Coursework: Social organization. explore the features of the functioning of a social organization. Features of artificial organizations

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Table of contents
Introduction
1. The concept of social organization and its types
Conclusion
List of used literature

Introduction

The relevance of the topic is due to the fact that social organizations are one of the most interesting and mysterious phenomena of life, no less mysterious than man himself, and are 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.

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.

Subsequently, 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. theory social organization

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 affected current state 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 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.

The object of the study is social organizations, considered as social organisms.

The subject of the study is the features and general patterns of functioning, development and evolution of social organizations.

The purpose of this work is to analyze the organization as a social system.

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

give the concept of definition of social organization;

consider the types of social organizations;

explore the features of social organization;

explore the features of the functioning of a social organization.

1. The concept of social organization and its types

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

An organizational system has all the basic properties and characteristics of complex systems. Signs of a system: many elements, unity 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 representing an autonomous area within a 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.

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

In a general sense, by organization (social organization) we mean ways of ordering and regulating the actions of individuals and social groups.

In a 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. So, any company has many material objects, property, assets, etc., but it also has many social aspects that cannot be seen or touched, such as human relationships.

Thus, social organization is a continuous system of differentiated and coordinated species human activity, which consists in the use, transformation and combination 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 particular human needs by interacting with other systems, including different types of human activities and resources in their specific environment. Aliev V.G. Organization theory. Textbook for universities. 3rd edition, stereotypical, M., 2005, P.123

Social organizations, which form the basis of any civilization, can be represented in the form of a large set of legal norms and organizational structures. In any science, classification occupies a special place. Classifying organizations is important for three reasons:

- finding similar social organizations according to any parameters, this helps to create a minimum of methods for their analysis and improvement;

- the ability to determine their numerical distribution by classification to create the appropriate infrastructure: personnel training, control services;

- the belonging of a social organization to one group or another makes it possible to determine their attitude to tax and other benefits.

Each classification is associated with the choice of some limited set classification characteristics for the purpose of systematization for ease of study, design and improvement of organizations.

Based on their origin, organizations are divided into natural, artificial and natural-artificial. This division of organizations has important scientific and practical significance.

Typical types of natural, artificial and natural-artificial organizations are shown in Table 1.

Based on an analysis of the works of structural functionalists (T. Parsons, N. Smelser), the following description of the natural model of organization can be given. Franchuk V.I. Fundamentals of the general theory of social organizations, M. 1998

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

1. Social organization- This " natural system", which is characterized by organic growth and development, subject to "natural laws", interdependence components, the desire to continue one’s 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 single system of values.

3. Social organizations remain sustainable because they operate internal mechanisms controls that prevent people's behavior from deviating from social norms and a unified system of 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.

By 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.

However, artificial organizations are not superior to natural examples in every way. The fact is that any artificial organization, unlike a natural one, is created in accordance with a certain conceptual model - a person’s idea of the essence of a social organization, its structure and functioning mechanism. Therefore, a lot depends on the model adopted as a basis. If the model is chosen successfully, then the project of the organization created on its basis will also be successful. Otherwise, the artificial organization may turn out to be worse than the natural prototype.

The advantages of artificial organizations as a means of satisfying social needs were felt primarily in the military and economic fields, where hierarchical management structures were most widespread. If the first artificial organizations were not much different from their natural counterparts, then over time this gap widened. Man has learned to create special organizations designed to solve a wide variety of social problems. Therefore, artificial organizations quickly penetrated into all areas of social life.

Natural-artificial organizations are organizations partially formed naturally, and partly artificial. A typical example of natural-artificial organizations are modern societies (civilizations) with a consciously formed state mechanism, in which some subjects of power (president, parliament) are elected, and others (government) are appointed. However, the social mechanism of society includes not only a consciously formed state mechanism, but also a spontaneously developing latent part.

An important feature of the classification is also the main prerequisite (factor) for the rapprochement (unification) of subjects (people or organizations) during the formation of organizations. The latter are formed mainly on the basis of territorial, spiritual or business proximity. Examples of territorial organizations are cities, settlements, countries, and world communities.

Examples of organizations that have arisen on the basis of spiritual affinity are families, religious and party organizations, social movements and unions. Examples of organizations that have arisen on a business basis are corporate associations: business associations and unions, concerns, consortia, cartels, conglomerates, trusts, syndicates, holdings, financial and industrial groups (FIGs).

In addition, social organizations can be classified according to the following criteria: Radchenko Ya.V. Organization theory. Part 1. (lecture notes), M., pp. 56-59

- in relation to power - governmental and non-governmental;

- in relation to the main goal - social and economic;

- in relation to profit - commercial and non-commercial;

- in relation to the budget - budgetary and extra-budgetary;

- by form of ownership - state, municipal, public, private and organizations with mixed forms of ownership;

- according to the level of formalization - formal and informal;

- by industry - industrial, transport, agricultural, trade, etc.;

- according to the independence of decision-making - parent, subsidiary, dependent;

- by size and number of members of the organization - large, medium, small.

2. Features of social organization

Each organization is a small society with its own population and territory, economy and goals, material values and finances, communications and hierarchy. It has its own history, culture, technology and personnel. There are formalized communications and informal relationships between a person and other people; their ratio must be determined in advance by the leader.

Among the elements influencing formalized communications and informal relationships, general and special can be distinguished. Kudashkin D.M. General theory of social organizations, M., 2000.P43-54

What is common in the relationships of people in an organization can be predicted and, on this basis, various types of normative documentation can be created.

What is special is the color of the relationship, which in some cases can be decisive in the activities of the organization. The combination of the general and the particular in the relations of people significantly influences the general and the particular in the activities of the social organization itself, its reaction to the action of a particular law.

The huge variety of types of social organizations makes it impossible to study each of them in detail, so to determine their characteristics we have to limit ourselves to only a few of them.

Let us divide the entire set of features (properties) of organizations, most often found in the scientific literature, into three groups.

The first group includes features characteristic of artificial organizations (for example business organizations).

The second group includes features characteristic of natural organizations (using the example of society, historically established cities, nations, civilizations, ethnic groups, etc.).

The third group includes general features characteristic of both artificial and natural organizations.

FEATURES OF ARTIFICIAL ORGANIZATIONS:

1. Focus on specific social needs.

2. Focus

3. Unified control center

4. Hierarchical structure

5. Integrated nature

FEATURES OF NATURAL ORGANIZATIONS

1. Lack of creation goals

This feature follows from the spontaneous nature of the emergence of natural organizations.

2. Universal nature of the activity

Unlike artificial ones, natural organizations are focused on satisfying many needs. Moreover, some of these needs are of a relatively constant nature (needs for safety, health, housing, food, etc.). In this regard, the activities of natural and natural-artificial organizations are more universal in nature compared to artificial organizations, whose activities are specialized.

3. Flexible management structure

This feature follows from the variety of natural organizations, in which there may be no center of control (egalitarian organizations), or there may be one or more centers (multiple power); There may be a strictly hierarchical structure, or there may be a network, cellular, circular, star-shaped, chain structure.

4. Presence of redundancy

This feature is determined by the nature of natural organizations. If in artificial organizations each element is specially selected to perform a specific job in the organization, then in natural organizations no one is specially selected. The selection is carried out spontaneously, thanks to an objective combination of circumstances.

GENERAL FEATURES OF SOCIAL ORGANIZATIONS

1. Integrity and sustainability

2. Presence of organizational culture

3. Regulated behavior and activities of organization members

Regulated behavior means that each member (subject) of the organization, be it an individual or a smaller organization (formal or informal), is subject to certain “rules of the game”, which are elements of the organization’s culture.

4. The ability of organizations to identify and satisfy their needs, or the ability to identify and solve their problems.

5. The ability for self-development and self-learning.

So, common features social organizations that distinguish them from other (unorganized) social formations (social groups, communities, classes, layers) is integrity and stability, the presence of an organizational culture, regulated behavior, the ability to identify and satisfy social needs, the ability for self-learning and self-development.

Of the above-mentioned features of social organizations, the most important is the ability of organizations to identify (recognize) and satisfy social needs, since the very existence of the organization depends on this ability.

At the same time, organizations cannot be considered only as goal-oriented systems, without taking into account their sociology, including the processes of self-organization and the formation of collective consciousness aimed at identifying and satisfying their own needs.

3. Functioning of social organization

Any organization carries out a set of functions related to the identification (detection) of problems, their recognition, ranking, sorting, research, preparation of solutions, monitoring the implementation of solutions, analysis of the results of decisions. Levankov V.A. Organization theory. Basic lecture notes and methodological recommendations for studying the course, St. Petersburg, 2001

They form a single complex, which is why they are often called the organizational problem management functions.

The functions of social management should also include the functions of legal regulation, structural regulation, value regulation, innovation management, interorganizational regulation, as well as classical management functions.

Legal regulation means the ability to solve problems with the help of regulations and provides for the development and introduction of new regulations and adjustments of old ones. In addition, legal regulation provides for the legislative consolidation or prohibition of naturally occurring orders.

Structural regulation means the ability to solve problems by creating and introducing new or consolidating (or prohibiting) existing organizational structures, social institutions, specially created organizations and involves the development and implementation of new organizational systems, changing old systems.

Value regulation consists of purposefully changing social values, including the social norms of an organization in order to solve social problems. Value regulation involves the consolidation or prohibition of certain social (sociocultural) values

Innovation management is the development and implementation of one's own innovations, or the use of “strangers” to solve social problems. Innovation management provides for the consolidation and prohibition of certain innovations. Interorganizational regulation means the ability to decide common problems by combining several organizations on a temporary or permanent basis.

Interorganizational regulation involves the creation of contracts, unions, associations and other types of associations.

Using control in general case two types of activities are carried out - the main (production) and activities related to the survival and development of the organization.

The main (production) activities are carried out within the framework of existing structures using the functions and methods of traditional management. Activities related to the survival and development of an organization require management of organizational problems and development management, which requires the development and adoption of management decisions. Finally, since management is carried out by legislatively consolidating the management decisions made, the functions of managing law enforcement activities are also necessary.

Thus, the functions of social management include both the functions of traditional management and the functions of preparing and making management decisions, as well as the functions of legislatively securing management decisions and monitoring their implementation.

Traditional management functions (executive activity management functions) make up less than half of all management functions, which largely explains the unsuccessful attempts to manage society using mainly the functions of classical management.

Many of these functions (in particular, the functions of managing organizational problems and the development functions) are hidden (implicit, latent) or semi-hidden in nature, which leads to inadequate ideas.

In particular, the popular view of the organization as a goal-oriented system is a consequence of a lack of awareness of non-traditional management functions. As a result, many managers do not see much difference between running a society and running a large factory. And the difference between them is huge - like between a person and a machine (robot).

If a machine (factory) was designed by a person himself, who knows well how it functions and what can be expected from it, then no one designed society and the laws of its development are still almost unknown to us, therefore, unlike a factory, goal setting can only be applied to it when objective knowledge about the laws of the functioning of society will be obtained.

So, a social organization, regardless of its origin, has the ability to identify and solve problems with the help of a variety of means that it creates itself or uses ready-made. This unique ability requires a unique mechanism that carries out complex management and production functions.

In some small natural organizations (families, informal groups, egalitarian societies), as well as artificial organizations, the social mechanism coincides with the organization itself. However, in large natural and natural-artificial organizations such a coincidence is not observed and the social mechanism is part of the organization. True, it is not always easy to “see” this mechanism, since it often has a hidden (latent) nature.

The social mechanism consists of two mechanisms. The first mechanism, called the control mechanism, carries out traditional (routine) control. This mechanism operates constantly. The second mechanism, called the developmental mechanism, “turns on” only when a deviation from the goal is detected. He solves problems and, if necessary, changes (improves) the control mechanism.

This special mechanism that carries out strategic management, according to I. Ansoff, should consist of three groups: Ansoff I. Strategic management, M., 1999

- “staff”, whose responsibilities include identifying trends in the external and internal environment, assessing the scale of their impact and development, calculating the time required to respond to them, and warning decision-makers about suddenly emerging important problems;

- general management groups; it should be concerned with assessing the relative importance of problems, compiling a list of them, developing methods for considering them and assigning responsibilities associated with the solution;

- target groups tasked with solving relevant problems.

Social mechanisms exist in all organizations, both natural and artificial. However, this does not exclude the possibility that the social mechanism coincides with the organization itself. This is especially true for artificial organizations.

In large modern companies, the role of a survival and development mechanism is played by marketing departments, which play a leading role in organizations. Production and production support services play the role of executive mechanisms, restructured depending on changes in market conditions.

Many artificial organizations are designed without mechanisms for survival and development, which sharply reduces their stability and viability. They are created as executive mechanisms, but in the process of functioning, survival and development mechanisms are explicitly or implicitly “added” to them, which extends the life of such organizations for some time, depending on random factors.

Thus, the social mechanism performs the main function in the organization: it identifies and solves social problems with the help of the social management functions discussed above, some of which (functions of problem management, structural regulation, value regulation) are known to have hidden (latent, shadow) character. The latter means that such functions are of a non-institutional nature: they are not generally recognized and are not performed consciously enough, specialists are not trained for them, and appropriate scientific tools have not been developed for them.

For example, organizations, as a rule, do not have specialized units that identify organizational problems. Such functions are implicitly assumed by the official heads of organizations.

Although these functions are hidden, they are still performed. This means that in organizations there are people and (or) structures that perform these functions informally, often without knowing it. Moreover, some of these people and structures may not be part of the explicit (formal) part of the social mechanism.

Conclusion

Social institutions can be divided into two types - regulatory (legal) and organizational (structural). The first regulate (order) the relationships between members of a society or organization. These are a kind of “rules of the game” according to which members of the organization act. These include customs, traditions, legal norms, and moral norms. Organizational institutions are organizational structures, consolidating relationships between members of society. Organizational institutions can include not only social organizations, but also other organizational formations (for example, the state, government, duma).

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.

Among the elements that influence formal communications and informal relationships, we can distinguish general and special. What is common in the relationships of people in an organization can be predicted and, on this basis, various types of normative documentation can be created. What is special is the flavor of the relationship, which in some cases can be decisive in the activities of the organization. The combination of the general and the particular in the relations of people significantly influences the general and the particular in the activities of the social organization itself, its reaction to the action of a particular law. In an organization, the interests of individuals and groups intertwine and coexist, rules and norms of relationships, discipline and creativity are established. Each organization has its own mission, culture, image. Organizations change to meet demands environment and die when they are unable to fulfill them. The class of socio-economic systems is incomparably more complex than the class of sociotechnical systems.

Classification of organizations allows you to group them according to similar characteristics or parameters for developing common methods analysis of economic activities, improvement of management and regulation. The classification and typology of organizations is also necessary to determine public policy in relation to various types of enterprises.

The first social organizations on Earth were of natural origin. Artificial organizations appeared later than natural ones, which initially served as standards for the creation of artificial organizations.

Natural-artificial organizations are an intermediate (mixed) form of social organization, combining both artificial and natural examples of organizational culture.

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.

List of used literature

1. Aliev V.G. Organization theory. Textbook for universities. 3rd edition, stereotypical, M., 2005.

2. Ansoff I. Strategic management, M., 1999.

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

4. Kudashkin D.M. General theory of social organizations, M., 2000.

5. Levankov V.A. Organization theory. Basic lecture notes and methodological recommendations for studying the course, St. Petersburg, 2001

6. Radchenko Y.V. Organization theory. Part 1. (lecture notes), M., 2009.

7. Franchuk V.I. Fundamentals of building organizational systems. - M.: Economics, 1991.

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The study of the essence of social organizations - one of the most complex social phenomena, with a formal or informal specific structure. Features of administrative, public and associative social organizations and methods of managing them.

An organizational system has all the basic properties and characteristics of 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.

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.

Social subsystem characterized by the presence of a person as a subject and object of control 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.

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 – achievement modern level 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 This concept in economics and sociology (to a lesser extent) is dominated by the rationalistic (target) one, which consists in the fact that the organization is considered as a rationally constructed system acting to achieve a common goal (or goals).

In a general sense, organization (social organization) refers to ways of ordering and regulating the actions of individuals and social groups.

In a 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.

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 particular human needs by interacting with other systems comprising different human activities and resources in their particular environment.”

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 of the nuances of organizational relations are not reflected in regulatory documents, either due to their novelty, or due to complexity, or due to inexpediency.

Social organizations play a significant role in the modern world. Their 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.

Objective ones 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. Subjective processes 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 provides greatest influence for workers 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 may be several in a team informal leaders 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. 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.

Organizational structures of social organization

For effective management An organization needs its structure to correspond to the goals and objectives of the enterprise and be adapted to them. The organizational structure creates a certain framework, which is the basis for the formation of individual administrative functions.

The structure identifies and establishes employee relationships within the organization. That is, the structure of the organization establishes a certain general set of preliminary provisions and premises that determine which members of the organization are responsible for certain types of decisions.

For each social organization there is the best and unique organizational structure. The organizational structure is characterized by the distribution of goals and objectives between departments and employees of the organization.

The organizational structure of management is a set of management links located in strict subordination and ensuring the relationship between the control and managed systems. The internal expression of the organizational structure is the composition, ratio, location and interconnection of individual subsystems of the organization. The management structure of an organization is divided into links, levels and connections.

Despite the existing typology of organizational management structures (linear, functional, staff, etc.), each organization has features (nuances) of its construction, depending on the set and combination of subjective factors. Each organization, like a person, is unique, so there is no point in completely copying its structure, methods, etc. for other organizations.

Linear the scheme works well in small social organizations with high professionalism and authority of the leader; as well as the great interest of subordinates in the successful work of the social organization.

Ring The scheme has proven itself well in small social organizations or in divisions of medium-sized social organizations with a stable product and market, in which there is a clear division of functional responsibilities among professional workers.

Wheel scheme has proven itself well in small social organizations or in divisions of medium-sized social organizations with an unstable range of output and sales markets, in which there is a clear division of functional responsibilities among professional workers. The manager implements linear (administrative) influences, and employees perform their assigned functional responsibilities.

Star scheme gives positive results with the branch structure of a social organization and if it is necessary to maintain confidentiality in the activities of each component of the social organization.

Basic schemes make it possible to form big variety relationship schemes derived from them.

Hierarchical scheme based on the "wheel" scheme and is applicable to large organizations with a clear division of labor.
Staff chart based on the basic star design. It provides for the creation of functional headquarters under the head in the form of departments or groups (for example, financial department, personnel department, etc.).

These headquarters prepare draft decisions on relevant issues for the leader. Then the manager makes a decision and communicates it to the appropriate department.

The staff structure has the advantage when it is necessary to exercise linear management (unity of command) over key divisions of a social organization.

At the core matrix scheme there are "line" and "ring" schemes. It provides for the creation of two branches of subordination: administrative - from the immediate manager and functional - from specialists who may not be subordinate to the same manager (for example, these may be specialists from a consulting firm or an advanced organization). The matrix scheme is used in complex, knowledge-intensive production of goods, information, services and knowledge.

IN mixed scheme average level management determines the flexibility of the organizational structure of a social organization - this is its most active part. Supreme and lower levels must be the most conservative in structure.

Within the same social organization, and even within the same type of social organization, several types of relationships can exist.

Thus, organizational management is a continuous process of influencing the performance of an employee, group or organization as a whole for best results from the standpoint of achieving the goal.

The basis on which all management activities are built are organizational structures. Any organization in the process of its creation and development is focused on achieving very specific goals, therefore its organizational structure is deliberately and purposefully created and focused on achieving established goals.

The organizational structure of management can be compared to the frame of a management system building, built to ensure that all processes occurring in it are carried out in a timely manner and with high quality. Hence the attention that organizational leaders pay to the principles and methods of constructing management structures, the selection of their types and types, the study of changing trends and assessments of compliance with the objectives of organizations.
Social organizations, which form the basis of any civilization, can be represented in the form of a large set of legal norms and organizational structures. In any science, classification occupies a special place. Classifying organizations is important for three reasons:

Finding similar social organizations according to any parameters, this helps to create a minimum of methods for their analysis and improvement;

The ability to determine their numerical distribution by classification to create the appropriate infrastructure: personnel training, control services, etc.;

The belonging of a social organization to one group or another makes it possible to determine their attitude to tax and other benefits.

Each classification is associated with the selection of a certain limited set of classification characteristics for the purpose of systematization for the convenience of studying, designing and improving organizations.

By origin organizations are divided into natural, artificial and natural-artificial. This division of organizations has important scientific and practical significance.

By 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.

In relation to power- governmental and non-governmental.

In relation to the main goal- public and economic.

In relation to profit– commercial and non-commercial.

In relation to the budget– budgetary and extra-budgetary.

By type of ownership– state, municipal, public, private and organizations with mixed ownership.

By level of formalization– formal and informal.

By industry– industrial, transport, agricultural, trade, etc.

By independence of decision making- parent, subsidiary, dependent.

By size and number of members of the organization– large, medium, small.

Additional criteria for classification may also be used.

By form of ownership distinguish between state, municipal, public organizations and organizations with mixed forms of ownership.

By indication of the presence of special controls organizations are divided into nuclear and non-nuclear. Examples of nuclear organizations are large modern cities, enterprises, corporate associations. Examples of non-nuclear organizations are families, interest clubs, friendly companies, egalitarian, pre-state societies.

By sign of problem orientation organizations are divided into problem-oriented (single-problem) and multi-problem.

Features of social organization

Among the elements influencing formalized communications and informal relationships, general and special can be distinguished.

General in the relationships of people in an organization, it is possible to predict and on this basis create various types of normative documentation.

Special- this is the color of relationships, which in some cases can be decisive in the activities of the organization. The combination of the general and the particular in the relations of people significantly influences the general and the particular in the activities of the social organization itself, its reaction to the action of a particular law.

The huge variety of types of social organizations makes it impossible to study each of them in detail, so to determine their characteristics we have to limit ourselves to only a few of them.

Let us divide the entire set of features (properties) of organizations, most often found in the scientific literature, into three groups. The first group includes features characteristic of artificial organizations (using the example of business organizations). The second group includes features characteristic of natural organizations (using the example of society, historically established cities, nations, civilizations, ethnic groups, etc.). The third group includes general features characteristic of both artificial and natural organizations.

FEATURES OF ARTIFICIAL ORGANIZATIONS:

1. Focus on specific social needs.

2. Focus

3. Unified control center

4. Hierarchical structure

5. Integrated nature

FEATURES OF NATURAL ORGANIZATIONS

1. Lack of creation goals

This feature follows from the spontaneous nature of the emergence of natural organizations.

2. Universal nature of the activity

3. Flexible management structure

This feature follows from the variety of natural organizations, in which there may be no center of control (egalitarian organizations), or there may be one or more centers (multiple power); there may be a strictly hierarchical structure, or there may be a network, cellular, circular, star-shaped, chain, etc.

4. Presence of redundancy

This feature is determined by the nature of natural organizations. If in artificial organizations each element is specially selected to perform a specific job in the organization, then in natural organizations no one is specially selected. The selection is carried out spontaneously, thanks to an objective combination of circumstances.

GENERAL FEATURES OF SOCIAL ORGANIZATIONS

1. Integrity and sustainability

2. Presence of organizational culture

3. Regulated behavior and activities of organization members

Regulated behavior means that each member (subject) of the organization, be it an individual or a smaller organization (formal or informal), is subject to certain “rules of the game”, which are elements of the organization’s culture.

4. The ability of organizations to identify and satisfy their needs, or the ability to identify and solve their problems.

5. The ability for self-development and self-learning.

So, the common features of social organizations that distinguish them from other (unorganized) social formations (social groups, communities, classes, layers) are integrity and stability, the presence of an organizational culture, regulated behavior, the ability to identify and satisfy social needs, the ability to self-learning and self-development .

Of the above-mentioned features of social organizations, the most important is the ability of organizations to identify (recognize) and satisfy social needs, since the very existence of the organization depends on this ability.

Any social organization, be it a society or a company, exists as a stable social integrity because, like a living organism, it has intelligent activity, manifested in the ability to adequately respond to challenges or identify (detect) and satisfy its needs. Note that this feature in no way contradicts the fact that many organizations are goal-oriented systems. At the same time, organizations cannot be considered only as goal-oriented systems, without taking into account their sociology, including the processes of self-organization and the formation of collective consciousness aimed at identifying and satisfying their own needs.

Functioning of a social organization

They form a single complex, which is why they are often called the organizational problem management functions.

The functions of social management should also include the functions of legal regulation, structural regulation, value regulation, innovation management, interorganizational regulation, as well as classical management functions.

Legal regulation means the ability to solve problems with the help of regulations and provides for the development and introduction of new regulations and adjustments of old ones. In addition, legal regulation provides for the legislative consolidation or prohibition of naturally occurring orders.

Structural regulation means the ability to solve problems by creating and introducing new or consolidating (or prohibiting) existing organizational structures, social institutions, specially created organizations and involves the development and implementation of new organizational systems, changing old systems.

Value regulation consists of purposefully changing social values, including the social norms of an organization in order to solve social problems. Value regulation involves the consolidation or prohibition of certain social (sociocultural) values

Interorganizational regulation refers to the ability to solve common problems by combining several organizations on a temporary or permanent basis.

Interorganizational regulation involves the creation of contracts, unions, associations and other types of associations.

Thus, the functions of social management include both the functions of traditional management and the functions of preparing and making management decisions, as well as the functions of legislatively securing management decisions and monitoring their implementation.

As follows from the table, traditional management functions (functions of managing executive activities) make up less than half of all management functions, which largely explains the unsuccessful attempts to manage society using mainly the functions of classical management.

Many of these functions (in particular, the functions of managing organizational problems and the development functions) are hidden (implicit, latent) or semi-hidden in nature, which leads to inadequate ideas.

In particular, the popular view of the organization as a goal-oriented system is a consequence of a lack of awareness of non-traditional management functions. As a result, many managers do not see much difference between running a society and running a large factory. But the difference between them is enormous - like between a person and a machine (robot). If a machine (factory) was designed by a person himself, who knows well how it functions and what can be expected from it, then no one designed society and the laws of its development are still almost unknown to us, therefore, unlike a factory, goal setting can only be applied to it when objective knowledge about the laws of the functioning of society will be obtained.

So, a social organization, regardless of its origin, has the ability to identify and solve problems with the help of a variety of means that it creates itself or uses ready-made. This unique ability requires a unique mechanism that carries out complex management and production functions.

Introduction. 3

Section I Social organization as an organizational system. 5

1.1. The concept of social organization. 5

1.2. Organizational structures of social organization. eleven

Section II Typology of social organizations and comparative analysis their features. 17

2.1. Classification of organizations. 17

2.2. Features of social organization. 24

2.3. Functioning of social organization. 27

Conclusion. 33

References.. 35

Relevance Topics. 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 to implement a program or goal and act on the basis of certain rules and procedures.

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 :

1. Define the concept of social organization.

2. Consider the organizational structures of a social organization.

3. Show the classification of organizations.

4. Reveal the features of social organization.

5. Characterize the functioning of a social organization.

1.1. Concept of social organization

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

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).

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.

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.

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.

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 acting to achieve a 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 a unique, problem-solving whole. The function of this whole is to satisfy particular human needs by interacting with other systems, including different types of human activities and resources in their specific environment » .

Social organizations play a significant role in the modern world. Their 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 of 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.

1.2. Organizational structures of social organization

For effective management of an organization, it is necessary that its structure corresponds to the goals and objectives of the enterprise and is adapted to them. The organizational structure creates a certain framework, which is the basis for the formation of individual administrative functions

Linear the scheme (Fig. 1.) works well in small social organizations with high professionalism and authority of the leader; as well as the great interest of subordinates in the successful work of the social organization.

Fig.1. Linear diagram

Ring The scheme (Fig. 2) has proven itself well in small social organizations or in divisions of medium-sized social organizations, a social organization with stable products and a market, in which there is a clear division of functional responsibilities among professional workers.

Fig.2. Ring circuit (functional connections)

Wheel scheme(Fig. 3) has proven itself well in small social organizations or in divisions of medium-sized social organizations with an unstable range of output and sales markets, in which there is a clear division of functional responsibilities among professional workers. The manager implements linear (administrative) influences, and employees perform their assigned functional responsibilities.

Fig.3. Wheel diagram (linear-functional connections)

Star scheme(Fig. 4) gives positive results with the branch structure of a social organization and if it is necessary to maintain confidentiality in the activities of each component of the social organization.

Fig.4. Star circuit (linear connection)

Basic schemes make it possible to form a wide variety of relationship schemes derived from them.

Hierarchical scheme(Fig. 5) is based on the “wheel” scheme and is applicable for large organizations with a clear division of labor.

Rice. 5. Hierarchical diagram (linear-functional connections)

Staff chart(Fig. 6) is based on the basic “star” circuit. It provides for the creation of functional headquarters under the head in the form of departments or groups (for example, financial department, personnel department, etc.).

These headquarters prepare draft decisions on relevant issues for the leader. Then the manager makes a decision and communicates it to the appropriate department.

The staff structure has the advantage if it is necessary to exercise linear management (unity of command) over key units of a social organization.

Rice. 6. Headquarters diagram (linear communication)

At the core matrix scheme(Fig. 7) there are “line” and “ring” schemes. It provides for the creation of two branches of subordination: administrative - from the immediate manager and functional - from specialists who may not be subordinate to the same manager (for example, these may be specialists from a consulting firm or an advanced organization). The matrix scheme is used in complex, knowledge-intensive production of goods, information, services and knowledge.

Rice. 7. Matrix diagram (linear and functional connections).

Rice. 8. Mixed pattern of relationships in social organization.

In the mixed scheme (Fig. 8.), the middle level of management determines the flexibility of the organizational structure of a social organization - this is its most active part. The highest and lowest levels should be the most conservative in structure.

Within the same social organization, and even within the same type of social organization, several types of relationships can exist.

Thus, management of an organization is a continuous process of influencing the performance of an employee, group or organization as a whole for the best results in terms of achieving the set goal.

Section II Typology of social organizations and comparative analysis of their features

2.1. Classification of organizations

Social organizations, which form the basis of any civilization, can be represented in the form of a large set of legal norms and organizational structures. In any science, classification occupies a special place. Classifying organizations is important for three reasons:

Finding similar social organizations according to any parameters, this helps to create a minimum of methods for their analysis and improvement;

The ability to determine their numerical distribution by classification to create the appropriate infrastructure: personnel training, control services, etc.;

The belonging of a social organization to one group or another makes it possible to determine their attitude to tax and other benefits.

By origin organizations are divided into natural, artificial and natural-artificial. This division of organizations has important scientific and practical significance. Typical types of natural, artificial and natural-artificial organizations are shown in Table 1. Based on an analysis of the works of structural functionalists (T. Parsons, N. Smelser), the following description can be given natural model organizations.

Types of social organizations

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 stable because they have internal control mechanisms that prevent people's behavior from deviating from social norms and a unified system of 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.

Natural-artificial organizations- these are organizations that are partly formed naturally and partly artificially. A typical example of natural-artificial organizations are modern societies (civilizations) with a consciously formed state mechanism, in which some subjects of power (president, parliament) are elected, and others (government) are appointed. However, the social mechanism of society includes not only a consciously formed state mechanism, but also a spontaneously developing latent part.

Examples of organizations that emerged from the basis of spiritual intimacy are families, religious and party organizations, social movements and unions. Examples of organizations that have emerged on a business basis are corporate associations: economic associations and unions, concerns, consortia, cartels, conglomerates, trusts, syndicates, holdings, financial and industrial groups (FIGs).

In addition, social organizations can be classified according to the following criteria:

· in relation to power - governmental and non-governmental;

· in relation to the main goal - social and economic;

· in relation to profit – commercial and non-commercial;

· in relation to the budget – budgetary and extra-budgetary;

· by form of ownership - state, municipal, public, private and organizations with mixed forms of ownership;

· according to the level of formalization – formal and informal;

· by industry – industrial, transport, agricultural, trade, etc.;

· in terms of independence of decision-making – parent, subsidiary, dependent;

· by size and number of members of the organization - large, medium, small.

Additional criteria for classification may also be used.

Status government social organization is given by official authorities. TO government organizations include organizations established in the Constitution, presidential decrees, for example, ministries, state committees, the Presidential Administration, prefectures, district governments, etc. These organizations are subject to various privileges and certain strict requirements (privileges - financing, benefits, social Security; requirements - a government official does not have the right to head commercial structures, does not have the right to use privileges for his own benefit or the personal benefit of his employees.

TO non-governmental social organizations include all other social organizations that do not have such status.

Commercial social organizations (economic partnerships and societies, production cooperatives, state and municipal unitary enterprises) build their activities on obtaining maximum profits in the interests of the founders, and for non-profit(consumer cooperatives, public or religious organizations, charitable and other foundations, institutions) the main goal is to satisfy social needs, while all profits do not go to the founders, but to the development of the social organization.

Budget Social organizations build their activities based on funds allocated by the state, while they are exempt from paying many taxes, including VAT.

Non-budgetary social organizations themselves seek sources of funding. Many social organizations are trying to attract both budgetary and non-budgetary funds for their development.

Public organization - membership based public association, created on the basis of joint activities to protect common interests and achieve the statutory goals of the united citizens. Public organizations are created to meet the social needs and interests of members of society: political parties, unions, blocs, human rights organizations, etc. Public social organizations build their activities on the basis of meeting the needs of their members of society (in the internal environment).

Household social organizations build their activities to meet the needs and interests of individuals and society in the environment external to the organization.

Business organizations include: legal entities all forms (except for public and religious organizations), incl. limited liability company (LLC), Joint-Stock Company(JSC), production cooperative (PC), etc., non-legal entities of all forms, incl. divisions of organizations, organizations based on individual labor activity, etc.

Business organizations may have following forms property: state, municipal, public, rental, private, group. They are usually divided into four groups: micro, small, medium and large organizations. The categories of such division can be the number of personnel, the cost of the property complex, the importance of the products produced and the market share of the relevant products.

Formal social organizations are registered in in the prescribed manner societies, partnerships, etc., which act as legal and non-legal entities. This is an association of people bound by an agreement on their rights and responsibilities. Formal organizations may have the status of a legal or non-legal entity.

Formal organization, characterized by:

Strictly prescribed and documented goals, rules and role functions;

Rationality and impersonality of relations between its members;

The presence of a government body and management apparatus.

Informal social organizations are unregistered government agency social organizations either due to their small numbers or for some other reasons. Informal social organizations include associations of people connected by personal interests in the field of culture, everyday life, sports, etc., having a leader and not conducting financial and economic activities aimed at obtaining material profit.

Not formal organization characterized by:

Spontaneously formed system social connections and relationships, norms, actions that are the result of interpersonal and intragroup communication;

Lack of clearly expressed and documented rules and regulations.

By form of ownership distinguish between state, municipal, public organizations and organizations with mixed forms of ownership.

State and municipal organizations are fully or partially under the control of state or municipal authorities.

Private organizations are organizations created by individual entrepreneurs: partnerships, cooperatives, farms, as well as those created through contributions from shareholders: joint-stock companies, business partnerships, etc.

Organizations with mixed ownership are formed on the basis of a combination of various forms of ownership: state, private, foreign. For example, a joint stock company, along with the participation of state capital, attracts private, including foreign, investment.

Depending on the composition of subjects Organizations are divided into elementary and composite. Elementary organizations consist of individuals ( individuals), composite include at least one smaller organization (artificial or natural). Examples of elementary organizations are families, informal groups, some small businesses; examples of composites are concerns, holdings, financial and industrial groups, cities.

By indication of the presence of special controls organizations are divided into nuclear and non-nuclear. Examples of nuclear organizations are large modern cities, enterprises, and corporate associations. Examples of non-nuclear organizations are families, interest clubs, friendly companies, egalitarian, pre-state societies.

By sign of problem orientation organizations are divided into problem-oriented (single-problem) and multi-problem.

2.2. Features of social organization

Among the elements that influence formal communications and informal relationships, we can distinguish general and special.

General in the relationships of people in an organization, it is possible to predict and on this basis create various types of normative documentation.

Special- this is the color of relationships, which in some cases can be decisive in the activities of the organization. The combination of the general and the particular in the relations of people significantly influences the general and the particular in the activities of the social organization itself, its reaction to the action of a particular law.

The huge variety of types of social organizations makes it impossible to study each of them in detail, so to determine their characteristics we have to limit ourselves to only a few of them.

Let us divide the entire set of features (properties) of organizations, most often found in the scientific literature, into three groups. TO first group Let us consider the features characteristic of artificial organizations (using the example of business organizations). Co. second group Let us consider the features characteristic of natural organizations (using the example of society, historically formed cities, nations, civilizations, ethnic groups, etc.). TO third group Let us consider general features characteristic of both artificial and natural organizations.

FEATURES OF ARTIFICIAL ORGANIZATIONS

1. Focus on specific social needs.

2. Focus

3. Unified control center

4. Hierarchical structure

5. Integrated nature

FEATURES OF NATURAL ORGANIZATIONS

1. Lack of creation goals

This feature follows from the spontaneous nature of the emergence of natural organizations.

2. Universal nature of the activity

3. Flexible management structure

4. Presence of redundancy

GENERAL FEATURES OF SOCIAL ORGANIZATIONS

1. Integrity and sustainability

2. Presence of organizational culture

3. Regulated behavior and activities of organization members

4. The ability of organizations to identify and satisfy their needs, or the ability to identify and solve their problems.

5. The ability for self-development and self-learning.

2.3. Functioning of a social organization

They form a single complex, which is why they are often called the organizational problem management functions.

Interorganizational regulation refers to the ability to solve common problems by combining several organizations on a temporary or permanent basis.

Interorganizational regulation involves the creation of contracts, unions, associations and other types of associations.

An approximate composition of social management functions is given in Table. 2. The table shows that with the help of management, in general, two types of activities are carried out - the main (production) and activities related to the survival and development of the organization.

table 2

Social management functions

Functions of survival and development

Functions
management

Control functions
problems

Functions
development

Main activity

law enforcement activities

Foresight
and problem identification

Analysis and research of problems

Goal setting
Preparation of solutions

Control for
implementation of solutions

Execution Analysis
solutions

Legal
regulation

Structural
regulation

Control
innovation

Value regulation

Regulation
inter-organizational
relations

Planning

Organization

Management

Coordination

Control for
performing
activities

Prosecutor's
supervision

Control

Inspection

Control
legal proceedings

This special mechanism that carries out strategic management, according to I. Ansoff, should consist of three groups:

- “staff”, whose responsibilities include identifying trends in the external and internal environment, assessing the scale of their impact and development, calculating the time required to respond to them, and warning decision-makers about suddenly emerging important problems;

General management groups; it should be concerned with assessing the relative importance of problems, compiling a list of them, developing methods for considering them and assigning responsibilities associated with the solution;

Target groups tasked with solving relevant problems.

Social mechanisms exist in all organizations, both natural and artificial. However, this does not exclude the possibility that the social mechanism coincides with the organization itself. This is especially true for artificial organizations.

In large modern companies, the role of a survival and development mechanism is played by marketing departments, which play a leading role in organizations. Production and production support services play the role of executive mechanisms, restructured depending on changes in market conditions.

Thus, the social mechanism performs the main function in the organization: it identifies and solves social problems with the help of the social management functions discussed above, some of which (functions of problem management, structural regulation, value regulation), as is known, are of a hidden (latent, shadow) nature. The latter means that such functions are of a non-institutional nature: they are not generally recognized and are not performed consciously enough, specialists are not trained for them, and appropriate scientific tools have not been developed for them.

For example, organizations, as a rule, do not have specialized units that identify organizational problems. Such functions are implicitly assumed by the official heads of organizations.

Although these functions are hidden, they are still performed. This means that in organizations there are people and (or) structures that perform these functions informally, often without knowing it. Moreover, some of these people and structures may not be part of the explicit (formal) part of the social mechanism.

The goal of the course research was achieved by implementing the assigned tasks. As a result of the research conducted on the topic “Social organization, features of its functioning, management, classification of organizations,” a number of conclusions can be drawn:

Social institutions can be divided into two types – regulatory (legal) and organizational (structural). The first regulate (order) the relationships between members of a society or organization. These are a kind of “rules of the game” according to which members of the organization act. These include customs, traditions, legal norms, and moral norms. Organizational institutions are organizational structures that consolidate relationships between members of society. Organizational institutions can include not only social organizations, but also other organizational formations (for example, the state, government, duma).

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

In an organization, the interests of individuals and groups intertwine and coexist, rules and norms of relationships, discipline and creativity are established. Each organization has its own mission, culture, image. Organizations change in response to environmental demands and perish when they fail to meet them. The class of socio-economic systems is incomparably more complex than the class of socio-technical systems.

The classification of organizations makes it possible to group them according to similar characteristics or parameters in order to develop general methods for analyzing economic activities, improving management and regulation. The classification and typology of organizations is also necessary to determine public policy in relation to various types of enterprises.

The first social organizations on Earth were of natural origin. Artificial organizations appeared later than natural ones, which initially served as standards for the creation of artificial organizations.

Natural-artificial organizations are an intermediate (mixed) form of social organization, combining both artificial and natural examples of organizational culture.

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2. Ansoff I. Strategic management / I. Ansoff - M.: Economics, 1999.- 621 p.

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4. Doblaev, V.L. Theory of organization / V.L. Doblaev. - M.: Nauka, 1995. - 500 p.

5. Zaks, S. Evolutionary theory of organization / S. Zaks // Problems of theory and practice of management. – 1998. - No. 1. – C44.

6. Kudashkin, D.M. General theory of social organizations / D.M. Kudashkin – M.: Unity, 2000. – 376 p.

7. Levankov, V.A. Organization theory. Basic notes of lectures and methodological recommendations for studying the course / V.A. Levankov - St. Petersburg, 2001. - 342 p.

8. Milner, B. Z. Theory of organization / B. Z. Milner - M., 1998.- 412 p.

9. Parakhina, V.N. Organization Theory: Textbook. Benefit / V.N. Parakhina, T.M. Fedorenko - M.: KNORUS, 2004.- 321 p.

10. Radchenko, Ya.V. Organization theory. Part 1. (lecture notes)/ Ya.V. Radchenko – M.: GAU Publishing House, 1998. – 231 p.

11. Rogozhin, S.V. Organization Theory: Textbook. allowance / S.V. Rogozhin. - M.: Moscow. state University of Commerce, 1998. – 364 p.

12. Smirnov, E.A. Fundamentals of organization theory. Tutorial for universities / E.A. Smirnov - M.: Unity, 2000. – 403 p.

Franchuk V.I. Fundamentals of the general theory of social organizations. - M., IOS, 1998.

Radchenko Ya.V. Organization theory. Part 1. (lecture notes) - M.: GAU Publishing House.S.56-59.

Kudashkin D.M. General theory of social organizations. – M.: Unity, 2000.С43-54.

Levankov V.A. Organization theory. Basic lecture notes and guidelines for studying the course. – St. Petersburg, 2001.

Ansoff I. Strategic management. - M.: Economics, 1999

Kudashkin D.M. Op. op. P.68-79.

The transition from traditional tribal societies to complex ones government agencies was accompanied by the emergence of a number of areas of human activity that required the creation of strict organizational ties and stable organized groups focused on achieving long-term goals. This need found expression in the emergence of artificial organizations. An artificial organization is a system of connections and social roles, created in accordance with a specific plan, to achieve a specific goal and characterized by rigidity of internal connections, resistance to external influences, and strict assignment of role functions to each status occupied by a member of the organization.

Artificial organizations are characterized by:

1) an extensive hierarchical management and control structure;

2) the fundamental impersonality of the statuses existing in such structures. The impersonality of statuses lies in the fact that the existence of each status and the corresponding role requirements do not depend on the personality occupying it. An individual head of an organization can leave his post, but the status (position) of the head remains under any circumstances, up to the collapse of the organization or a change in its structure;

3) rigid power ties based on formal norms. A formal regulatory code with strictly defined rights and responsibilities for each status allows the impersonal organizational structure to function and ensures the continuity of organizational behavior through a continuous process of learning the role requirements for each status in the organization's structure.

The emergence of stable artificial organizations was first noted in ancient civilizations. Organizations of this kind arose only in strictly limited areas of activity related to the implementation of long-term goals and with the constant coordination of the efforts of many participants. Such areas of activity primarily included military affairs and large-scale construction. The creation of the army as an artificial organization with a rigid power structure was primarily due to the transition from a voluntary army to an army based on hiring or conscription. The need for such an organization of the army is explained, firstly, by the requirement for constant protection of the state’s borders, and secondly, by a significant increase in the number of troops. The latter determined the use of formal control through coercion (and not through group pressure, as in natural organizations) on the basis complex system rules and regulations that ensure interaction between different departments large army. This became possible with linear command and control of troops (Fig. 1). Note that the linear structure adopted in the Roman army is a prototype of modern rigid linear structures, characterized by authoritarian methods of management.

Rice. 1. The fundamental structure of the leadership of the army of Ancient Rome

during the period of the empire (one of the management options is given)

The structure of the artificial organization that arose in the field of construction was fundamentally different.

In the Ancient World (then in the Middle Ages), grandiose structures were built (pyramids and irrigation systems in Ancient Egypt, temples and circuses in Ancient Rome etc.), which required not only special construction knowledge and skills, but also coordination of the actions of many thousands of people. Gradually, a system for managing the actions of performers and a system for distributing functions between individual areas during construction were formed (Fig. 2). The main coordinator of the entire process was the architect or chief builder of the structure. His direct subordinates were the leaders of groups of masons, groups of artists, heads of groups of woodcarvers and carpenters, and chief sculptors (they were also called masters or great masters). Subordinate to the masters were apprentices, who in turn coordinated the actions of ordinary performers.

Comparing the structures in Fig. 1 and 2, one can easily see that the organization of builders in its structure differs significantly from the linear organization of the army. This is explained by the fact that the construction of structures requires a strict division of organization members into specialties. We can say that this structure (Fig. 2) is a prototype of the modern functional structure, which is characterized by the distribution of organization members not only by management levels

(vertical division), but also by specialization (horizontal division).

Of course, ancient and medieval artificial organizations bear little resemblance to modern organizational forms. The main difference is related to dominance natural forms organizational structure. Very often, the structures of artificial organizations were changed and “adapted” to individual individuals or disintegrated when the most influential and significant individuals included in the management structures were eliminated (which is typical for natural organizations). In addition, organizational structures were imperfect in terms of transmitting leadership messages, there were no stable formal norms, as a result of which management processes were ineffective.

Let us emphasize once again that ancient and medieval organizations can rightly be considered prototypes of modern corporations with highly complex structural formations and extensive systems of interrelations, since they, firstly, expressed the desire to satisfy the most significant needs; secondly, they clearly reflected the idea of unity of command, strict implementation of the will of a single leader; thirdly, they were characterized by a division of responsibilities, which later made it possible to use the system of social division of labor in order to increase the efficiency of organized activities.

At the same time, in ancient (and medieval) artificial organizations there were no clear internal relationships, distribution of power, specialization, communication system and many other attributes without which it is impossible to imagine a modern organization.

There are so many forms of different types of organizations that it is impossible to talk about them all at once, so here we will focus only on the main ones, and in the future, as necessary, we will replenish and deepen our knowledge.

First of all, we can talk about the classification of organizations from the point of view of their origin. In this sense, natural and artificial organizations are distinguished.

Natural ones arise on their own, spontaneously, and do not have goals specifically set by someone from outside, so their activities are aimed at solving internal problems. Based on this task, the structure of the organization is formed, which, like the power in them, is quite vague, and resources are distributed.

Such organizations have high independence and adaptability, that is, the ability to adapt to changes in the external and internal environment, and therefore sustainability. This is largely achieved due to their polycentricity, the presence in them of elements not related to solving current problems, and forming a reserve in case of unexpected changes, the predominance of self-organization.

A natural organization is, for example, a village, a club of interests, etc.

Artificial organizations are designed and created according to a specific plan and are characterized by a focus on achieving specified goals. Goals determine the structure of the organization, which, as a rule, includes only the necessary elements (divisions, positions, jobs), and resources are spent to achieve them. At the same time, coordination of individual parts of the organization is ensured by a single center. The given purpose and structure leads to the fact that in practice such organizations are not flexible and adaptive enough.

The activities of an artificial organization are legitimized social system higher order, for example, the state, general meeting founders, etc. , which gives it an official character, so it occurs within the framework of the regulatory space.

Such an organization is characterized by: rational division of labor; specialization (distribution of tasks between performers); hierarchy, where job functions act as powers; impersonality; the presence of mechanisms by which one can purposefully regulate its activities by analogy with management technical systems. This gives the organization stability, sustainability, and predictability.

From the point of view of predetermined connections between elements, formal and informal organizations are distinguished.

Russian sociologist A. Prigozhy believes that formal organization, as a system, is a priori given relationships, officially established norms, rules and standards, is inherent in every social institution, regardless of its purpose, and reflects the need to streamline the joint activities of people, existing under any conditions.

The task of a formal organization is considered to be to increase the efficiency of its participants by limiting its diversity; minimizing risk, planning, regulation, coordination. But as formalization increases, efficiency increases in one respect and decreases in another, or first increases and then begins to decline overall.

Formalization in itself is not only rational, but also irrational, since it has objective and subjective limits and, along with functional ones, has dysfunctional properties. Therefore, it is considered appropriate to specifically define the boundaries of formalization.

Over time, artificial formal organizations begin to evolve independently, moving away from the plan according to which they were created, and living their own lives.

A formal organization includes people only as representatives of positions, but they, of course, cannot “leave their personality at home” and therefore bring their own interests into the organization and interact with each other to achieve them. As a result, within the framework and along with the formal, spontaneous informal organization in the form of a set of programmed contacts based on the voluntary choice of partners and personal relationships, and together with it forming a real organization.

An informal organization always arises in connection with the need to compensate for the shortcomings of a formal one, and therefore is somehow connected with it, but this connection is ambiguous. Sociologists distinguish two types of informal organizations, each of which plays a specific role in management.

Firstly, we can talk about the so-called informal organization, which helps solve formal problems in ways different from those officially prescribed, which is possible due to the separation of personality and function. The fact is that all the actions of members of an organization related to the achievement of its goals cannot be foreseen and “scheduled” in advance, and in case of difficulties, so that the work does not stop, people are often forced to enter into personal contacts not provided for by regulations, although not prohibited. The totality of such contacts precisely forms an informal organization.

Consequently, the functional insufficiency of a formal organization is the main reason for the formation of an extra-formal organization, as a set of informal business connections.

Secondly, there is a psychological informal organization that is connected with the corresponding formal one only conditionally. Within its framework, people satisfy their need for communication or for help and support that is not provided to them by a formal organization. Such an organization takes the form of an informal group that does not have an “instrumental” one, i.e. business orientation.

As a rule, no organization can be either only formal or only informal - these are its extreme forms, but in fact it contains both those and other elements. Depending on the situation, the share of formal and informal elements constantly fluctuates, and, as noted, its change occurs like an avalanche, usually with a change in leadership.

In practice, the organization is a mosaic, where one part functions on the basis of predominantly formal principles, for example accounting; the other is informal - scientific, marketing and other departments.

Any organization, being a community of people with their own interests, goals, and aspirations, is a political system in miniature. From the point of view of the characteristics of the “political system,” two models of organization are distinguished: unitary and pluralistic.

In accordance with the first, an organization is a single entity with certain functions, stable activities, functioning on the basis of norms and fixed relationships.

Unitary organizations focus on achieving their goals with the help of a single team of participants who make every effort to achieve this. Conflicts in them are rare and are explained by the actions of dissidents, who can be easily isolated through competent management and forceful pressure. The unity and direction of the activities of such an organization is ensured by strict power, requiring unconditional loyalty, restriction of freedoms and ideological indoctrination of participants while ignoring their opinions and themselves as individuals.

Members of such an organization must place concern for its interests and preservation above all else.

Unitary organizations usually have primary status in relation to their members. Primary means that the organization for the people it unites acts as a kind of external reality that arose and exists independently of them. By joining an organization, people recognize its absolute priority, dominance over themselves, and the inability to influence the resolution of fundamental issues; obey its demands; act in accordance with the rules established by it. An example of a primary organization is a government agency, which arises on the basis of a decision of higher authorities.

In accordance with the second model, an organization is a voluntary association of participants interested in their own benefit, which can only be achieved through common benefit. Within the framework of their interaction, based on contracts and agreements, there is both cooperation and competition, a desire for individualism, or vice versa, for consolidation. Therefore, in such pluralistic organizations, conflicts are viewed as ordinary phenomena that are easily resolved and can positively influence their development, and power is used to coordinate the activities of independent participants.

Pluralistic organizations are usually secondary, that is, they are created, on the contrary, by the participants themselves, who endow them with certain rights and resources, establishing the “rules of the game” to which they are ready to obey under certain conditions. Such organizations exist as corporate and associative.

TO corporate organizations include those whose members are ready to sacrifice their own sovereignty to a certain extent to achieve their goals. The organization harmonizes these individual goals and promotes their implementation by subordinating the common goal, which formally serves as its goal. To do this, it must have some independence from the participants and temporary priority in relation to them.

An example here is a joint-stock company, which, in the interval between meetings of participants, dictates its will to them, and the latter obey its decisions. At the same time, at the meeting itself, they determine the fate of the organization, strategy and prospects for its development. Therefore, the priority of the corporation is conditional.

Organization associative type is created by its members for the daily coordination of activities without losing their sovereignty, and do not even have conditional priority over them. Therefore, decisions here are made by general consent, according to which the distribution of available resources occurs.

Based on the characteristics of the interaction of individual elements, organizations are divided into mechanistic and organic. The first are characterized by the inviolability of borders, stability of the structure, centralization of power, the predominance of rigid connections, the official nature of relations, a clear specification of rights and obligations, comprehensive regulation and programming of activities resembling work technical devices, for example hours.

Mechanistic organization is seen as an instrument for achieving pre-planned goals, broken down into specialized subgoals. This model is effective in a stable, predictable environment when solving simple, repetitive problems.

Everything is mechanical in nature. state organizations, as well as large and medium-sized commercial firms operating in traditional sectors of the economy, weakly exposed to the influence of scientific and technological progress and competition.

But today's life is characterized by instability of the economic situation, uncertainty of situations, permanent shift priorities, connections, guidelines. Success here can be achieved by organizations operating on the basis of completely different principles - the so-called organic ones.

The latter are characterized by such features as blurred boundaries, significant independence of individual units, their broad specialization, weak hierarchy, few rules and procedures, freedom of choice of activity options, evaluation of results based on real market effect, rather than centrally established indicators, the predominance of informal relationships, flexibility and the ability to change and develop. Elements of such an organization often struggle with each other for survival in a constantly changing environment.

All this gives such organizations greater flexibility, agility, and efficiency in their work, and gives their members additional incentives to work. They interact with the environment better than mechanistic ones and adapt, albeit painfully, to constant changes in it.

Organizations of this type usually prevail in areas of activity characterized by instability, complexity and uncertainty of goals and objectives. Most often they are associated with innovation processes - scientific research, experimental design developments, and the implementation of their results into practice.

At the same time, they are not free from many shortcomings, therefore, in practice, depending on the nature of production and economic activity, traditions, abilities of the team and management, there is often a reasonable combination of both forms.

Finally, organizations can be distinguished by the goals that are set for them. In this regard, we can talk about business and public organizations.

Business organizations - firms, institutions, associations, etc., are created to achieve the so-called instrumental goal associated with meeting social needs. This ensures the realization of the interests of the members of the organization themselves. For example, a corporation, having sold goods and services, receives the funds necessary to pay wages to employees and dividends to shareholders.

According to the form of the result of their activity, such organizations can be individually oriented (notary office), socially oriented (parliament) and mixed (educational institution), and according to the method of delivering the result to the consumer - classroom (television) and client-oriented (factory).

Public organizations satisfy the needs of their members for mutual assistance, communication, and self-expression. They are usually natural in origin; By the nature of their activities, they are mostly informal. They have goals developed as a result of a generalization of the personal goals of the participants, but sometimes these goals are oriented outward, towards the creation of new social values (ecological movement).

Each organization is characterized by a certain style of behavior. There are two such styles: entrepreneurial and incremental.

The incremental style is characteristic of both commercial and non-profit organizations. It lies in their focus on structural stability, a constant composition of weakly related activities, maximizing current profits, relying on internal capabilities and resources, the desire to save on scale, extrapolating approaches to development, limiting alternatives and focusing on past experience.

The entrepreneurial behavior of an organization is characterized by flexibility of structure, optimization of profitability, the desire to change the environment, the formation of new areas of activity, encouragement of creativity and initiative, the assumption of conscious risk, active search new opportunities and a better alternative. Entrepreneurial behavior often takes place in times of crisis.

In the 80s American researchers T. Peters and R. Waterman put forward the position that modern organization must meet three requirements: to be effective from a business point of view, to be regularly updated and to prevent stagnation. The basis for this, in their opinion, are three “pillars”: sustainability, entrepreneurship and breaking traditions.

The effectiveness of an organization is determined by the extent to which it contributes to the achievement of the goals set by people while minimizing costs and various types of adverse consequences. It depends on such basic factors as a favorable business environment, a flexible, well-founded business strategy; quality of human, especially managerial resources (optimal number of appropriately trained employees; clarity and rationality of distribution of specific functions among them in accordance with the tasks at hand).

Strengthening the organization is achieved in two ways: increasing the mutual dependence of divisions and their autonomy. Interdependence generates common interest, exchange of experience and information, and autonomy enhances personal interest, independence, and internal consolidation. The balance between these points is maintained by the horizontal rotation of managers, the centralization of social, scientific and technical policies, the introduction of elements of market relations between departments, the systematic exchange of information, and a high common culture.

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