- - 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 11
- 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 a social organization 27
- - CONCLUSION - 33
- Bibliography 35
- - INTRODUCTION -
Relevance Topics. Organizations are a group of the oldest social entities on Earth. The word “organization” comes from the Latin organize - to do together, to form an orderly appearance, to arrange.
An organization can be viewed as a process or as a phenomenon. As a process, organization is a set of actions leading to the formation and improvement of relationships between parts of the whole. As a phenomenon, an organization is a combination of elements for the implementation of a program or goal and acting on the basis of certain rules and procedures Milner B.Z. Organization theory. - M.: INFRA-M, 1999. P. 4. .
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 in this regard, 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 reacted differently to this complex phenomenon and a unified understanding of the nature of social organization, its genesis and history has not yet been developed.
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 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” that have an 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 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.
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.
Section ISocial organization as an organizational system
1.1. Concept of social organization Organizational systems are systems that have a management function (conscious, purposeful activity) and in which people are the main elements. The concepts of “organization”, “organizational system” and “social system” are synonymous, since they orient science and practice, first of all, to the search for patterns of mechanisms for connecting heterogeneous components into a single, holistic effective formation Franchuk V.I. Fundamentals of building organizational systems. - M.: Economics, 1991. P. 6. The 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 the system. The main properties of the system: the desire to maintain its structure (based on an objective law 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 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 significantly exceed 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 human consciousness, as well as the nuances in his reactions to identical and similar situations. A social subsystem can include biological and technical subsystems, and a biological subsystem can 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 is 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 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.
So, 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.: UNITY, 2004. .
Each of these types has priority of its own goals.
Thus, for socio-economic organizations the main goal is to obtain maximum profit; for socio-cultural ones - achieving aesthetic goals, and obtaining maximum profit is the second goal; for socio-educational - achieving a modern level of knowledge, and making a profit is also a secondary goal.
There are hundreds of definitions of the concept of “social organization”, reflecting the complexity of this phenomenon and the many scientific disciplines that study it (organization theory, sociology of organizations, economics of organizations, 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 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 organization is understood in relation to autonomous group people, focused on achieving some predetermined goal, the implementation of which requires joint coordinated actions.
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).
So, social organization can be defined as follows: “ Social organization is a continuous system of differentiated and coordinated species human activity, consisting in andWithuse, transformation and integration of the scientific totality of labor, material, financial, intellectual and natural resources into a certainOsomething unique, problem solving whole. The function of thiselogo consists of satisfying individual human needs by interacting with other systems, including different types of peopleeregional activities and resources in their specific contextToweapons» Aliev V.G. Organization theory. Textbook for universities. 3rd edition, stereotypical.-M.: Economics, 2005.- P.123.
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 modern world. Their features Parakhina V.N., Fedorenko T.M. Organization Theory: Textbook. allowance. - M.: KNORUS, 2004. :
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 level uncertainty.
Social organizations cover various spheres of human activity in society. Mechanisms of interaction between people through socialization create the conditions and prerequisites for the development of communication skills, the formation of positive moral standards people in social and industrial relations. They also create a system of control that includes punishment and rewards for individuals so that the actions they choose do not go beyond the norms and rules available to the system.
In social organizations, objective (natural) and subjective (artificial, by human will) processes take place.
TO objective include cyclical processes of decline and rise in the activities of a social organization, processes associated with the actions of the laws of social organization, for example, synergy, composition and proportionality, awareness. TO subjective include processes related to the adoption management decisions(for example, processes related to 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.
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-intersecting 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 disunity 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. The structure identifies and establishes relationships among employees within the organization. That is, the structure of the organization establishes a certain general set of preliminary provisions and prerequisites that determine which members of the organization are responsible for certain types of decisions. For each social organization there is the best and only inherent organizational structure. The organizational structure is characterized by the distribution of goals and objectives between the departments and employees of the organization. The organizational structure of management is a set of management units 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; therefore, there is no point in completely copying its structure, methods, etc. for other organizations Smirnov, E.A. Fundamentals of organization theory. Tutorial for universities - M.: Unity, 2000. P248-251. . 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” scheme (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. Fig. 5. Hierarchical diagram (linear-functional connections) Headquarters withhema(Fig. 6) is based on the basic “star” circuit. It provides for the creation of functional headquarters under the manager in the form of departments or groups (for example, financial department, personnel department, etc.). These headquarters prepare draft decisions on relevant issues for the manager. Then the manager makes a decision and himself brings it to the appropriate unit. The staff structure has the advantage, if necessary, of carrying out linear management (unity of command) for key units of the social organization Rogozhin S.V., Rogozhina T.V. Organization and management. - M.: Publishing house of Moscow State University of Commerce, 1998. Fig. 6. Staff diagram (linear communication)Based on 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 socialists who may not be subordinate to the same manager (for example, these may be socialists of a consulting firm or an environmental organization). The matrix scheme is used in complex, knowledge-intensive production of goods, information, services and knowledge. Fig. 7. Matrix diagram (linear and functional connections). Fig. 8. Mixed scheme of relations in a social organization. In a mixed scheme (Fig. 8.) 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, Organization management 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 a set 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; in this regard, 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.
Section II Typology of social organizations and comparative analysis of their features 2.1 . Classification of organizations The social organizations that form the basis of any civilization can be represented as a large set legal norms and organizational structures. In any science, classification occupies a special place. The classification of 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 in order to create the appropriate infrastructure: personnel training, control services, etc. d.; - the belonging of a social organization to one or another group makes it possible to determine their attitude to tax and other benefits. Each classification is associated with the choice of a certain limited set classification characteristics for the purpose of systematization for the convenience of studying, designing and improving organizations. 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), Franchuk V.I. Fundamentals of the general theory of social organizations. - M., IOS, 1998. The following description can be given natural model organizations.Types of social organizations
1. Social organization is “ 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 have internal control mechanisms that prevent people’s behavior from deviating from social norms and unified system cultural values. The latter is the most sustainable component of the organization.
4. Dysfunctions are observed in organizations, but they are overcome on their own or become entrenched.
5. Changes in organizations are usually gradual, not 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.
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. In this regard, 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 social organizations designed to solve a wide variety of social problems. In this regard, artificial organizations quickly penetrated into all areas of social life.
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.
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 territorial organizations are cities, settlements, countries, world communities.
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 signs Radchenko Ya.V. Organization theory. Part 1. (consultative lecture) - M.: GAU Publishing House.S.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 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 enshrined in the Constitution, presidential decrees, for example, ministries, state committees, Administration of the President, 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 their own benefit or the personal benefit of their 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) base their activities on obtaining maximum profit 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 based on joint activities to protect common interests and achieve the statutory goals of 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 internal environment).
Xeconomic 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 can have the following forms of ownership: state, municipal, public, leased, 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 value of the property complex, the importance of the products produced and the market share of the relevant products.
Formal social organizations are duly registered 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 social organizations that are not registered with a government agency, either due to their small numbers or for some other reason. 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.
An informal organization is characterized by:
A spontaneously formed system of 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 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 based on a combination various forms property: 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 (natural persons), while composite organizations 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 based on the presence of social government bodies 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.
2.2. Features of social organization Each organization is a small society with its own them by 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 person with other people, their relationship must be determined in advance by the leader.Among the elements influencing formalized communications and informal relationships, we can highlight the general and special Kudashkin D.M. General theory of social organizations. - M.: Unity, 2000.С43-54.
.General in the relationships of people in an organization can be predicted and, on this basis, created different kinds regulatory documentation. Special- this is the color of relationships, which in in some cases can be decisive in the activities of the organization. The combination of the general and the special in the relationships of people significantly influences the general and special in the activities of the social organization itself, its reaction to the action of this or that law. The huge variety of types of social organizations makes it impossible to study each of them in detail; therefore, to determine their characteristics it is necessary Let us limit ourselves to just 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 (for example 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's take it general features, characteristic of both artificial and natural organizations. FEATURES OF ARTIFICIAL ORGANIZATIONS1. Focus on specific social needs.2. Focus3. One-stop center management4. Hierarchical structure5. Integrated character FEATURES OF NATURAL ORGANIZATIONS1. Lack of creation goals This feature follows from the spontaneous nature of the emergence of natural organizations.2. Universal nature of 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, the activities of which are of a socialized nature.3. Flexible management structure This feature follows from the variety of natural organizations, in which there may be no control center (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. The presence of redundancy This feature is determined by the nature of natural organizations. If in artificial organizations each element is socially selected to perform a specific job in the organization, then in natural organizations no one is socially selected. The selection is carried out spontaneously, thanks to an objective combination of circumstances. GENERAL FEATURES OF SOCIAL ORGANIZATIONS1. Integrity and sustainability2. Availability organizational culture 3. Regulated behavior and activities of members of the organizationRegulated 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 general characteristics of social organizations that distinguish them from others (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 characteristics 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 your 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. 2.3. Functioning of a 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. Supporting framework of lectures and methodological recommendations to study the course. - St. Petersburg, 2001. They form a single complex, in connection with this they are often called the functions of managing the problems of the organization. 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 functions A. 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 formed orders. Structural regulation means the ability to solve problems through the creation and introduction of new or consolidation (or prohibition) of existing organizational structures, social institutions, socially created organizations and provides for the development and implementation of new organizational systems , changing old systems. Value regulation consists of purposefully changing social values, including social norms organizations to solve social problems. Value regulation involves the consolidation or prohibition of certain social (sociocultural) values. Innovation management consists of the development and implementation of one’s own innovations, or the use of “strangers” to solve social problems. Innovation management involves the consolidation and prohibition of certain innovations. Inter-organizational regulation means the ability to solve common problems by uniting several organizations on a temporary or permanent basis. Inter-organizational 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 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. Table 2 Social management functionsFunctions of survival and development | Functions | Functions | ||
Control functions | Functions | Main activity | law enforcement activities | |
| Foresight and identifying problems Analysis and research of problems Goal setting Preparation of decisionsControl over implementation of solutions Execution Analysis | Legal regulationStructural regulationManagement innovationValue regulation Regulation | PlanningOrganizationLeadershipCoordination Control for | Prosecutor's supervisionControlRevisionInspection Control |
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. In this regard, any firm, company, 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 are intertwined and coexisted, 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.
Classification of organizations allows you to group them according to similar characteristics or parameters to develop general methods of analysis economic activity, improving management and regulation. The classification and typology of organizations is also necessary to determine state policy in relation to different types 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, which displace 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. For this social projects should include not only a production, but also a social component.
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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. 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) 8 the following description can be given natural model organizations.
Types of social organizations
|
Natural |
Natural-artificial |
Artificial |
|
Settlements |
Maternity |
|
|
Informal groups |
Nurseries, kindergartens |
|
|
Schools, universities |
||
|
Social movements |
Hospitals, companies |
|
|
Egalitarian societies |
Enterprises |
|
|
Interest groups |
Corporations |
Institutions |
|
Civilizations |
1. Social organization is a “natural system”, which is characterized by organic growth and development, subject to “natural laws”, the interdependence of its constituent parts, the desire to continue its existence and maintain balance.
2. Social integration, or the feeling that the organization is a single social entity, is formed on the basis of the agreement of the majority of members of the organization to follow a common value system.
3. Social organizations remain 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.
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- 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.
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 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 9 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;
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.
Status government social organization is given by official authorities. Government organizations include those 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 (business partnerships and societies, production cooperatives, state and municipal unitary enterprises) base their activities on obtaining maximum profit 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 - a membership-based public association created on the basis of joint activities to protect common interests and achieve the statutory goals of 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.
Economic organizations include: legal entities of 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 can have the following forms of ownership: state, municipal, public, leased, 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 duly registered 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 social organizations that are not registered with a government agency, either due to their small numbers or for some other reason. 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.
An informal organization is characterized by:
A spontaneously formed system of 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 (natural persons), while composite organizations 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.
The transition from traditional tribal societies to complex state structures 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 activities related to the implementation of long-term goals and 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 led to the use of formal control through coercion (and not through group pressure, as in natural organizations) based on a complex system of rules and norms that ensure interaction between various units 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 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 a 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.
Plan
Types and structures of organizations. Social organization
FOUNDATION LECTURE No. 17
ORGANIZATION THEORY
IN 1. Three types of social organizations.
AT 2. Specialization of management functions and division of labor in management, departmentalization.
AT 3. Informal structure as a system of relations between living people.
AT 4. Technology as a structure-forming factor.
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. 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 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, 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.
There are hundreds of definitions of the concept “social organization”, reflecting the complexity of this phenomenon and the many scientific disciplines that study it (organization theory, sociology of organizations, economics of organizations, management, etc.).
Among the many different interpretations of this concept in economics and sociology (to a lesser extent), the rationalist (target) one dominates, which consists in the fact that the organization is considered as a rationally constructed system 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.
Additional difficulties in defining this concept are caused by the fact that there are many types of organizations, from organization in the family to organization in informal work groups and in formal systems, such as the Fedorov Clinic, Uralmash, the Miners' Union, the Ministry of Health and the United Nations.
One can imagine many varieties of organization, ranging from an organization encompassing the activities of an individual to an organization of a highly formalized type such as the Russian Government, as well as a wide variety of social organizations that fall between these two extremes.
However, all organizations have some common elements.
Organizations are:
1) social systems, i.e. people grouped together;
2) their activities are integrated (people work together, together)
3) their actions are purposeful (people have a goal, intention).
Thus, social organization can be defined as follows: “Social organization is a continuous system of differentiated and coordinated types of human activity, consisting in the use, transformation and integration of a specific set of labor, material, financial, intellectual and natural resources into some unique, problem-solving whole . The function of this whole is to satisfy particular human needs by interacting with other systems, including different types of human activities and resources in their specific 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 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.
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 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.
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. Classification of organizations is important for three reasons: - finding similar social organizations according to some 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. 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.
Table 1. 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.
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 that are partly formed naturally and partly by artificial means. 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:
– 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 type 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.
Additional criteria for classification may also be used.
The status of a government social organization is given by official authorities. Government organizations include those 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 friends0
AT 2. Specialization of management functions and division of labor in management
One of the problems of management is increasing the productivity of managers. This problem is solved, first of all, on the basis of the division of labor of managers, that is, the specialization of managerial workers to perform certain types of activities, the delimitation of powers, rights and responsibilities.
The division is based on the formation of groups of management workers performing the same management functions (planning, organization, motivation, control). Accordingly, specialists appear in the management apparatus to deal with their specific issues.
The structural division of managerial labor is based on such characteristics of the managed object as organizational structure, scale, scope of activity, industry, and territorial specifics. Due to the variety of factors affecting the structural division of labor, it is specific to each organization. It is possible to identify common features regarding the vertical and horizontal division of labor of managers.
The vertical division of labor is based on the identification of three levels of management - lower, middle and higher.
The lower level of management includes managers who subordinate workers primarily in performing work. They manage such primary units as brigades, shifts, and sections.
The middle level (50–60% of the number of management personnel) includes managers responsible for the progress of the production process in departments. This includes managers of the headquarters and functional services of the management apparatus of the company, its branches, departments, as well as the management of auxiliary and service production, target programs and projects.
The highest level (3–7%) is the enterprise administration, which exercises general strategic management of the organization, its functional and production complexes.
At each management level, a certain amount of work is provided for management functions. This is the horizontal division of labor of managers by function. A deeper division is expected among the main subsystems of the enterprise (personnel, R&D, marketing, production, finance).
Takes into account the types and complexity of work performed. There are managers (decision making, organizing their implementation), specialists (design and development of solution options), and employees (information support for the process).
Specialization and combination of various management activities are constant processes. First stage.
The volume of management is small, the complexity of management actions is low, it is managed by the same employee who performs production functions (foreman, head of the family enterprise). . Second The volume of managerial work requires the allocation of an employee exempt from production functions (site manager, foreman, head of a small enterprise).
The volume of management work increases so much that the need arises for the activities of these special workers, and a linear hierarchy arises (a shop manager appears above the group of foremen). Fourth stage. Further growth in the volume and complexity of management work requires the specialization of management workers to perform individual functions; specialists appear in management.
planners, accountants, controllers. Fifth stage. The volume of work on general functions and the number of employees engaged in special work increases and requires coordination of efforts.
There is a need for a boss for specialists ( Chief Accountant). Sixth stage. The development of management activities leads to the need to combine functional and linear hierarchies under general leadership. Management becomes a specialized activity (enterprise director). All these stages exist simultaneously and have a very specific organizational design in the form of various positions and divisions. Fayol came up with the idea of identifying the administration function as one of the types of labor activities for managing the enterprise as a whole. The role of administration in the general management of an enterprise was defined by him as follows. anticipate, organize, direct, coordinate, control. Today this list looks like the following logical chain
Departmentalization. The bureaucratic management model has its positive properties, but it cannot be applied without detailed study and improvement of all its constituent elements. Although different organizations have much in common, they differ significantly in many important characteristics. It is obvious that all these differences must be taken into account when designing an organization. For example, organizations are large and small. It happens that in large organizations the activities are mainly concentrated in one area: IBM (information processing), McDonald's (fast food restaurants), etc. Other large organizations like Gulf Aid Western are conglomerates, where various companies involved in the film industry, publishing, etc. operate under the roof of a single corporation. hotel business etc. Some organizations, such as the federal chain of department stores and the Chrysler Corporation, work directly to meet the needs of the general population. Other organizations (Container Corporation of America, Boeing), on the contrary, deal mainly only with other large companies. Some large organizations operate only in limited geographic regions (New York City), while others (IT, Exxon, Coca-Cola) operate in almost every country in the world. Some large organizations such as Shell Oil, General Motors and industrial governments developed countries, act in almost all of these directions simultaneously.
In order to take into account and reflect all these differences in the objectives, strategic and operational plans of the organization, managers use various departmentalization systems. This concept refers to the process of dividing an organization into separate units, which may be called departments, divisions or sectors. Below we present the most widely used departmentalization systems. Let's start with the functional structure of the organization of the original and simplest version of the bureaucratic model. The functional organizational structure is sometimes called traditional or classical because it was the first structure to be studied and developed. Functional diagram business organization is still widely used in medium-sized companies.
FUNCTIONAL DEPARTMENTALIZATION is the process of dividing an organization into separate elements, each of which has its own clearly defined, specific task and responsibilities. In principle, creating a functional structure comes down to grouping personnel according to the broad tasks they perform. The specific characteristics and features of the activities of a particular unit correspond to the most important areas of activity of the entire organization. Since with functional departmentalization the organization is divided into blocks with clearly defined tasks, in manufacturing companies this is a division according to mass production technologies.
The traditional functional blocks of the company are the production, marketing and finance departments. This - wide areas activities or functions that each company has to ensure that the organization's goals are achieved. However, the specific names of such departments may vary, and traditional designations do not accurately describe the most important functions of some areas entrepreneurial activity, especially in the service sector. For example, civil aviation is a service sector in which nothing is produced. Therefore, in an airline, functional departments are usually called operations, sales and finance departments. In non-business organizations, the names of functional departments are perhaps even more varied. The army, for example, has infantry, artillery and armored units. Hospitals have administrative and treatment departments.
If the size of the entire organization or a given department is large, then the main functional departments can in turn be subdivided into smaller functional units. They are called secondary or derivative. Continuing with our airline example, the operations department has secondary divisions such as engineering, maintenance, ground operations, and flight operations. The main idea here is to maximize the benefits of specialization and avoid overloading management. At the same time, some care must be taken to ensure that such a department (or division) does not put its own goals above the general goals of the entire organization.
Existing experience suggests that it is advisable to use a functional structure in those organizations that produce a relatively limited range of products and operate in stable external conditions and to ensure their functioning they require solving standard management problems. Examples of this type include firms operating in the metallurgical, rubber, and raw materials industries. The functional structure is not suitable for organizations with a wide range of products, operating in an environment with rapidly changing consumer and technological needs, or for organizations operating on a broad international scale, simultaneously in several markets in countries with different socio-economic systems and legislation. For organizations of this type, a divisional structure would be most suitable.
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 of 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 are a group of the oldest social entities on Earth. 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
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.
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.
The main properties of the system: the desire to preserve its structure (based on the objective law of organization - the law of self-preservation); the need for management (there is a set of needs for a person, an animal, a society, a herd of animals, a large society); the presence of a complex dependence on the properties of its constituent elements and subsystems (a system may have properties that are not inherent in its elements, and may not have the properties of these elements).
Each system has an input effect, its processing technology, final results and feedback.
The main classification of systems is the division of each of them into three subsystems: technical, biological and social.
The social subsystem is characterized by the presence of a person as a subject and object of management in a set of interrelated elements. Typical examples of social subsystems include a family, a production team, an informal organization, and even one person (by himself).
These subsystems are significantly ahead of biological ones in terms of diversity of functioning. The set of decisions in the social subsystem is characterized by great dynamism. This is explained by the fairly high rates of change in a person’s consciousness, as well as the nuances in his reactions to identical and similar situations.
The social subsystem may include biological and technical subsystems, and the biological subsystem may include a technical subsystem.
Large subsystems are usually called systems. Social systems can be: artificial and natural, open and closed, fully and partially predictable, hard and soft.
A system whose set of elements includes a person or intended for a person is called social. Depending on the goals set in the systems, they can have a political, educational, economic, medical, or legal orientation.
The most common socio-economic systems. In real life, social systems are implemented in the form of organizations, companies, firms, etc.
Social systems that realize themselves in the production of goods, services, information and knowledge are called social organizations. Social organizations bring together the activities of people in society. The interaction of people through socialization creates the conditions and prerequisites for improving social and industrial relations.
Thus, in the theory of organization, socio-political, socio-educational, socio-economic and other types of organizations are distinguished.
Each of these types has priority of its own goals.
Thus, for socio-economic organizations the main goal is to obtain maximum profit; for socio-cultural ones - achieving aesthetic goals, and obtaining maximum profit is the second goal; for socio-educational - achieving a modern level of knowledge, and making a profit is also a secondary goal.
There are hundreds of definitions of the concept “social organization”, reflecting the complexity of this phenomenon and the many scientific disciplines that study it (organization theory, sociology of organizations, economics of organizations, management, etc.).
Among the many different interpretations of this concept in economics and sociology (to a lesser extent), the rationalist (target) one dominates, which consists in the fact that the organization is considered as a rationally constructed system 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 » .
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 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
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 (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).
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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.
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.
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.
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. 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.
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- 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.
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 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. Government organizations include those 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 (business partnerships and societies, production cooperatives, state and municipal unitary enterprises) base their activities on obtaining maximum profit 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 - a membership-based public association created on the basis of joint activities to protect common interests and achieve the statutory goals of 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.
Economic organizations include: legal entities of 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 can have the following forms of ownership: state, municipal, public, leased, 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 duly registered 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 social organizations that are not registered with a government agency, either due to their small numbers or for some other reason. 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.
An informal organization is characterized by:
A spontaneously formed system of 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 (natural persons), while composite organizations 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
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 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
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, 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.
2.3. Functioning of a 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.
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 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 |
Functions |
|
| Control functions |
Functions |
Main activity |
law enforcement activities |
| Foresight Analysis and research of problems Goal setting Control for Execution Analysis |
Legal Structural Control Value regulation Regulation |
Planning Organization Management Coordination Control for |
Prosecutor's Control Inspection Control |
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.
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.
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:
- “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), 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 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 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.
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.
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