural;
social;
managerial.

In the third campaign the following groups are distinguished:

forced, when members of a social society become members of a social society in a forced way. These include in particular: the army, labor treatment center, prison, etc.;
voluntary, when membership arises on a voluntary basis. These are various trade unions, parties, political movements, religious associations;
utilitarian, when members are united to achieve some common and individual goals. These include firms, banks, and enterprises.

Social organization can also be:

public - these are mass associations to meet social, economic, cultural, political and other needs. These include parties;
business - thanks to which workers are provided with a means of subsistence. These are firms, banks and enterprises;
associative - arises for the mutual realization of interests. and clubs;
intermediate - combines the characteristics of social and business organizations. These are cooperatives and partnerships.

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