Реферат: Social organization
The third component is social regulation that consists of rules identifying permissible and impermissible activity on the part of individuals, firms, or governing agencies along with accompanying sanctions and/or rewards. Social regulation is aimed at restricting behaviours that directly threaten public health, safety, welfare, or well-being. As a tool of governance, it is used to accomplish a number of public purposes such as preventing harms or providing public benefits. Regulatory programs vary considerably in what they require and/or prohibit, timing of their intervention etc. They entail:
· rules that govern expected behaviours or outcomes;
· standards that serve as benchmarks for compliance;
· sanctions for non-compliance with the rules (or rewards for compliance);
· an administrative apparatus enforcing rules and administering sanctions.
Social regulations are typically developed to prevent harm to a society. While there is much conceivable harm that could be addressed, it is up to governmental officials to determine the particular harms that deserve attention.
Development of management on the post-Soviet area
Development of modern societies on the post-Soviet area is characterized by deep dynamic changes of systemic nature. State, political and economic forms have changed; new social and production technologies have been introduced. All these processes considerably increased the significance of governance in orderly organized social systems.
All over the world the quality of labour force and the structure of aggregated labour have undergone changes. Now managers encounter not with non-qualified obedient executors but mainly with specialists who are able to assess and creatively affect the implementation of managerial decisions. The structure of employees has also changed: if earlier peasants, blue-collars and service workers dominated in number, in modern economy managers and specialists are now becoming the main professional groups, the contradictions between which determine the dynamics of practically any organization.
It means that radical changes in the social object of governance suggested a necessity of changing the character of modern industrial management which gained a particular significance in a transitional period when market reforms were carried out. The changes undertaken in the production structure and character of economic relations, as well as the macro-economic dysfunctions, the total financial imbalance, a revolution in property and the system of consumption produced a great deal of uncertainty and disorganization in the development of modern enterprises. In turn, radical transformation of the social-economic system required special scientific and managerial maintenance of the reforms, deep theoretical working out of the problems of maneuverability of the reformation process, formation of quality of management itself etc.
Considerable peculiarities of the development of modern production entailed changing the whole philosophy of management and its practical re-orientation. In the organization of production the utmost importance is now paid to introducing the results of information science, socializing the system of industrial management on the basis of the principles of corporatism, ecologization of managing the production etc.
In other words, the processes of modern management development are of a special interest not only for sociologists: administration and governance transforming into a genuine process of managing people as human capital, not as human recourses, must be comprehended from the viewpoints of compliance with group values, needs and possibility to realize cooperation. In this connection quality of social governance of human capital as the main national resource may become the most significant factor so that on the post-Soviet area successful market changes and guarantee of effectiveness (compatibility) of the present-day production can be achieved.
In recent years various innovations of crisis management in the national production have been applied to settle stagnation and degradation processes: the statuses of regular professional groups within the labour collective and the share of qualified labour started increasing, the labour force redistribution from the main production to a non-productive sphere was ceased, hidden unemployment stopped from developing, etc. The given problems may have the possibility to be solved as non-standard social and governmental strategies were applied in the area.
BASIC CONCEPTS
Authority – people’s voluntary abeyance to one of them due to his peculiar individual qualities; in politics, it generally refers to the ability to make laws, independent of the power to enforce them, or the ability to permit something.
Bureaucracy – the way that the administrative execution and enforcement of legal rules is socially organized; the formation of bureaucracy, or the management, is the major aspect of rationalization (by M. Weber).
Flat (single-level) hierarchy – the opposite extreme to the pyramid hierarchy which is most common in smaller organizations which lack standardization of tasks.
Formal organizations – large secondary groups that are legally registered and rationally designed to achieve specific objectives.
Hierarchy – any system of relations among entities wherein the direction of activity issues from the first party to the second party, but not the other way around; it is based on the principle of collateral subordination when the upper levels are “superior” to the lower ones and control them.
Informal organizations – secondary groups which for their minority or any other reason are not legally registered, their members are cohered by personal interests in culture, sports, recreation etc., headed by a leader and not involved in activities designed to get material profits.
Managerial decision – a formally registered project of some change in the organization.
Organization – a formal group of people with one or more shared goals.
Organizational area – element of the organizational structure that includes definite physical, functional, status and hierarchical areas of the organization.
Organizational culture – a less tangible element of the organizational structure which comprises attitudes, values, beliefs, norms and customs of an organization that affects its members’ behaviour.
Organizational structure – the way in which the interrelated groups of the organization are constructed.
Power – the ability to impose one’s will on others, even if those others resist in some way.
Pyramid hierarchy – the configuration of the hierarchy if the number of those who are superior is smaller than the number of those who are supervised.
Self-organization – a process of evolution where the effect of the environment is minimal, i. e. where the development of new, complex structures takes place primarily in and through the system itself.
Social regulation – third component of management that consists of rules identifying permissible and impermissible activity on the part of individuals, firms, or governing agencies along with accompanying sanctions and/or rewards, it is aimed at restricting behaviours that directly threaten public health, safety, welfare, or well-being.