Topic 1 Introduction to "Management Theory: History of Management Thought".
Definition of the concept of "management". Goals and objectives of the discipline. Subject and object of research. Prerequisites for the emergence of management. Human activity and the need for management. The origins of management activity in the ancient world. Cybernetics as the art of management. management revolutions.
The word "management" of English origin; its literal translation into Russian is "management".
The term "management" is used in various meanings:
1) professional management of the economic activity of the enterprise, which is carried out in a market economy and is aimed at extracting maximum profit with the rational use of resources
2) scientific management theory, a field of knowledge about the management of socio-economic processes
3) management can also be seen as acceptance management decisions. In this case, the word "management" is used to refer to the process.
4) management is understood as a management apparatus, consisting of leaders (managers) of different levels. Such a governing body is characterized by a hierarchical organization in which some leaders are subordinate to others.
The purpose and objectives of the discipline: to create a methodological basis for the subsequent study of both individual aspects of management, and for the formation of an integral worldview in relation to managerial problems in the field of organization management.
The object of research is the management system, the subject is problems in the organization of management, professionalism, motivation mechanisms, etc.
Management acts both as a science and as an art. As the science of management reveals the nature of managerial work, cause-and-effect relationships, factors and conditions for the joint work of people; studies economic relations in the sphere of production, distribution and exchange of material and non-material goods, is based on the knowledge and use of economic laws and patterns.
Understanding management as an art is based on taking into account the characteristics of the organization, as well as the specifics of each human personality that makes up this organization. Any organization is a complex, usually open, system, the functioning of which is influenced by many factors of the external and internal environment. Under these conditions, not every person, even a professionally trained one, is able to manage the activities of other people (team members), quickly make the right decision, take responsibility for this decision and put it into practice. This is precisely the problem of management as an art. To avoid such problems, the manager must rely on the science and art of management, combining them into a single process.
Management is a system that provides a complex process of functioning of a purposeful economic activity organization, the effective use for this of the factors of production (labor, capital and land) and finance, which is based, in turn, on a system of principles, functions, methods and organizational structure of management that are adequate to the corresponding conditions of its external environment.
As a process, management includes a number of sequential functions: planning, organizing, directing and controlling to achieve the goals of the organization, the coordinated use of human and material resources.
Through the performance of functions, managers provide conditions and organize the effective use of personnel labor, production apparatus, material and financial resources organizations
The human need for management was determined by the following factors:
One of the main reasons is the division of labor;
The division of labor is closely related to another factor - the technological complication of the production process;
The complexity of the structure of production.
Stages of management development
Giving a description of the surrounding world, we can distinguish three main components: inanimate nature, wildlife and human society. This division allows classification of management processes:
V inanimate nature(technical systems);
in wildlife (biological systems, organisms);
in human society (social systems). Technical systems management, those. machines, mechanisms, production and technical processes, as a rule, are called management of means of labor (things). This area of management is the subject of study of technical sciences.
Process management, flowing into wildlife, studied by the natural sciences.
Control How impact on people's activities united in groups, teams, with their different interests, is the management of people (employees). This most complex area of social systems management is the subject of study of the social (social) sciences.
Without management, no organization, no enterprise can succeed. However, management as an activity and as a science in the form in which we currently have it did not appear immediately. The practice of management is as old as the world. But today no one can say with a sufficient degree of certainty when the first elements of control arose. Apparently, the need for it arose when people began to live and hunt in groups. Much later, K. Marx would point out that
all directly social labor carried out on a comparatively large scale needs, to a greater or lesser extent, a management that establishes the coherence between individual works and performs general functions.
As soon as prehistoric people began to live in organized groups, they had a need for control in three areas human activity:
defensive - protection from wild animals and enemies;
political - establishing and maintaining order in the group;
economic - the production and distribution of limited resources: food, clothing, tools, weapons, etc.
At the first stage, when the groups of people were small, management in all areas was carried out by one person - the leader of this group. Later, as the groups grew and the functions performed by them became more complex, the need arose for the division of labor and differentiation of functions. But it took centuries.
Ancient world
Egyptian pyramids built between 3000-2000 B.C. BC, are a clear evidence not only of the culture of the ancient Egyptians, but also of their managerial art. The construction of huge pyramids required, above all, clear planning. It was necessary to decide where, what size and how to extract the stone, how to transport it to the construction site. In addition, it was necessary to solve all organizational issues: when and with what transport to deliver stones to the construction site. The stones were cut down in winter and spring, and transported during the flood of the Nile. Thus, the issues of reducing construction costs were solved. The administration was also entrusted with coordinating the actions of tens of thousands of slaves, peasants and officials.
Insignificant sources that have come down to us testify to a rather broad understanding of the problems of government by the Egyptians, and in particular, the essence of power, the importance of style and methods of leadership. In the ancient written monument of Egypt - the book "Instruction of Ptahhotep", dated 2000-1555. BC, contains advice and recommendations that have not lost their relevance at the present time: “If you are the boss, be calm when you listen to the words of the petitioner; do not push him away before he eases his soul from what he wanted to tell you.
The ancient Greeks paid special attention to the organization and management of production processes, cared for a clear specialization of workers. In their speeches Plato said that a person cannot work equally well on stone, and on iron, and on wood. The bricklayer does not have to sharpen his own tool. He considered management to be the science of the general development of people, which should be based on universal reasonable laws. In the management of society, the main role should belong to politicians (kings) who oversee the human herd. At the same time, he singled out two types of supervision: titanic, based on force, and political, soft. Each member of society performs its specific functions, and the ruler weaves them into a harmonious whole.
Socrates gives an understanding of management as a special sphere of human activity. He said that the main thing in management is to put the right person in the right place and achieve the fulfillment of the tasks assigned to him. The current position, in essence, has not changed. As the authors of the textbook “Fundamentals of Management” note: “There is no organization without people. Without the right people, no organization can achieve its goals and survive.”
The linear structure of government was expressed in the system of government of the Roman Empire. Its main problem was the collection of taxes from all its parts, which were far removed from each other. Direct rule from Rome was extremely difficult. Therefore, in 284 AD. emperor Diocletian divided the empire into 101 provinces, all of which were reduced to 12 dioceses, and those, in turn, into four geographical regions. Diocletian and his three assistants led these regions. Assistants had certain powers and rights in dealing with civil matters, but military power was strictly centralized. The change in the management structure made it possible to strengthen the power of the Roman Empire.
How far management thought advanced in ancient Rome can be shown by the example of the farm management system used there. For example, Cato the Elder(234-149 BC) wrote about the need to plan work on a farm on whole year forward. He spoke about the mandatory control over the work done, about the need to compare the program and the results, about finding out the reasons for not fulfilling the plan, about the rational organization of work.
The ideas in the field of management put forward by the thinkers of the Ancient East are interesting. From the ancient Indian treatise "Arthamastra" (IV-III centuries BC) it is clear that such sciences as philosophy, the doctrine of economy and the doctrine of public administration have been developed. in Sanskrit art of management is called "dan-daniti", literally translated "guide to owning a stick" (in Sanskrit, a stick is danda).
The organizations of the Ancient World were characterized by:
a relatively small number of managers, the virtual absence of middle managers;
managerial work is often not distinguished and separated from non-management activities;
positions of heads of organizations were most often occupied by birthright or by force;
few large organizations.
However, it should be noted that in ancient times large organizations had formal management structures with clearly defined levels of management. The leaders of these organizations spent a certain amount of effort to coordinate their activities. Organizations forged links with other organizations, which contributed to their achievement of some success.
Middle Ages and Modern Times
In management practice, there are examples of organizations that arose in the Middle Ages and are successfully functioning at the present time thanks to the creation of a rational management structure. These include the Roman Catholic Church, which has the simplest governance structure: pope, cardinal, archbishop, bishop, and parish priest. Modern military organizations also have a structure similar to that of the Catholic Church. The presence of effective governance structures allows these organizations to successfully develop and prosper, while many modern organizations with weak governance structures decline or even cease to exist.
Management theory in the ancient world was poorly developed. Basically, management was carried out in practice, mostly by trial and error. There was also an exchange of experience and ideas among rulers, church leaders, and military leaders.
A significant contribution to the development of problems of state administration and legal doctrines was made by the Italian statesman and politician Niccolo Machiavelli(1469-1527). In his works, he dealt with the issues of studying the style of work of the leader, the organization of his work, the relationship between managers and subordinates.
In the era of Peter I in Russia, exceptional conditions developed for strengthening the centralized state. The reforms carried out by Peter I were aimed at achieving the "common good". The power of the sovereign was interpreted as unlimited and above the law. The “Military Article” says: “The sovereign should not give an answer to anyone in the world about his affairs, but he has his own states and lands with strength and power ... govern according to his will with piety.” The reforms of Peter 1 concerned public administration.
Unfortunately, the evolution of managerial thought in Russia during this period has not been sufficiently studied. The experience of managing plants in Siberia and the Urals is known. In the book of the head of the main plants in Siberia and the Urals, V.I. Gennin touches upon issues that have not lost their relevance at the present time: long-term planning, accounting and reporting, leadership style and qualities of a leader, etc. Gennin describes a model of a leader in which the main place is given to his organizational skills and personal qualities (honesty, hard work, common sense, sober calculation, diligence). These qualities are important for a modern leader.
In the conditions of capitalist and feudal societies, the need to study management problems was limited. The main attention was paid to solving the problems of state administration.
The basis of the existence of feudal society was subsistence farming. Slaves and serfs were in complete personal dependence on the will and power of the owner, which did not stimulate the growth of labor productivity.
Industrial Revolution and Industrial Relations
The revolution in production relations is associated with the industrial revolution, which began in the middle of the 18th century. First half of the 19th century characterized by the emergence of capitalism, first in England, and then in the United States and Europe. In the 80s. 19th century The Industrial Revolution swept across North America, and an unprecedented economic "boom" began. There was a transition from relatively small handicraft workshops to large-scale machine production, in which a large number of unskilled and semi-skilled workers were employed.
The industrial revolution is associated with the allocation of three levels of management: upper, middle and lower. A master appeared in production.
IN management practice At that time, an authoritarian leadership style, inhuman exploitation of workers and unlimited arbitrariness in relation to subordinates flourished widely. The foreman's power over workers was essentially unlimited, from setting production targets to hiring, moving, and firing workers. The foreman set the length of the working day and the value of the production rate, controlled all the actions of the workers, fined them and punished them. Especially in the first period of the development of factory production, management is characterized by strict discipline and the construction of organizations according to the military type. The task of industrial management was to achieve a high return on the labor of workers. At this stage in the development of management, there has only been an emerging trend transition from the principle of supervision of workers to the principle of organizing labor on a scientific basis.
The Industrial Revolution gave impetus to the development of theoretical research and management practice.
Management as a sphere human activity appeared a long time ago. At all times, the joint work of large or small groups of people, one way or another, required management, namely: planning, distribution of duties between employees, explaining to each performer his benefits or the need to participate in a common cause, control over work by seniors, etc. .
It is believed that it was the ancient Greek thinker Socrates (c. 469 BC - 399 BC) who first expressed the opinion that the art of management must be taught. He considered erroneous the then widespread opinion that the greatest of knowledge - the art of government - is given to a person by itself. In addition, he argued that gifted people who have the ability to manage are especially in need of training in the art of government, because it is they who are most often characterized by indomitability and unbridledness, and without knowledge these people can harm the state. If they are taught the art of government, they will be of inestimable benefit to the state.
According to Socrates, a good ruler is a wise ruler who has the knowledge of good and evil and relies on this knowledge in his activities. The highest virtue is political virtue, which includes the art of government. The basis of the well-being of the state lies in the inviolability of laws, in the obedience of citizens and rulers to these laws. Socrates formulated the idea of the universal nature of government: to manage a house and manage a state, one and the same knowledge of a single virtue is necessary. “If you don’t know how to build one house, how can you take on the construction of ten thousand? With the appropriate knowledge of the subject and the ability to manage people, a person will be able to equally successfully lead both the house and the army, and the state. For all their specificity, this knowledge and skills are parts of a single virtue and they should not be confused with the activities of an artisan, shoemaker, physician, musician, since the skills and mastery of the latter do not belong to the sphere of virtue at all. Thus, Socrates was the first to raise the question of the division of managerial and executive labor.
The managerial ideas of Socrates were further developed in the works of Plato (427 - 348 BC) and Aristotle (384 - 322 BC). Plato, a student of Socrates, was the first to express ideas about the need for a horizontal division of labor: “a person cannot work simultaneously on stone, iron, and wood, since there is no way to succeed everywhere. Everyone should do what they can do best. In the state, people depend on each other, and everyone does his job for the benefit of other people.
Aristotle, a Greek philosopher, a student of Plato, did not agree with his teacher on many issues, including the principles of an ideal state system. The famous saying of the philosopher: "Plato is my friend, but the truth is dearer" - reflects his views, independent of the ideas of the mentor. Aristotle believed that the basis of the state should be private property, since it is rooted in human nature. The philosopher was against the socialization of property in the state. He reflected his views on the state structure in the works “State” and “Athenian Politia”.
Thus, the management of the joint activities of people has existed almost since the emergence of human society. It can be argued that throughout the history of mankind, knowledge about management has also developed, principles, methods, methods of managing people, enterprises and entire countries have been formed.
Management is a special kind of activity that makes a focused, efficient and productive team out of an unorganized crowd. It also acts as a stimulus for significant change. The practice of management has existed since ancient times, for which there is evidence (the construction of the Egyptian pyramids, political organizations in Rome and Macedonia), so we can conclude that the history of managerial thought is deeply rooted in the past.
Until the 19th century, no one thought about management as a separate science and its consistency, everyone was interested in money and power. Only at the beginning of the century, Robert Owen began to deal with issues of achieving the goals of the enterprise with the help of workers. He improved their working conditions, provided them with good housing, stimulated additional payment for a job well done, thereby developing a material interest. These innovative ideas were a unique breakthrough into human consciousness and the role of leader. Thus the history of managerial thought has taken one step forward.
At that time, the history of managerial thought had several approaches that significantly influenced its further development in theory and practice. The approaches of various schools of management contained four different aspects: from the point of view of human relations and behavioral science, administrative approach, and quantitative methods.
Realizing the influence of external forces on the activities of organizations, researchers have developed other approaches. The history of managerial thought, moving forward, finds its reflection
first in which he considers it as an interconnected series managerial functions. Then, in which draws the attention of managers to the fact that the organization is a set of interrelated elements (people, tasks, technologies, etc.) that move towards different goals and are subject to changing environmental conditions. And in which it focuses on the fact that management methods should be determined based on the situation.
At the present time, the development of managerial thought has reached clear trends, strategies and strength. Management is a process and a product of the environment, and the concept of management has shifted its attention to the human factor, organizational and methodological ways of resolving issues.
management management head
The concept of "management" quickly and firmly entered the modern domestic economic lexicon, becoming in its essence an analogue of the concept of "management". The term "management" is widely used in relation to a variety of socio-economic processes carried out at enterprises in market conditions.
Management is the management of commercial, economic organizations, managing in the conditions of the market; it is a set of principles, methods, means and forms of production management in order to increase production efficiency and increase profits.
Management is a universal human activity, which is an integral element of most types of labor.
It is the department managerial work from production led to the emergence of an independent type of activity - management, and then the corresponding specific science that meets the needs of professionals.
Considering management as a kind of management, it should be noted that the main thing in characterizing its essence is that it is one of the types of human activity.
The need for managerial activity is determined by the presence of organizations in which people work together to achieve common goals. Exactly Team work people requiring coordination, coordination, provision, determines the need for management.
The variety of forms of ownership, competition between enterprises, the development of market relations require clear, skillful management. The management system should provide conditions under which every manager at any level would consider it his task to organize an active search for real opportunities to increase production efficiency. At the same time, it should have the ability for sufficient self-regulation and improvement aimed at the widespread use of new highly effective organizational forms and management methods, technologies and scientific and technological achievements.
The efficiency of enterprises of any form of ownership is determined not only by the opportunities for investment in modern equipment but also by the qualifications of managers, the level of their competence, the ability to foresee, make and implement the necessary decisions in time. To do this, you need to know, apply and develop management.
At all times, the management of organizations has been complex process which combined elements of science and art. Today, this process has become even more complicated, primarily due to the abrupt, often unpredictable changes taking place both in the organizations themselves and in external environment. The growth of knowledge about the behavior of an individual in organizations and social processes, the temporal and spatial extent of business processes, the constant expansion of the information field and opportunities information technologies in the management of organizations, the multivariance of managerial decisions and the objective remoteness of their results - all these factors characterize the modern business environment. On the one hand, they expand the possibilities in the areas of activity of organizations, and on the other hand, they emphasize the need to increase the scientific validity of the choice and assessment of the consequences and aftereffects of the decisions made.
Since management as a conscious human activity in the organization of production in order to satisfy various kinds of needs has a long history, it is obvious that the knowledge, ideas, views and ideas about the organization of management that have constantly accompanied this activity have an equally long history. The study of the history of both real management and ideas of management is necessary and relevant whenever we are talking about the formation of management science, about assessing the level of its achievements, about the trends in its further development
The history of managerial thought is understood as either the process of emergence, development, struggle and change of doctrines, concepts, theories, views, ideas, ideas about managing an organization (as a whole or its individual functional areas)
in various specific historical conditions, or a system of scientific knowledge about these processes.
Grade the general state of managerial thought can be expressed in well-known words: "Management has a long past, but a very short history." Indeed, on the one hand, it is obvious that from the moment the need arose for the organization of elementary production in order to meet the vital needs of a person, the first thoughts, ideas about the rational management of production, appeared. On the other hand, it is also obvious that the history of managerial thought is still too young as a science. Only in recent decades have special monographs begun to appear in this area, and more recently, articles whose authors, using extensive historical material, are trying to determine certain patterns, the cyclical appearance and disappearance of managerial ideas. The main source and array of the database of the history of social scientific thought before that was the history of political, legal, sociological, economic, and ethical doctrines. In this series, a worthy place should be occupied by the history of managerial thought.
Special written sources, which contain material characterizing the level of development of managerial thought, can be conditionally divided into two groups: reflecting the direct economic activity of organizations and representing an attempt to comprehend the management of economic activity. Written sources belonging to the first group reflected daily economic activities, recorded the processes of making managerial decisions or the data necessary for the preparation, adoption, implementation of managerial decisions and monitoring their implementation, regulated the processes of managing economic activities. These are numerous documents of economic reporting; minutes of meetings of collective management bodies of a particular organization; various legal acts executing property, contractual and other relations between the parties to the management process; population censuses, etc. Such documents have been formed since ancient times. Thus, the earliest written documents in the form of hieroglyphic inscriptions, reflecting the economic activity in the states of the ancient kingdoms, date back to the era of copper and bronze, i.e., to the 5th-4th millennium BC.
Unfortunately, the documents of the second group began to appear only in the 17th-18th centuries, which makes it difficult to study the ideas of management of previous eras, in particular, management in the same ancient kingdoms where quite vigorous economic activity was carried out. At least no sources have yet been found - how special works scientists of the past, published before the middle of the 19th century, who would be entirely devoted to understanding and understanding management as a special field of activity. The most significant work is the 7-volume work of Lorenz von Stein "The Doctrine of Management", published in the 60s of the XIX century.
However, this does not mean at all that political, scientific, economic and cultural figures of different times and peoples did not generalize and systematize managerial experience or did not refer to well-known concepts of managing society, state, organization, production. On the contrary, extensive material on management issues is contained in books and manuscripts on philosophy, sociology, military affairs, politics, law, political economy and other sciences, in fiction, memoirs and other sources.
especially It should be noted the relationship between the science of management and the process of teaching management. This relationship began to be clearly defined from the realization that management is a special specific activity and profession that can be taught. IN different countries ah to the special training of managers (priests, scribes, demagogues, cameralists, administrators, leaders, managers, entrepreneurs) came to different times. References to the first targeted courses and training programs for priests - persons for managing the state treasury (in the 18th century they began to be called cameralists) are found in treatises of religious and statesmen and thinkers of the ancient civilizations of Mesopotamia and Sumer (5 thousand BC). The programs reflected the actual needs of a certain class of people, and the implementation of these curricula, in turn, contributed to the dissemination of management ideas, their adaptation and improvement.
It is now obvious (at least easy to prove) that this relationship almost always served to mutual enrichment. Over the centuries there have been many educational organizations to train managers and entrepreneurs. In Russia, the first higher commercial school was opened in Moscow in 1772. And the first business school was opened in the USA in 1881. Currently, there are tens of thousands of organizational forms in the world for the annual training and retraining of millions of managers and entrepreneurs (business schools, schools of business administration , special seminars and courses, scientific and practical conferences, etc.).
Stages of development of managerial thought
The basis for considering the evolution of managerial thought is the time scale, i.e. chronological approach. Considering the development of the theory and practice of management, it is customary to distinguish several historical periods:
I period - the ancient period;
II period - the industrial period (1776-1890);
III period - the period of systematization (1856-1960).
IV period - the period of the information boom (from 1960 to the present).
ancient period represents a pre-scientific stage in the development of managerial thought. This period was the longest: starting from the 9th - 7th millennium BC. until about the 18th century. All subsequent periods - the scientific stage of development (1776 - to the present).
At the first stage, when the groups of people were small, management in all areas was carried out by one person - the leader of this group.
The practice of management is as old as the world. But today no one can say with a sufficient degree of certainty when the first elements of control arose. Apparently, the need for it arose when people began to live and hunt in groups.
As soon as prehistoric people began to live in organized groups, they had a need for control in three areas of human activity:
- * defensive - protection from wild animals and enemies;
- * political - establishing and maintaining order in the group;
- * economic - the production and distribution of limited resources: food, clothing, tools, weapons, etc.
Later, as the groups grew and the functions performed by them became more complex, the need arose for the division of labor and differentiation of functions. But it took centuries.
Approximately in the 9th-7th millennia, in a number of places in the Middle East, there was a transition from an appropriating economy (hunting, fruit gathering, etc.) to a fundamentally new form obtaining products - their production (producing economy). The transition to a producing economy has become the starting point and origin of management, a milestone in the accumulation of certain knowledge in the field of management by people. Ancient Egypt, Greece, Rome, India, China
Industrial period
The system of knowledge on the history of management originated at the time industrial revolution XIX century, characterized by the replacement of manual labor by the factory system of production.
Factory system - a system of production that was widely introduced after the industrial revolution and is characterized by the creation of more and more large enterprises, allowing the use of new natural sources of energy, expanding the division of labor and introducing more complete control over the labor process.
Specialization, increasing mechanization and expansion commodity market allowed the factory system to leave behind the traditional handicraft system that preceded it. This was especially pronounced in textile industry, which became the most striking example of the factory method at the beginning of the 19th century. The factory system of production has created new problems related to the compliance of workers with strict production requirements, determined by the desire of entrepreneurs to maximize the level of productivity in order to justify their capital investments. At the beginning of the XIX century. some skillful workers reduced to extreme need new technology and the organization of factory production, tried to resist these changes by organizing campaigns of intimidation and breaking machines.
Period of systematization (1856-1960).
The science of management is in constant motion. New directions, schools, currents are being formed, the scientific apparatus is changing and improving, and finally, the researchers themselves and their views are changing. Over time, managers have changed their focus from the needs of their particular organization to the study of the forces of control operating in their environment.
At the turn of the XIX-XX centuries. V industrial production developed countries have made significant progress. Thus, its scale and concentration increased sharply, which was reflected in the appearance of giant enterprises, in which the number of employees was thousands and tens of thousands of workers and engineers, expensive equipment and complex technologies were used. technological processes based on the latest achievements of scientific and technical thought. The changed conditions demanded an equally fundamental change in the management of production, especially since the necessary prerequisites for updating the organization of production already existed to a large extent - this is the experience of industrial management accumulated in the 19th century, and achievements in such branches of knowledge as economics, sociology, psychology.
Science at the end of the nineteenth century. was prepared for broad theoretical generalizations of the vast factual material accumulated during previous centuries and at the beginning of the 20th century. The accumulation of the theoretical material accumulated in the previous period of time created the conditions for management to acquire a professional status.
As a result of the cognitive activity of people, what we call the modern theory of management arose. She (theory) has a thousand-year history. The history of managerial thought teaches correct use ideas and accumulated experience of management in modern efforts. The study of the history of managerial thought is required condition combating the "syndrome of self-sufficiency" of a manager, when a person involved in management believes that he knows everything. The study of the history of managerial thought requires a specific creative approach.
a) it is necessary to judge the theorists and practitioners of management of the past not by what they did not give in comparison with modern management requirements, but by what they gave new in comparison with their predecessors;
b) every beginning is always empty, poor in content, it is only a tendency to accumulate all content. From this point of view it is necessary to approach the evolution of managerial thought.
The emergence of managerial thought in ancient Egypt and BabylonManagement thought arises already in primitive society, where people accumulate the first experience of managing small social communities (family, clan, tribe). People have the first experience of optimizing relationships. In ancient Egypt, both building art and pottery developed, papyrus was created, astronomy developed, a calendar appeared, the foundations of geometry and algebra were laid, medicine and anatomy arose. People on the construction of the pyramids gained the first experience of management large organizations. The construction of the pyramids dates back to the III millennium BC.
Management Thought in Ancient ChinaFeatures of Management Thought in Ancient China
1. It is recorded in written literary sources. Written by specific people, not anonymously;
2. Reflects the mentality of the Chinese, their culture. Mechanical extrapolations are not possible;
3. Management ideas do not reflect the experience of managing production, but political organizations (the state).
Where is management thought going? For centuries, the idea of effective organization production, ranging from personal farming to the state economy, occupied the minds of practitioners and economists, sociologists, historians, political scientists, lawyers, etc. Naturally, by now, vast experience and theoretical knowledge has been accumulated in managing the national economy at all levels. There are various concepts, theories, teachings, scientific schools controls developed by many generations of scientists from different countries. It is also obvious that in the organization of various kinds of business, along with many features, there is much in common.
The task of the first international scientific and practical conference on the history of management thought and business included an inventory of management ideas in the past, an analysis of their state and effectiveness in the present, as well as a forecast for the emergence of new management paradigms in the future. The questions included in the program related to the organization economic management in different eras various types businesses in developed, developing and transition economies. The reports were grouped into three topics - the evolution of managerial thought, modern concepts business and management ideas tomorrow.
The evolution of managerial thought. Professor V. Marshev (Moscow State University) in the plenary report “Managerial Ideas. History of management paradigms. Formation of the history of managerial thought” noted that managerial thought went through three major stages - management in police states (7th century BC - the end of the 18th century), legal (end of the 18th - mid-19th centuries) and cultural (mid-19th centuries). - the beginning of the 20th century). Among the representatives of all directions, one should also name the names of our compatriots (sometimes little known to the scientific community), such as Yu. Krizhanich, M. Speransky, I. Platonov, V. Goltsev, V. Ivanovsky, D. Pikhno. The speaker then briefly described the numerous schools scientific management XX century, in which the ideas of domestic and foreign predecessors essentially developed.
A hypothesis is put forward about the existence of a certain regularity in the development of managerial thought, the emergence and change of schools and teachings, embodied in the practice of production management. The essence of the regularity is that, firstly, each subsequent school arose and replaced the previous one as a result of dialectical contradictions that arose in the latter and were insoluble by it; secondly, the root cause of contradictions has always been a person or human communities, more precisely, the importance that was attached to the human factor in the studies of the corresponding school. The first component of the regularity is an analogue of Gödel's incompleteness theorem and is of a universal nature for the development of managerial thought. The second one is concrete-subjective and can serve both as a tool for studying the history of managerial thought (more precisely, measuring the content of a particular school), and as a means of predicting the “historical moment” of the emergence of the next school based on a kind of cyclical development of managerial thought.
Associate Professor D. Platonov (Moscow State University) formulated the relationship between objective development National economy and the corresponding scientific and practical doctrine of management. In his opinion, the national economy is not only an environment that generates ideas, including managerial ones. This is also a special environment in which many of them are implemented, which is often hidden from researchers of macroeconomics, developers economic theories due to the generality of the subjects of their research. In other words, research in the field of the history of the national economy and the history of managerial ideas are interconnected, interdependent and enrich each other.
Professors of the State Academy of Management G. Latfullin and Y. Radchenko emphasized the importance of research and reconstruction of Russia's rich historical heritage in the development of organizational ideas. According to the speakers, the action organizational laws, underlying the principles of economic activity, are much longer in time and wider in space than other social laws (including economic ones), and therefore they are more general.
The report is illustrated with examples from the works of Russian educators, statesmen, organizers of production and scientists, as well as cultural monuments (chronicles, princely charters, etc.), in which organizational thoughts, views, ideas and concepts were manifested or formulated, which have not lost their relevance today. In particular, the “Prayer of Daniil Zatochnik” (XIII century) is mentioned, which contains such elements of management theory as the concepts of hierarchy, competence of leaders, goal-setting priorities, etc. In the works of M. Speransky (early XIX century), the concept of “rules for organizing management ”, organizational categories “responsibility”, “planning and control”, “separation of powers”, “decision-making process”, “management methods” are formulated. In the works of the Russian mining engineer K.Skalkovsky, a number of management ideas and paradigms were discovered, which actually anticipated the emergence of similar provisions in the West, including those widely known as “Parkinson's law” or “Peter's principle”.
The report of Associate Professor A. Naumov (Moscow State University) “Hofstede’s dimension of Russia (the impact of national culture on business management)” reported on one of the first attempts at a major sociological study with the aim, firstly, of identifying and measuring the characteristics of Russian national culture and, secondly, , determining the influence of national culture (as more general concept) to other levels of culture and, above all, organizational and managerial. In the course of the survey, 250 respondents - citizens of Russia were interviewed using a questionnaire developed by the author, which contains 29 groups of questions characterizing five indicators (measurements) of national culture proposed by the Dutch scientist G. Hofsteed.
Management ideas tomorrow. In the report “Economic Reforms and Anti-Crisis Management in Russia in Transition”, Professor S. Belyaev expressed the idea that the crisis in production was a consequence, not a cause of the crisis in management. The processes of economic liberalization, privatization and corporatization took place without a sufficiently developed legal basis, in the absence of a bankruptcy law. As a result, privatization dragged on and led to the current results.
Today, according to the speaker, the problem is not to improve the process and legal procedures of bankruptcy, but to improve the methods of managing enterprises that are close to bankruptcy. Hence the term “anti-crisis management”, which is not a synonym for “competitive management”, “external management”, carried out through judicial (arbitration) bodies.
Crisis management involves the preparation and use of teams of arbitration managers at the enterprise. The objects of management should be traditional functional areas - personnel, strategic planning, marketing, finance, production, and management itself should not be defensive in nature (reduction of production, market, personnel), but active - aggressive marketing, development of new business and strategy, retraining of personnel, etc.
Further, the speaker compared the characteristics of a professor of management of the past and the future. In the past, this person is highly specialized, highly professional, focused on the transfer of knowledge, distant from students, feeling superior to them in knowledge, acting within the framework of the curriculum and program. In the future, this is a person capable of integrating different knowledge, actively involved in the learning process with the help of new technologies, and, consequently, in relationships with students. He is more of a coordinator than a mentor, developer and “implementer” of the business school strategy.
The period of 60-80s was characterized by the development of a systemic representation of control in statics and dynamics. Significant results have been achieved in socio-psychological studies of management. At the same time, organizational behavior, development and culture, and situational management remained unexplored.
In the 80-90s, the main objects of research were managerial relations, organizational behavior, organizational culture, situationality and changes. Learning organizations have emerged, adapting to change. At the same time, despite the development of the benchmarking tool, there are still no achievements in solving the problem of “who is the best in management”.
TOPIC 9 MANAGEMENT - SCIENCE PRACTICE
