The main types of social organizations are: Social organization: concept, types of social organizations

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1. The concept of social organization

2. Structure of social organizations

3. Typology of social organizations

4. Social management as a type of management in society

Conclusion

Bibliography

Introduction

social organization management

In everyday life, we often use the concept of “organization,” but we attach different meanings to it.

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

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

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

1 . Concept of social organization

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

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

Secondly, this is a special type of activity consisting of coordinating actions, establishing connections and relationships.

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

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

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

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

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

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

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

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

2 . Structure of social organizations

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

Formal organizations

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

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

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

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

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

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

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

Informal organization

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

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

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

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

b) promote cohesion among members of the organization;

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

3 . Typology of social organizations

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

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

2) target mobility and

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

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

1. Administrative.

2. Public.

3. Associative.

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

a strictly defined structure and a high degree of formalization of relations;

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

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

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

Public (or allied) organizations are organizations in which:

goals are more flexible compared to administrative associations;

structures and interactions are less formalized;

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

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

Associative organizations have their own characteristics:

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

· structures are mobile;

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

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

Examples of organizations of this type are family, friendly company, etc.

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

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

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

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

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

Thus, a formal organization strives to make behavior

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

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

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

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

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

4. Social management as a type of management in society

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

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

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

Levels and functions social management

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Social management functions:

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

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

ensuring conditions for the safety of citizens;

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

ensuring the interests of workers during the privatization of enterprises;

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

development of social infrastructure;

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

The second group of functions covers:

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

organization of institutional activities that shape public mores;

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

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

The third group of functions is:

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

the development of its social structure;

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Social management system

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

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

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

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

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

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

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

Conclusion

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

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

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

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

Bibliography

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

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

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

4. Myagkova M., A.Yu. Sociology, Fundamentals of General Theory: textbook. M. 2008 - 256 p.

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

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

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Types of social organizations

There are two main types of organization - formal and informal. They are distinguished from each other by the degree of formalization of all connections, interactions and relationships existing in it. At the same time, in practice, organizations have both a formal and an informal aspect.

Formal aspect of organization- the main thing that distinguishes an organization from other social phenomena. Organization implies the presence of a stable form, a rigid hierarchical framework of relationships. The formal nature of a social organization will remain in the presence of a permanent status structure, a set of formalized norms, and a stable division of responsibilities and powers.
It is worth noting that the basis of formalization will be the functional division of labor. In ϲᴏᴏᴛʙᴇᴛϲᴛʙii with the system of division of labor they develop and are fixed on the formal

level of status difference. Statuses are ordered hierarchically according to the similarity of functional tasks and leadership-subordination relationships are established between them.

Informal aspect of organization will remain in the obligatory presence of a “background” in it, which consists of the moral and psychological atmosphere, interpersonal relationships, implicit leadership, likes and dislikes of people. Between “form” and “background” there are always complex dialectical relationships of indissoluble interconnection.

The crystallization of the formal structure of social organization constitutes the process of institutionalization. During this process, the formal structure acquires a kind of independent existence, independent of a specific individual and his will. It is precisely because of this “independence” that it is so detached from the individual that it ceases to respond to individual variability, loses any psychologism, turning into the social as such.

Classical functionalism (T. Parsons, R. Merton, A. Etzioni) considers the formal organization as a self-balancing system, self-sufficient in its objectivity. The main thing that distinguishes an organization from all other types of groups is conscious goal setting. An organization is created with a specific, clearly understood purpose and consciously plans the actions of its members. Etzioni points out the total nature of the organization for society: “We are born in the organization, raised in it, we devote a significant part of its existence to work in the organization... It is important to know that most of us die in it, and when the hour of funeral comes, the greatest one of the organizations - the state - must issue a burial permit.”

The degree of organization of social relations and everyday life is maximum in an industrial society. The emergence of large forms of production and capital at the end of the 19th century. required a decision the following questions: how to rationalize the labor process and production management, how to achieve set goals and at the same time maximally satisfy the needs of participants in their achievement. F. Taylor tried to answer these questions in his managerial concept of bureaucracy and M. Weber in his theoretical concept

bureaucracy. Both concepts were united by the belief in the possibility of an ideal social organization, which could ensure uninterrupted, perfectly coordinated labor activity and the same perfect control. The key to all this, according to Weber, was adherence to the principle of rationality.

According to M. Weber's concepts, the formation of the formal structure of society - its organization - occurs on the basis of progressive rationality. The material was published on http://site
The more mature a society becomes, the more rationally it tends to organize itself. It is worth noting that it is freed from irrational ideas and traditions. It develops a bureaucratic organization based on professional management, stability and rigidly fixed hierarchy.

Describing the “ideal type”, i.e. not really existing theoretical model bureaucracy, Weber identified seven main distinctive features characterizing a bureaucratic organization:

division of labor enshrined in formal rules or laws (list of job responsibilities);
vertical hierarchical order of subordination;
the presence of a public office, or office, where written documents reflecting the activities of the organization are stored, maintained business correspondence, complaints are accepted;
existence of a formal procedure for training officials;
the presence of full-time employees who are constantly occupied with the affairs of the organization throughout the working day;
the presence of official rules regulating the organization’s operating hours, the distribution of weekends and working days, break hours, reception of visitors, etc.;
loyalty of each employee to the organization as a whole, acceptance of its rules, activities in the interests of the whole.

By the way, this formal system of regulation is aimed at ensuring that the actions of individuals included in the organization are as predictable as possible, easily coordinated and simply controlled.

Weber believed that the maximum development of bureaucracy should ensure absolute efficiency of management, ideal speed and coherence in the functioning of the social mechanism. Its advantages are impersonality, alienation from the individual, unambiguous relationships, since it is rather a rigid abstract scheme, a bare drawing, the main advantage of which will be clarity. It is important to note that at the same time Weber also noted the shortcomings of bureaucratic management, such as the lack of flexibility necessary to adequately respond to non-standard situations, template thinking and actions, which entails the inability to allow for the possibility of unforeseen consequences of any action that does not fit into the template.

From historical practice and later research by sociologists (for example, R. Mrton, who showed the inevitability of “unforeseen consequences”) it became clear that, in principle, there cannot be a perfectly functioning formal organization. The formal organization is rigid, while living social reality is changeable and always richer and more diverse than the bureaucratic scheme. Moreover, a formal organization operates exclusively with roles - boss, subordinate, secretary, auditor - and does not see real people behind them, since it cannot take into account the individuality of individuals, their psychology, interpersonal relationships arising between them. It is worth noting that it operates with simple and clear logic and is so impersonal in its mechanical inertia that it gives rise to the phenomena “ dead souls"and second lieutenants Kizhe.

Modern sociology of organizations critically perceives Weber's theory of bureaucracy. T. Parsons, A. Gouldner and many other sociologists see the main contradiction in the fact that the real person at the top of the bureaucratic pyramid does not always have sufficient special knowledge. His status as a formal leader gives him great power within the organization, while professional authority and competence belong to the informal leader. Therefore, next to the formal hierarchy, an informal one arises, and such a state can become a source of constant conflicts.

A bureaucratic organization can become an obstacle to creativity and innovation. According to the French sociologist M. Crozier, creativity is possible in organizations where there are norms that encourage innovation, but the structure of a bureaucratic organization, focused on uniformity and unquestioning subordination to higher structures, does not provide the necessary freedom to introduce innovation.

The system of bureaucratic control does not encourage independence of thought, but conformity and discipline, so bureaucratic organization will be a positive factor in decisions simple tasks and is incompatible with the creative process.

Solving complex problems that involve a high degree of uncertainty and unpredictability of conditions requires a different management organization.

In a bureaucratic organization, the self-interests of individuals are transformed into the general interests and goals of the organization as a single entity. This leads to the leveling of individual creativity in the name of preserving the bureaucratic structure. Except for the above, with such a fusion of interests, the goals of the top of the hierarchy are identified with the interests of the organization as a whole. Ultimately, the goal of the bureaucracy is to preserve the material and other privileges of the ruling elite, the existing system of social regulation and, in general, the managerial status quo.

In Western sociology, a different typology of organizations has been developed, including various models of organizations proposed by foreign researchers. Let's study the most famous ones.

Organization as a labor process(Tylorism), the basis of which is the “man - labor” block. The behavior of an employee, according to this model, is completely determined from the outside according to a rationalized scheme.

Organization is a machine, which considers the organization as an impersonal mechanism built from formalized connections, statuses, goals in the form of a multi-level administrative hierarchy. It is precisely such a system that presupposes complete controllability, controllability, a person in it does not appear in specific manifestations, but exclusively as an abstract “man in general” (A. Fayol, L. Urvik, etc.)

Organization - community, where the main regulator is the norms of behavior adopted in the organization. It is important to know that informal relationships play a major role in this environment in the form of informal associations that arise quite often. Such organization satisfies the social needs of the individual (for communication, recognition, belonging) and controls his behavior (through ostracism, condemnation). By the way, this naturally occurring system is poorly controlled by previous methods. It is worth noting that it represents an “organization within an organization” and is the only effective method management for nes will be included in this system (E. Mayo, F. Roethlisberger, etc.)

Sociotechnical model organization, based on dependence within group connections on production technology. With all this, there is also an influence of the socio-psychological organization of the group on productivity.

Interactionist model, considered as a system of long-term interactions between employees. Individuals bring their own expectations and values to the organization depending on the situation, influencing the goals and structure of the organization. As a result of formal and informal interactions and the significant influence of the latter, great uncertainty arises for management, risk for decisions (C. Barnard, G. Simon, J. March, etc.)

"Natural" organization(based on the ideas of T. Parsons, R. Merton, A. Etzioni, etc.) The functioning of organizations is considered as an objective, self-improving process, in which the subjective principle will not be predominant. Organization within the framework of this model is understood as the homeostatic state of the system, allowing it to self-adjust under influences from the outside or from the inside. It is important to know that a large role in the functioning of this organization belongs to specially unplanned, spontaneous factors. This approach allows us to consider the organization as a specific social phenomenon that develops according to its own, little-known patterns, as a result of which numerous unforeseen situations arise.

Bureaucratic model M. Weber's organization is close to the organization-machine model, which is based on the concept of rationalization (“bureaucratization”) of human behavior in organizations.

Types of social organizations

Let's study the typology of social organizations according to social systems. We should not forget that the most important demosocial organization pre-industrial society was a family. It is worth noting that it was governed by the laws of customary law and functioned on the basis of a system of customs, traditions, rituals, and strict subordination to the boss - the father. IN industrial In European society, the family became a social institution, regulated by love, morality, and law. When going to post-industrial In society, the family turns into a social group, losing ϲʙᴏ and institutional features. This once again shows the complex dialectical relationship between social group, institution and organization.

Economic organizations - agricultural, industrial, transport, construction, etc. enterprises engaged in the production, distribution, consumption and exchange of material social goods and services. Their activities are accompanied by a system of exchanges, banks, savings banks, etc. financial organizations. Production and financial organizations ensure the functioning and development economic system society. It is worth noting that they differ in state (Asian) and market (European) societies.

IN market In societies, production and financial organizations are created by enterprising owners of the means of production to produce some goods and make a profit. It is worth noting that they are gradually uniting into holdings, trusts, corporations, banks, forming a market economy of the world. IN state societies similar organizations are created by state authorities - for example, GAZ in the USSR. It is worth noting that they are part of sectoral monopolies-ministries, forming the state economy of the country.

The enterprise contains a production management body (directorate, production and economic bureaucracy), which develops a charter, a plan, selects funds, and controls the activities of the enterprise. The enterprise operates on the basis of the division and coordination of labor of many professional groups, regulated by moral, administrative, etc. norms.

Do not forget that the most important political the organization of the society will be government, which contains: 1) legislative, executive, judicial branches; 2) the state apparatus (administration apparatus, or bureaucracy (officialdom)); 3) legal norms (constitution, laws, job descriptions), defining the rights and responsibilities of government bodies and their representatives; 4) material resources of power: finances, buildings, weapons, communications, prisons, etc.

State power is created and improved throughout the postprimitive history of mankind. The goals and functions of state power will be protection from other states (or attack on them), maintaining order, organizing economic life. It is worth noting that it is a hierarchical system of managing society, headed by a monarch or president, parliament, government, etc. By the way, this system operates on the basis of strict differentiation of the activities of statuses and roles. The system of statuses and roles is supported by a system of legal, administrative, moral, material regulators (values, norms, traditions, etc.)

Spiritual the social system contains ideological (church, parties, etc.), artistic (creative associations, etc.), educational (school, university, etc.), scientific organizations (academies of sciences, etc.). ) In this system of society, social institutions, rather than organizations, predominate. This means that the relations between governing bodies and managed organizations-institutions are determined not by administrative and legal norms, but by ideology, mentality, morality (conscience, duty, etc.) In Soviet society - as a type of totalitarian - the CPSU, the Academy of Sciences, etc., were more organizations than institutions.

The type of social organizations depends on the historical era. In the post-industrial (post-economic) era, which advanced countries are now opening, there will be post-industrial (post-economic) transnational corporations (TNCs). They are characterized by the following features: 1) their activities are based not on command and control, a strict hierarchy of statuses and roles, but on a modular scheme when small associated groups of workers work on the basis of a common worldview, mentality, and attitudes; 2) the process of creativity, and not its conditions, becomes the property of workers, as a result of which there is an increased dependence of management and owners of corporations on workers; 3) employees in such corporations perceive work as creativity, that is, activity motivated by spiritual (self-realization) interests.

Social organizations are also closely related to social institutions. Society is impossible without organizations - banks, enterprises, universities, shops, the transport system and others. We begin our lives in organizations and our activities are connected with them everywhere: maternity hospital, kindergarten, school, college, army, service, etc. All of them are types of organizations and are often identified with social institutions. In a broad sense, social organization is such a form and thus the joint activity of people, for whom it looks clearly ordered, coordinated, and well-functioning. However, the term "social organization" is used in several meanings:

■ as an element of the social structure of society;

■ as a type of activity of a certain group;

■ as the degree of internal orderliness and consistency in the functioning of system elements.

So, we can say that each person seems to be entangled in threads of connections, relationships, relationships, we see how communication is maintained, how groups gather, how actions are performed. And this whole system operates smoothly, without any confusion. This system served as the basis for the introduction of the concept of “social organization”. In principle, organization represents the highest level of development of social systems (the elements of which are people and the relationships that arise between them).

Social organization has the following character traits:

■ has a goal-oriented nature, since it was created to achieve certain goals. This means that an organization is a means and instrument to provide the function of unifying and regulating people’s behavior for the sake of a goal that cannot be achieved by each individual;

■ it is a complex interconnected system of social positions and roles performed by members of the organization; here there are vertical (mutually ordered) and horizontal structures;

■ the presence of mechanisms and means of regulation, as well as control over the activities of elements of the organization.

The term "social organization" has several concepts:

■ target group, an association of people of an institutional nature who strive to achieve certain goals in an organized manner (enterprise, government body, union);

■ these are means of management, managing people, these are ways of coordinating the functions of people, this is the harmony of forces, directions of people’s activities to achieve a certain goal;

■ a system of means of human activity, institutions, social control, social roles, value systems that ensure community members of the community, ensure order in social life (a certain structure, type of connections, property-attribute of a certain object).

Synthesizing the above vectors of understanding the category "organization", we can give the following definition: a social organization is a large social group (target group), which is created to achieve certain goals using rational means, saving effort, rational division of labor between group members, coordination of governing bodies . In a broad sense, it is a set of patterns of behavior, institutions, social roles, means of social control, which provides community members with community, harmonizes many of their aspirations and actions in the process of meeting needs, and also contributes to solving problems and conflicts.

All organizations have their own names, charters, goals, areas of activity, and operating procedures. But the most important thing, from the point of view of sociology, is the presence in it of a social hierarchy, statuses, distribution of roles, and a system of social relations. An organization resembles a society in miniature. It is characterized by hierarchy (the vertical placement of people by rank) and control (a mechanism that organizes the interactions of people who strive to obtain a higher status and place). Comparing with the social structure of society, it should be noted that people in it are distributed according to castes, estates, classes; in a social organization, the hierarchy divides people according to positions.

In society there are such organizational forms:

■ business organizations (firms, institutions);

■ public unions, mass organizations;

■ intermediate forms of organizations (artels, units, brigades)

■ family, scientific school, informal group.

The largest organization of society is the state.

Sociological specialists present different typologies of social organizations. The criterion for this division is the degree of formalization of norms, connections, statuses that exist in these systems (formal and informal social organizations). Formal arises, as a rule, as a result of a certain administrative political decision. The activities of such an organization are clearly regulated and determined by legal norms. The distribution of statuses here acts as a system of status-positions, and each of them has certain functions. In fact, these are large secondary groups that do not primarily influence the formation of personality, but are consciously created to achieve certain goals - from the public administration system, government to municipal “cells”. Along with formal ones, informal social organizations also operate in society. They appear not by order, but spontaneously. This is a system of social connections, relationships that develop spontaneously. Members of an informal organization are more independent in achieving individual and group goals, and have greater freedom in choosing the form of behavior and interaction.

One of the criteria by which a formal organization is distinguished from an informal one is the principle of legality. Formal is everything that is legal, established by regulations or through democratic procedures of expression of will. The concept of formal and informal organization was introduced into world sociology by the American sociologist E. Mayo. Thanks to his social experiments (Hawthorne experiments, 20s), he discovered that in any company, then in a factory, in addition to official official relations (elements of a formal organization), people necessarily have informal, friendly relations (elements of an informal organization), no less influence the efficiency of the organization.

In a social organization there are: a single goal (range of activities, services), a system of power and management that requires hierarchical subordination, distribution of functions (powers, responsibilities, subordination of positions) between employees, a communication system (means and channels for transmitting information).

Social institutions are closely related to social organizations. Some sociologists call social organizations a type of social institution or complex institutions. However, there is a certain difference in the content of these terms. Not every social institution can be considered an organization, and not every organization can be considered an institution (see Section “Social institutions”). Both social institutions and social organizations are created with the aim of regulating the process of meeting the needs of individuals and groups, to serve the implementation social interests. A social institution is an organization of social relations that is formed to solve major social problems; it is a type of “social effective project” that determines what kind of significant activity should be organized, how it should be directed and implemented.

Social organizations represent an integral system. And the whole, as we know, is greater than the sum of its parts. Therefore, based on the combination of organizational elements, a unique organizational cooperative effect is created, an increase in auxiliary energy. This effect means an increase in additional energy (synergy), which exceeds the sum of the individual efforts of its participants. The word synergetics is derived from the term "synergetism", which in biology means cooperation between different organs. This word was introduced into scientific circulation by I. Ansoff to justify group structures in the organization of companies. Synergy refers to the strategic advantage that occurs when two or more elements are combined. This is the effect that occurs in the joint activity of people from a certain combination of forces, when 2x2 = 5 or more. This increase, according to experts, occurs as a result of the fact that the efforts of all elements and subjects are integrated into the organization. Coordination, unanimity and simultaneity of efforts of these subjects gives an increase in energy.

A special place in the organization is occupied by the management system (methods, methods, forms, culture). The set of norms, values, and opinions that are reflected in actions at all levels of the organization and create an unwritten code of conduct can be called organizational culture. Organizational culture opens up a wide range of concepts that describe and explain the behavior of people in an organization (prestige, motivation, power, authority, leadership).

Power and authority are the most important variables in organizational behavior. Power is a form of social relations that is characterized by the ability to influence the behavior of others through administrative and legal mechanisms. Authority- this is a personal characteristic, generally accepted meaning, influence that a certain person enjoys due to his qualities and merits. It is based on respect and recognition by others of a person's individual merits. If authority, first of all, is the voluntary submission of a person, then power is forced. The phenomenon of leadership is closely related to these concepts.

Leadership- these are relations of subordination, influence and imitation in the system of intragroup relations (the socio-psychological process of influencing others formally equal people). A leader is understood as a member of the group for whom she recognizes the right to make decisions in the most important situations. Similar to and in contrast to leadership, there is a form of leadership - how the administrative and legal process of organizing and controlling the actions of formally nervous (subordinate) people is legally regulated.

One of the first to scientifically study the nature of organizations was the outstanding German sociologist M. Weber. He also suggested the transformation of formal organizations into a unique phenomenon, whose name is bureaucracy. The transformation of an organization into a more complex bureaucratic system arises due to the fact that here management activities, control, and the functioning of power are carried out constantly, and management function is documented, divided into a number of narrow subfunctions, the principle of non-specialty, clarity of the hierarchy of power is manifested. Bureaucracy is the most complex and rational structure that man has invented. Bureaucratic dominance is one of the existing leadership styles along with:

Patriarchal (the relationship of complete subordination of the subordinates to the owner and their dependence on him, the manifestation of people’s deep faith in the inviolability of long-existing customs and the power of the owners - this is the dominance of people of noble origin);

Stanov (power is exercised not by one owner or his servants, but by members of a state, an “estate” relatively independent of the owner, who received part of the power as a privilege)

Charismatic (the type of power over the masses that prophets, military heroes, great demagogues have; power of this kind is based on people’s faith in charisma (of God), which is supposedly endowed by the one to whom they obey (examples: J. d'Arc, Napoleon Luther and etc.).

The dominant feature of bureaucracy is a clearly established hierarchy of positions, in which positions below are controlled and subordinate to those above. The basis of bureaucracy is a formal organization, that is, a system of roles, statuses, goals, functions and performance standards. And the core of a formal organization is a special code of behavior for officials, which includes norms, rules and procedures. Each of them knows or should know their range of duties, rights, responsibilities, system of behavior and approaches in each situation. Manifestations of the bureaucratic form of management have existed and exist always and everywhere, both in highly developed countries and in others.

The nature and mechanism of functioning of social organizations is examined in more detail by a special sociological theory - “sociology of organizations”.

Control questions:

1. The concept of social connection. The structure of social communication.

2. The mechanism of social relations.

3. The concept of a social institution. Functions, types and types of social institutions.

4. Social control and its elements. The concept of deviation.

5. Characteristics and classification of social organizations.

Abstract topic:

1. The education system as a social institution.

Additional literature (to topic A):

Voitovich S. A. Social institutions of society: gender, power, property. - M.: Institute of Sociology of the National Academy of Sciences, in 1998.

Voitovich S. A. Problems of social institutions in sociology // Sociology: theory, methods, marketing. -1999, No. 2.

Kravchenko A.I. Society and social institutions // Sociology. Uch. village - M., 1997..

Ossovsky V. Social organization and social institution // Sociology: theory, methods, marketing -1998, No. 3.

Prigozhin A.I. Sociology of organizations. - M., 1980.

Social institutions: content, functions, structure / Ed. Andreeva Yu. P. - Sverdlovsk, SGU Publishing House, 1989.

Social deviance: an introduction to general theory. - M., 1994.

Franchuk V. M. Fundamentals modern theory organizations. - M., 1995.

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

Social organization has certain characteristics:

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

Structure of social organization

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

A characteristic feature of the social structure is the obligatory hierarchical ordering, which makes it possible to regulate social positions different levels. That is, depending on the positions, subordinate employees (workers) are subordinated to higher ones. and positions that are included in the structure are recorded in the documentation, in which each is assigned certain circle responsibilities. One of the important conditions for the functioning of an organization is the possibility of advancement through the ranks. The second such condition is the presence of an established communication system. Mutual exchange of information is necessary to coordinate people's activities and make important management decisions.

Social organization and its types

There are several approaches to typology.

In the first of them, 3 types are distinguished:

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

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

economic;
cultural;
social;
managerial.

In the third campaign the following groups are distinguished:

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

Social organization can also be:

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

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