Who is the author of the neoclassical school of management. Postindustrial neoclassical management. Taylor's control theory

At the turn of the past and present centuries, under the influence of objective changes in world social development, classical management, corresponding to the period of industrial development of social production, in economically developed countries of the world is transformed into neoclassical management (called in the literature “new”, “virtual”, “management of the era postmodernism ", etc.).

Neoclassical management is due to the transition of some economically developed countries (USA, Great Britain, France, Germany, Canada, Japan, etc.) into the post-industrial period, which is characterized by the rapid development of scientific and technological progress, concentration of scientific and production potential, accelerated development of economic sectors meeting the needs of people, the intensive introduction of advanced technologies, the rapid growth of entrepreneurial structures.

P. Drucker called the post-industrial era “an era without patterns *. Indeed, the practical and theoretical experience accumulated over decades has increasingly become useless at the turn of the past and present centuries.

Classical management (old management paradigm) corresponded to the period of industrial development social production... It was peculiar to him:

■ considering the organization as a closed, stable, self-sufficient system;

■ determining the growth of the scale of production and the volume of goods and services produced as the main factor in the success and competitiveness of the organization;

■ striving for rational organization production, to the efficient use of all types of resources for the sake of increasing labor productivity as the main task of management;

■ building a management system based on the functional division of labor, norms, standards and rules of work;

■ considering the production worker as the main source of surplus value.

Neoclassical management (new management paradigm) is characterized by:

■ considering the organization as an open, flexible, dynamic, adaptive system, constantly interacting with the external environment;

■ the organization's orientation towards meeting consumer demands, towards the production of quality goods and services;

■ recognition of the situational approach to management as the main one due to the importance of the organization's quick reaction to changes external environment;

■ building a management system focused on enhancing the role of innovation, corporate culture and motivation of the organization's personnel;

■ considering as the main source of added value the personnel of the organization, using their knowledge, experience and skills for the benefit of the organization and their personal benefit.

In the scientific literature of recent years, there have been attempts to determine the essential features of neoclassical management 1.

1. Mass distribution of network structures of the organization, focused on personnel as a potential resource available to everyone in the organization and outside it. The capital of people - knowledge, experience, connections - can be in demand as a virtual resource under certain production and technological conditions: the presence of the latest information technology and means of communication. The personnel of organizations, managers, project teams, organizations become virtual. The lines between corporations are becoming blurred. An example of this is the company Aeea Vgoshp Vouegy, a giant industrial transnational corporation that produces electrical and power equipment. The annual turnover is 32 billion dollars, 215 thousand people employed in 65 business areas work in 80 countries of the world. The firm consists of 1,300 independent companies, each of which is serviced by a small number of employees. For example, the headquarters in Zurich has only 150 people. As a conglomerate of relatively diverse industries, ABB takes advantage of the leverage of knowledge, technological know-how and experience. The strength of a company lies in its network organization. Another well-known company "Sav1o" does not have its own production base, places orders on a sub-contract basis, directly dealing only with marketing and R&D, representing an ordering and sales network 1.

For successful building and the functioning of network organizations requires the presence of such factors as market infrastructure, contract law, developed telecommunications and traditional infrastructure elements that facilitate business activity (roads, airports, hotels, a recreational center, as well as a low crime rate).

2. With the advent of an adaptive organizational structure - a network, there are new conditions for "emancipation" of personnel. Hierarchical structures (linear-functional and divisional) rigidly fix people in certain areas of the production process, sharply limiting them creative potential... In a post-industrial society, one must survive through creativity, quick reaction, flexibility. Virtual teams group people as the need arises to create a certain value. The physical collective as an organization does not arise, but a combination of distinctive features occurs into a system that is capable of producing the required value. The economic effect is achieved due to the speed of response to the emergence of a need and its satisfaction. In virtual teams, each employee is a special asset, without which it is impossible to create value, and from this point of view, he is irreplaceable, the need of members of a virtual team in each other is enormous, since they complement each other's abilities. Self-education at the proper level: the higher the value of people as virtual assets, the higher the value created.

3. In these conditions the leadership role of the manager is changing. Now it is about organizing and supporting the process of creating value. In relation to the staff, it consists in training a group of professionals, motivating people, professional advice, solving problems that hinder work. Only a professional in the field in which the problem lies can become a manager in these conditions.

4.With the emergence of virtual teams, changes picture of professional career person. If the traditional view of a career is associated with a person's advancement up the hierarchical ladder, the modern one is associated with the demand for him as a resource of a certain type.

Modern researchers in the field of personnel management note the current crisis of the traditional system of relations "organization - person", in accordance with which the organization in the minds of employees was a multilevel, eternally existing system, along the vertical of which you can move all your life. Man's success in professional activity was determined by the quality of the organization in which he worked and the degree of loyalty to it. Today, the processes taking place in the economy, the large-scale introduction of the Internet, which makes it possible to instantaneously exchange information on the labor market, the globalization of business have led to the transition to modern system relations "person - organization" in which employees make a career not in the organization, but in the market 1. At the same time, the loyalty of employees to the organization decreases (a person who graduated from a business school in the 80s of the XX century will change 7 jobs in his life; a person who received a business education in 2000 will change 20 jobs) 2. A professional manager is motivated to manage more complex projects... The criteria for assessing professional growth are the abilities and opportunities for self-development and creativity.

Organizations, in response to these changes, change themselves: they become dynamic, respond faster to environmental changes, become a center of knowledge, change structure> become less conservative in relation to personnel (they have to recognize the equality of two partners in the relationship between a person and an organization). In short, the relationship between an organization and a person is becoming more and more market-based. The personnel management process tends to develop into a performance-oriented regulatory process.

5. Feature modern management - support of self-learning processes in the organization. The world surrounding the organization previously seemed stable and predictable, and the manager was required to “integrate” the organization into this world in the best way, therefore it was required to study the environment, plan the business, strictly follow the plan, including in organizing and training personnel. Today, the world has become chaotic and is undergoing transformations that suddenly create tremendous development opportunities for those organizations that are ready for change, and lead to a fatal outcome for those who are not ready for change. In order to develop, it is necessary to constantly change following the development of the environment. Change is development. For successful organizations, it is necessary that the rate of growth of knowledge about the world around us should not be lower than the rate of changes taking place in this world. The manager's task is not to keep track of all the changes that occur, but to maintain self-learning processes in the organization. Networks foster learning because there is a desire for employees to increase their value as a resource in the market. If in a virtual team people are not oriented towards learning, communication in one language stops.

6. Unlike reactive control in an industrial society, in a post-industrial society management becomes proactive, that is, it ceases to be only a reaction to a change in the external environment. The essence of proactive management is that the subject of management is focused on the environment, catches the trends arising in it and, on their analysis, projected a control action in order to make changes in the initial conditions of the object's functioning.

7.In modern management the focus shifts from market saturation to. consumer. The main thing is not just to produce a product and service, but to produce, sell, get ahead of the competitor, take into account not only today's but also tomorrow's needs of consumers. The implementation of this goal is only valid for people with creative thinking. For the constant generation of ideas, it is necessary to revise the traditions of selecting creative personnel for the organization, motivating and stimulating their activities, approaches to assessment, i.e. in fact - to revise the organization's personnel management system.

8. As countries move into a post-industrial civilization, the priorities of which are the values of individual rights and freedoms, the quality of life, management specialists have come to realize the role of culture as a factor that integrates all aspects of management: organizational-functional, behavioral, systemic. Sociocultural approach synthesizes the achievements of individual scientific schools and approaches to management.

As the analysis of the practice of successful companies in the world shows, management systems are undergoing literally revolutionary changes in connection with the aforementioned circumstances 1. These organizations are working not only on today's problems, but also on the problems of tomorrow, thus preparing themselves for new challenges, and in the near future they will take leading positions 2.

In scientific and practical terms, the search for a model of ideal organization management went on throughout the XX century. The patriarchs of American management T. Peter and R. Waterman in their work "In Search of Effective Management" having studied 43 best, superbly managed American companies, identified common management principles that predetermine success for them: commitment to action; proximity to the consumer; autonomy and enterprise; performance from a person; connection with life; loyalty to one's work; simple form, small management staff; unity of freedom and discipline 3.

Another well-known American theorist D.S. Sync 1. The foundations of the "new" management model can be seen in the works of W. Ouchi, who, revealing the specifics of management methods in the best Japanese companies, concluded that the best Japanese and American companies are managed in the same way. However, within each country, there are significant differences between the leading companies and the lagging ones 3.

The most recent sources give the following characteristics of viable organizations: understanding of purpose; leaders from among the representatives of the specialized professions of the industry in which the organization operates; a culture that supports research and development; emphasis on encouraging learning; the ability to share skills; entrepreneurial thinking 3.

Domestic researchers of the problem identify the following criteria for the effectiveness of organizations (competitive strategies): own niche in the market; care about quality; innovation; speed of action; small size; partnership character; International activity; added value through qualifications 4.

Analysis of the successful functioning and development of such "exemplary" firms in the world, such as "Moio1a", "IBM", "EB8"<Ша зузйетз), ШсгозоШ, «АВВ» (Аееа Вгхтп Воуегу), «Са510», «МеггШ Ыпсп», «Ииог Бате1 Еп&теегв & СопзЪ-искэгз, Ых1.», «Воеш^*, «Вопу», «Оепега1 Е1есЬг1с», «Не^1е"Ы: РаскагсЬ и др., подтверждает вышесказанное 1 . Эти предприятия развивают те виды деятельности, которые относятся к нематериальной стадии производственного цикла: маркетинг, сбытовую сеть, финансирование. Средства инвестируются в развитие партнерских связей, в квалификацию персонала, в развитие corporate culture, in marketing and sales. The best personnel concentrate on those areas of their own activity that can bring maximum added value. In the external environment for such organizations, the main factor is the client as a consumer of goods and services, in the internal environment - the organization's personnel who produce all these services. Regardless of nationality and industry, companies demonstrate common features in relation to personnel: they treat employees not as employees, but as members of a corporate network, form and maintain a corporate culture, provide guaranteed employment and personnel development, apply a participatory style management.

Developed in the XX century. principles are the classics of management, its fundamental truths, standards. It is difficult to overestimate their importance. They are the theoretical basis for improving the practice of modern management. However, today we must not only know and apply the principles of classical management, but also prepare for the perception of the new, for the implementation of the principles of neoclassical management in the era of the post-industrial economy.

An important postulate of neoclassical management should be considered an unequivocal rejection of the administrative order in favor of the emancipation and development of diversity. “The new * management is based on such principles as:

■ cascading (transfer of resources to clients with "know-how");

■ decentralization;

■ self-perfection;

■ self-generation;

■ self-collage (mediation);

■ chrematics (the art of making money);

■ temporary, but not momentary;

■ resource effusion (spreading);

■ polysemy (self-formation of many interpretations);

■ unprecedented (lack of prior experience);

■ crisis;

■ incorrigibility;

■ involution (simplification of structuring in the management process);

■ the limitations of the classical rules of logic as principles of the “excluded third”, etc. one

Summarizing the above materials in this chapter, we note the following. In the second half of the XX and the first decade of the XXI centuries. Many new and interesting ideas appear in management theory, which have found embodiment in the practice of leading companies in the countries of the world.

The quantitative approach (50-70s of the XX century) replaced verbal reasoning and descriptive analysis with models, thereby deepening the understanding of complex management problems and simplifying the decision-making process in difficult situations.

Under the influence of the process approach (50-70s of the XX century), management began to be considered not as a set of spontaneously performed management functions, but as a process, as work to achieve goals, as a series of continuous, interconnected, carried out in a certain sequence of actions. The process approach to the management of organizations has become the most important prerequisite for the technologization of management.

The systems approach (60-90s of the XX century) arises as a reaction to the limitations of the reductionist approach. The emerging need to solve problems of a new type associated with the study of the functioning and development of complex biological, technical and social objects and their management, the need to solve global environmental problems led to the emergence of a new direction in the methodology of scientific knowledge and social practice, which is based on the study of objects as systems. The systems approach predetermines the further evolution of management systems; it becomes the methodological basis for the emergence of strategic management.

In the 70s. XX century. Another approach entered theoretical and practical management - a situational one, which offers managers to quickly solve problems in a specific situation and required situational thinking and direct refraction of the obtained theoretical knowledge in practice. The essence of the situational approach lies in the understanding and ability to act in a specific situation, which is considered as a generalized characteristic of the state and interaction of the environment and the subject of control in a specific historical time interval. Each situation requires appropriate methods, forms and technologies of management. In management, one cannot look for a universal technology for getting out of a problem situation: it is always specific, unique, although it contains some general techniques, forms and procedures. The well-known theorists of the situational approach G. Kuntz and S. O "Donnel emphasize that“ ... the management process is an art, the essence of which is the application of science to

the realities of any situation. " At the same time, they clarify: "... there is no universal, best way to achieve certain results under any circumstances." From their point of view, "effective management is always management according to circumstances, situational management" 1.

The last two decades of the XX century are characterized by the emergence of new trends in management. The key characteristics of the period under review are: increased attention to the human aspect in management; management of the culture of the organization is rapidly developing; strategic management and strategic planning find their application in an ever wider range of social applications; methods and technologies of modern management, worked out in commercial organizations, apply to non-commercial spheres, including the public sector; new special types of management are formed and developed; management develops at the junction of many sciences and is an organic alloy of economic science, sociology and psychology of management, cybernetics, systems theory and management decision-making, etc., studying various aspects of management; empirical experience is of great importance for the development of management theory and practice.

At the beginning of the XXI century, they began to talk about the emergence of a new qualitative stage in the development of management - about neoclassical management, which arose under the influence of objective changes in world social development.

The following features are characteristic of neoclassical management: network structure of organizations; virtual control; management of virtual teams; special motivation for creativity; self-study in the organization; proactive management; focus on the consumer, sociocultural approach.

In parallel with the development of management theory, the practice of management in organizations has improved. The search for an ideal management model has been tireless throughout the last century. Successful attempts include the models of T. Peters and R. Waterman, D.S.Sink, W. Ouchi. Domestic researchers of the problem identify the following criteria for the effectiveness of organizations (competitive strategies): own niche in the market; care about quality; innovation; speed of action; small size; partnership character; International activity; added value through qualifications.

test questions

1. What is the meaning of quantitative and process approaches to management?

2. What are the main provisions of the systems approach?

3. What is the significance of the situational approach for modern management practice?

4. What is the essence of current trends in management?

5. What is the reason for the emergence of neoclassical management? What are its main features?

Since the last century, there has been a study of problems related to the peculiarities of human work in production and in other areas. This science is called Taylorism, because it was founded by Taylor F.W. - engineer, scientist, entrepreneur. He founded his school of management based on the theory of personnel management.

Taylor's control theory

Taylor developed a system that is a set of methods for the distribution of labor rates, organization and management of production. Also at the heart of his teaching was the need for the selection of labor, its correct placement and satisfactory pay in order to improve the intensity of productivity. The basis of Taylor management is a qualitative analysis of all employee actions, the elimination of unnecessary movements in the process of performing labor and scientific rationing of activities, taking into account the needs and capabilities of each employee. Thus, Taylor's scientific management is based on the level of implementation of such approaches as:

production)
processes at each stage)
jobs for qualified personnel.

At one time, the scientist was accused of making the worker an appendage of the machine, since, in his opinion, mechanization and modernization of the working process was the basis for making labor easier and increasing the size of production and the amount of output. In fact, this approach was correct, since it was based not only on the need for development in an intensive way, but also required workers to be conscious of all innovations. This was done on the basis of incentives using various methods:

encouragement through recognition)
improving the quality of work)
ease of execution of the workflow)
building teams and strengthening team spirit.

Thus, the theory of personnel management according to Taylor is based on loyalty to employees, care and training, and in return, conscientious execution, diligence is required. At that time, this idea was not successful among companies and remained only on paper as a "sweat squeezing system", but it served as an impetus for the development of science and technology, accelerated the industrial revolution. This theory works, and in practice it turned out to be very useful and productive. A striking example of this is the Japanese management system.

In the organization of production, all inconvenient movements have been completely removed, which allows achieving good synchronization of all stages of product development. Also, the main tasks of management are the division of labor, cooperation, the definition of specialization and the management of the coordination of the labor process. The main advantage in this system is management together with employees, for whose work and initiative a reward system is also provided.

Classical theory

This theory is also known as the "Administrative School", which was founded by A. Fayol. Her main task was to study each individual element of the firm and the overall performance of the enterprise as a whole:

the search for the main parameters of the rational management of the company)
functions of managing the company and each of its elements)
creation of a clear structure of the management system.

A. Fayol included several functions in the definition of the word "control":

technical or production basis)
commercial side)
financial aspect and regulation in this area)
protective feature (we are talking not only about the property of the company, but also about the rights of the individual))
accounting basis)
administrative function.

In the future, the classical theory of personnel management underwent a number of changes, and the set of management functions changed significantly, but Fayol's principle remained the main one. The scientist has been researching these functions for more than one year, studying their relationships in accordance with the work of managers at different levels of the enterprise, which allowed him to determine an important feature: the totality of all knowledge and professional qualities in combination with skills allows us to consider the peculiarities of work. Fayolle introduced the distribution of qualities into groups in his classical theories of personnel management, as a result of which physical, mental, moral qualities are assessed separately. It should also be noted that the employee has special knowledge, experience and general development in terms of erudition. This stimulated the development of a structure for evaluating each employee and highlighting management principles:

Division of labor: each member of the team must clearly understand, know and fulfill their responsibilities in order to ensure the productive operation of the system as a whole.
Power: the presence of a strict hierarchy forms the responsibility of employees at each level and requires unquestioning obedience under the terms of the employment contract before the boss.
Discipline - the ability to comply with the work schedule and internal schedule, hand over the plan on time.
Unity of command: at the head of the company there can be only one chief, to whom the entire management system is subordinated.
Leadership Unity: Leadership at all levels is always driven by a shared vision that serves the purpose of the firm to maximize productivity and profitability.
The need to subordinate private interests to general interests. The interests of the company should always remain a priority during the period of work, during non-working hours the employee is free to do as he pleases, but at work it is necessary to be able to distance himself from everyday life and other problems in order to fulfill the planned plan in time.
Promotion. The system implies several stages of encouragement: material - through bonuses) disciplinary - through certificates, universal praise, posting a photo on the honor board, awarding the title "employee of the month", etc.
Centralization: All branches and divisions must be subordinate to the main center.
Hierarchy is a strict system between the employer and a number of subordinates who are leaders in the field and have their own teams of specialists.
Order: each member of the firm must understand their responsibilities and know the general rules of the firm, the order of work.
Fairness: all processes must be paid for, any initiative aimed at the good of the firm must be appropriately encouraged. Payment should be made depending on labor productivity.
Personnel consistency: reliability is the firm's best rule. The consistency of employees speaks of the stability of the entire company, which is a positive image both within the company and in the labor market or in front of partners and investors.
Initiative: Each fresh idea must be supported by the management and considered in accordance with the usefulness for the enterprise. You can't just get the job done, you need to see the perspective in order to continually improve working conditions and increase productivity.
The unity of the staff. In this case, the theory of human resources is considered as the basis for personnel management in modern organizations. It is important for each company that it exists on the principle of an anthill, where each employee knows his responsibilities and obeys a general hierarchy.

The disadvantage of such a system is the need to neglect personal interests in the interests of the company and forget about everyday and family problems in order to be productive in the performance of work, which is not always possible. Each employee must fully share the goals of management and at the same time be proactive and useful to the company, which can cost personal life.

Neoclassical school

Since 1924, a management system began to develop, which was based on the psychology of human relations. This school was opened by Elton Mayo, who established the "Hawthorne effect". It was discovered in experiments at one company, where they explored various ways to influence performance improvement through caring for shop floor workers and other talent. Thus, with the help of the attention and understanding of the employees, an increase in productivity was obtained, which had a positive effect on the entire company. Also, during the experiment, the employees were explained the general meaning and goals of the activities, established friendly communication and team interaction, took into account the theoretical aspects of the personnel management system and implemented them in practice.

This attitude and attention to the needs of ordinary workers was perceived by them as the best incentive factor, so each team used different methods of incentivizing negligent workers in order to show the best results in fulfilling the plan. Understanding this phenomenon from the point of view of human psychology served as an impetus for the application of this experience to other enterprises. The system has not only shown its effectiveness, but also brought significant success even to the most average firms that are not distinguished by special productivity.

Thus, the neoclassical theory of personnel management is based on the understanding that the human factor in production conditions is decisive, since personnel are an inexhaustible resource.

A quantitative approach in the management system

Since the 50s of this century, personnel management has become a separate science, which in its research used the processes of managing firms and people, based on the mathematical calculus of profit and production costs. The economic aspect has become decisive for determining the productivity of the company. Based on the main theories of mathematical calculation, formulas were derived to determine the optimal load on each unit of personnel, which made it possible to understand how much profit would be obtained. Economic and mathematical modeling became the basis for the work of the company, but it did not provide an opportunity to receive excess profits.

Research into the company's operations allowed for the creation of fully adequate and suitable models of all the processes of the system as much as possible. The entire depth of knowledge is based on the degree of probability of making forecasts, which is not always possible to take into account mathematically, since it is impossible to calculate the possibilities of force majeure.

Finding the right control system

In principle, modern theories of personnel management are based on the search for new methods of influencing employees in order to increase labor productivity in the interests of the firm. There are several approaches to management as a system:

Management is a process. This concept reflects the essence of understanding the complexity of the work of this system. The dynamics in the organization of the workflow explains the continuity of the main functions of the enterprise and interaction at all levels of production:

planning - the process of determining the direction of activity and drawing up a work program)
organization of activities - drawing up a work program for each department of the company with the aim of implementing it locally)
administration - managerial management of all production processes in the conditions of his powers)
motivation - incentivizing employees to increase productivity and search for new ideas)
management - control over production processes and the time of execution of plans)
coordination - distribution of tasks between employees and checking their implementation)
control - all production processes must be checked, the same applies to product quality)
research - looking for new ways to improve work to achieve the goals)
communication - the ability to communicate with employees to determine the principles of work)
rating - rating of usefulness and effectiveness)
decision making is a process based on the theory of personnel management and their essence)
recruiting - searching for suitable personnel in accordance with their knowledge, skills, personal qualities and work experience)
negotiation - the ability to come to an agreement between employees, colleagues, investors, etc.
representation - the process of presenting your company and its programs on the market.

Systemic and situational approach. These types of influence on the production and management process are the main methodological techniques with which you can see the consistency of each process. In this case, we are talking about a method for determining the relationship between personnel, the external environment and the task at hand. With this knowledge, goals and factors can be developed to improve the management system and establish the quality of production.

Human capital theory

This theory is based on the principle of development of capitalism according to M. Friedman, where the main result is profit and capital management. The firm's labor force in this case is equal to income. Although this approach is somewhat unexpected for a business, the theoretical foundations of human resources management are quite logical, as they lead to increased profits and benefits. Human capital is a socio-economic option in order to express the qualities, abilities, strengths to work in the system of a socially oriented economy on a mixed type.

The concept of human resource development is a system for creating conditions for employees to develop a personal desire to increase their ability to work and mobilize potential in the interests of the company for their own benefit. To this end, the company undertakes to ensure that all the needs of employees are met, as well as to train them: study at advanced training courses, improve general education knowledge. Also, various incentive methods are used, which makes it possible to ensure a positive attitude of workers to work and try to quickly fulfill the responsibilities assigned to them.

In the 80s of the last century, characteristics such as organizational strategy, company structure, etc. began to be introduced into enterprise and personnel management. Today, the basis for doing business is a competitive environment that allows us to weed out the worst enterprises and flourish more successful. Firms are faced with the task of constantly improving the working conditions of employees in order to get greater returns in work and, as a result, increase profits and remain in demand in the global market. This principle is included in the science called "personal management", which was recently renamed "human resource management".

Corporate culture

1 -1

INTRODUCTION

The science of management is based on a system of basic provisions, principles that are inherent only in it, and at the same time relies on the laws studied by other sciences related to management. Obviously, before embarking on the study of the socio-psychological aspects of management and the art of influencing the individual and the team, it is necessary to consider the fundamental foundations of management - its principles... They begin to build a house not from the roof, but from its foundation.

The main tasks of management science are the study and practical application of the principles of the development of the entire set of management goals, the development of plans, the creation of economic and organizational conditions for the effective activity of labor collectives. Studying and mastering these laws is a necessary condition for improving the management of public and private production, improving the economic infrastructure and raising the national economy of the country.

The behavior of one of the main and most complex subjects of management - a person - is also based on certain principles, internal convictions that determine his attitude to reality, on the norms of morality and morality. Management principles are objective, i.e. do not depend on the will and desires of individuals, although any truth is learned through the most complex system of subjective-object relations, and this is the main difficulty in managing society and an individual. These principles cannot be considered absolute truth, but only a tool that allows you to at least slightly lift the veil over the super-complex world of the individual and the team and only tell the leader how to more reasonably influence the controlled system and what kind of reaction should probably be expected to the controlling influence.

The principles of production, society and individual management are based on the dialectical law of development, which summarizes the experience of human civilization. With the change of socio-political formations, with the continuous development of all phenomena in the world, methods, forms, techniques and the very principles of management change and improve. Changes in the political and economic situation in the country, the transition to a new level of knowledge fill theory and practice with new content, it is impossible to use the accepted system of categories forever. Time also changes the language of science, terminology, and it is not surprising if any principle of management, while its essence remains unchanged, is called in different countries, in different national schools of management in its own way.

The purpose of this course work is to study the development of behavioral concepts in management. Consideration of their main characteristics and methods of application.

SCHOOL OF HUMAN RELATIONS

The emergence of the neoclassical school of management.

The school of scientific management and the classical school were born when psychology was still in its infancy. Many at the beginning of the 20th century seriously questioned Freud's new concept of the subconscious. Moreover, since those who were interested in psychology were rarely interested in management, the then existing meager knowledge about human consciousness was in no way connected with the problems of work. Consequently, although the authors of scientific management and the classical approach recognized the importance of the human factor, their discussions were limited to such aspects as fair pay, economic incentives and the establishment of formal functional relationships. The human relations movement was born in response to a failure to fully grasp the human factor as a fundamental element of organizational effectiveness. Because it arose as a reaction to the shortcomings of the classical approach, the school of human relations is sometimes called the neoclassical school.

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