History of Management Management originated approximately seven thousand years ago. Revolutionary periods include 4: 1) 5 thousand years BC. e. . Associated with the emergence in ancient Sumer of writing for business correspondence;
History of management 2) 1760 BC e. . Associated with the Babylonian king Hammurabi, who issued to regulate the diversity of social relations between various social groups of the population.
History of management 4) The end of the 19th and 20th centuries. . The theoretical basis was Weber's concept of bureaucracy, which made it possible to form, implement, introduce norms and standards, and establish. At this moment, management becomes an independent field of knowledge, that is. V
History of impact management: born under the development of real social and then industrial; the emergence and generalization of experience and paving new paths; (own) management, which, together with the two above-mentioned reasons, leads to a change in paradigm (system of principles and approaches in management as a science);
History of management Modern management science has emerged as a special field of knowledge. The development of management is determined by the development of production and the economy as a whole. They showed the need for management, its improvement and development.
History of Management Management as a scientific discipline began when people began to systematize and develop recommendations on how to better manage, and theories emerged that could be taught and studied. This was the beginning of management.
School of Scientific Management K The new factory system could no longer work in the old way. It could not cope either with the new achievements of scientific and technological progress, or with the increased scale and concentration of production. The answer to the needs of this era - the era of mass production - is what we owe to the American engineer.
School of Scientific Management Using scientific analysis to determine the best way to accomplish a task. Selecting workers best suited to perform tasks and providing them with training. Providing workers with the resources required to effectively perform their tasks. Systematic and correct use of financial incentives to increase productivity. Separation of planning and thinking from the work itself.
School of Scientific Management The concept of scientific management put forward by Taylor was a serious one, thanks to which it became widely accepted as. Practice managers and scientists are convinced that the methods and approaches used in science and technology can.
Representatives of scientific management tried to rationalize the work of an individual worker and concentrated their attention on the shop level. In contrast, proponents of the administrative school view the problems. Was the founder.
Division of labor Power and responsibility Unity of leadership Scalar chain (hierarchy) Discipline Unity of command Subordination of private interests to general interests Remuneration Centralization or decentralization Order Equal treatment of subordinates Stability Initiative Corporate spirit
Elton Mayo School of Human Relations Applying interpersonal management techniques to improve satisfaction and productivity. The application of the sciences of human behavior to managing and shaping organizations so that every employee can be used to their full potential.
School of Management Science Representatives of this school mastered various aspects, components and elements of the management object using quantitative methods, developed appropriate economic, mathematical and logical models. The quantitative approach to management consists of the application of statistical methods, optimization models, information models and computer modeling methods
With the improvement and development of production, technical means and the economy as a whole, management as a science is also developing. The management process is dynamic, constantly changing, so new teachings about this science appear regularly.
63. The nature of management and historical trends in its development.
Modern management science has emerged as a special field of knowledge, has taken shape in basic conceptual principles, and has become a subject of study in higher education.
The development of management is determined by the development of production and the economy as a whole. This is most noticeable in the example of the United States, when at the turn of the 19th and 20th centuries. production in the USA has reached a relatively large scale, processes of concentration of production have become noticeable, competition has acquired national significance, new technologies (machine technologies) have emerged, further development of production required the concentration of financial resources; Social problems arose and class contradictions intensified.
All this testified to the need for management, or rather, its development and improvement. It was practice that revealed the need to pay great attention to management; it was practice that showed the dependence of success in production on success in management.
This circumstance is of great importance in understanding the trends in management development: practice awakens thought, thought gives birth to science, the development of science requires the study of history, knowledge of the past is embodied in projects for the future.
The development of management in Western countries is the most developed part of the history of management. But management has both general features and national characteristics; it is directly related to culture; level of economic development, natural and ethnic characteristics of human existence.
When talking about historical trends in the development of management, we mean several factors: firstly, objective changes that come in management itself under the influence of various factors in the development of production, society, and people; secondly, the development of management thought; thirdly, the general development of science, which determines the methodology for understanding historical facts at each stage of development; fourthly, the need for knowledge of history; fifthly, the role of history in the socio-political life of the country; sixthly, the needs of the future as a factor in structuring historical trends.
The nature of modern management is twofold: on the one hand, management is productive work that arises in conditions of combined production with a high level of specializations workers, ensuring the connection and unity of the entire production process, and on the other hand, management is the activity of supervision and control, which is based on the opposition between hired labor as the direct producer and the owner of the means of production. Management work involves performing socially necessary tasks to regulate, organize, coordinate and control socio-economic processes. At the same time, systems of supervision and control measures cover both capital and the labor force that drives it. As a function of property, management acts as “command” over labor, because property – the material basis of the life of society – actually provides the right to manage socio-economic processes to the class of owners (capital owners).
The concept of “management,” like a number of other concepts in economic theory, did not appear immediately, but was formed over many years with the participation of many authors, and therefore has different interpretations. The most common understanding of management is as the science of training people to work in the field of managing various objects:
– enterprises and organizations producing various goods, works, services;
– military units and formations;
– development of new technologies and innovations;
– financial transactions.
Views on management fundamentally depended on the socio-political system in which they were created and developed. Under the conditions of communist ideology, a management theory was developed that was significantly different from the management thought that developed in systems with free market relations.
In a market economy, the object of management control is the enterprise. Such a clear identification of the management object is important for studying management goals, determining management principles and methods, etc.
Managing an enterprise as an integral part of the national economy comes down to operating certain reproductive resources that ensure the effective state of the economic system, the elements of which are objects and subjects of management.
The history of management can be divided into two periods: 1) the presence of management practice; 2) management as a scientific discipline. In fact, the first period lasted until the beginning of the twentieth century, i.e. governance existed, but its nature and structure were very different from today's governance. This fact can be explained if we turn to organizations that existed in ancient times.
The development of management in scientific and technical disciplines occurs at the beginning of the twentieth century. In 1911, Taylor published the work “Principles of Scientific Management.” From that moment on, official sources began to consider management as a science.
The main reasons for the transformation of management into a science: the industrial revolution in England => the emergence of giant monopolies, work in which required organization and coordination of actions. However, the “homeland” of management is not England, but the USA.
The USA supports the idea of education for all => there are many highly educated workers capable of complex activities.
In the USA there is no government regulation of business => the size of enterprises is rapidly increasing, and the task of centralized management is being set, that is, it was practice that discovered the need to pay more attention to management, and showed the dependence of success in production on success in management.
64. Production management and its functions. Production management is a comprehensive system for ensuring the competitiveness of an incoming product in a specific market. Production management examines theoretical, methodological and practical issues of organizing production activities. Production management integrates within or around itself all types of management: innovation, financial, tax, marketing, etc. The effectiveness of production management is largely determined by the accuracy of forecasts of strategic trends in the development of society, ideology, production and information technologies, forms of integration, organization of production, innovation policy etc. The functions of production management include: strategic marketing, planning, process organization, accounting and control, motivation, regulation. If the listed functions are represented as a system of components transforming into one another, then at its center there will be a coordination function connected to each function.
Manufacturing is the creation of goods and services.
Production management is an activity that refers to the creation of goods and services by converting inputs (needed resources of all kinds) into outputs (finished goods and services).
Production management process is presented as a set of sequential actions of the management apparatus to determine goals for production units and their actual state based on the processing of relevant information, the formation and delivery of economically sound production programs and operational tasks.
The essence of production management expressed in his functions(planning, organizing, coordinating, motivating and controlling). In this case, organizational, administrative, economic and socio-psychological methods, which are implemented in accordance with certain principles, the main of which are: scientific nature, focus, consistency, the optimal combination of centralized regulation of the managed system with its self-regulation, taking into account the personal characteristics of workers and social psychology, ensuring the compliance of the rights, duties and responsibilities of all management participants in achieving production goals, fully ensuring the competitiveness of management workers .
The main goal of the discipline "Production Management" is to provide a fundamental understanding of the principles of the effective functioning of the modern production management system, as well as the development of enterprise management technology.
Object of production management is production and production systems.
Under production understand the purposeful activity of creating something useful - an item, a product, a material, a service. Moreover, the most important element of the production process is the technological process, which determines the production and organizational structure of the enterprise, the qualifications of employees and much more.
Production systems consist of workers, tools and objects of labor, as well as other elements necessary for the functioning of the system in the creation of products or services. The elements of the production system are workers and material objects - technological processes, raw materials, materials and tools, technological equipment, equipment, etc.
Production system structure- this is a set of elements and their stable connections that ensure the integrity of the system and its identity with itself, i.e. the ability to preserve the basic properties of the system under various external and internal changes.
Thus, the production system presupposes the presence of an external and internal environment, as well as feedback between them. The components of the external environment that influence the sustainability and efficiency of the enterprise include the macro (international, political, economic, socio-demographic, legal, environmental, cultural spheres) and micro environment (competitors, consumers, suppliers, legislation on the tax system and foreign economic activity ), infrastructure of the region (banks, insurance and other financial institutions, industry, healthcare, science and education, culture, trade, catering, transport and communications, etc.). The components of the internal environment of an enterprise include the target subsystem (quality of manufactured products, resource conservation, sales of goods, labor and environmental protection); supporting subsystem (resource, information, legal and methodological support); controlled subsystem (R&D, planning, organizational and technical preparation of production); management subsystem (development of management decisions, operational management of the implementation of decisions, personnel management).
The tasks of the PM are:
1) constant introduction (development) of new, more advanced products into production;
2) systematic reduction of all types of production costs;
3) improving quality and consumer characteristics while reducing prices for manufactured products;
4) reducing costs in all parts of the production and sales cycle with the constant development of new products, expanding the range of products and changing its range.
65. (see 64) Production management. Its methods and areas of application. The object of production management is the activity of creating products, performing work and providing services to internal and external consumers. The current level of development of productive forces, characterized by the use of complex and varied equipment and production technology, large scale production, multi-nomenclature cooperation, involves the joint work of a large number of people. Such work is unthinkable without the organization of labor, which acts as an orderly system of interaction between workers and the means of production and with each other in a single production process. The basic principles of production organization are: Specialization; Proportionality; Parallelism; Continuity; Directness; Flexibility; Rhythm. At the enterprise level, labor organization is a system of rational interaction of workers with the means of production and with each other, based on a certain order of construction and sequence of implementation of the labor process, aimed at obtaining high final socio-economic results. Based on the definition of labor organization, it is designed to solve the following problems: - technical and technological, which express the influence exerted by the organization and standardization of labor on improving the structure of the enterprise, specialization of production, selection of optimal options for technological processes; - economic, expressing the focus of labor organization on creating such a system of interconnection between people and the means of production and with each other, which ensures maximum labor productivity, minimum cost of manufacturing products, and high profitability of production; - psychophysiological, which involves the creation of favorable working conditions in the workplace, ensuring high and stable human performance over a long period of time, preserving his health; - social, aiming to increase the content and attractiveness of work. All of the listed tasks are solved in a complex, and in connection not only with each other, but also with the improvement of equipment, technology, organization of production and management. Only this approach can ensure maximum efficiency of labor organization, the directions of which, based on the listed groups of tasks, can be formulated as follows: 1. The development of rational forms of division and cooperation of labor is based on the isolation of parts of the production process based on technological features, functions performed and qualification requirements for workers; 2. Organization of workplaces involves equipping with means of production, objects of labor, tools, fixtures and fittings, means of communication, as well as their rational placement on the work site and in the work area, promoting the use of rational methods and techniques of labor and, ultimately, high labor efficiency for each employee ; 3. Maintenance of workplaces as an important element of labor organization essentially involves the search for optimal options for the interaction of main and auxiliary workers, which allows for an uninterrupted supply of workplaces with raw materials, materials, workpieces, adjustment and repair services, transport and housekeeping services, etc.; 4. Optimization of the labor process through the introduction of rational methods and techniques of labor involves the construction of any labor process on the basis of techniques and methods of labor that ensure maximum savings in working time with the least expenditure of physical energy and the optimal pace of work; 5. Creation of favorable working conditions in the workplace, rationalization of work and rest regimes; 6. Certification and rationalization of workplaces, which is a periodic recording, comprehensive assessment and certification of workplaces for their compliance with modern requirements, and in case of this non-compliance - the development of measures for their rationalization; 7. Labor rationing, which is a labor and production management activity aimed at establishing the necessary costs and results of labor, as well as the correspondence between the number of different groups of personnel and the number of pieces of equipment. A workplace is a spatial zone equipped with technical means in which the labor activities of workers who jointly perform work or operations are carried out. Organization of the workplace is a set of measures to equip the workplace with means and objects of labor and their placement in a certain order. The purpose of rational staff placement is to reduce the time required to complete work, eliminate unnecessary movement of employees, provide good working conditions and reduce stress and fatigue of employees, make the most economical use of space and maximize staff productivity. Product quality is a set of properties that determine its suitability to satisfy certain needs in accordance with its purpose. The term “quality” used in ISO international standards has a double meaning - in relation to the product (product quality) and to the quality management system (quality system). The range of parameters used in assessing competitiveness includes two general groups: quality parameters (technical); economic parameters. The technical group includes need parameters that characterize the content of this need and the conditions for its satisfaction. These include: destination parameters; ergonomic parameters; aesthetic parameters; regulatory parameters. A quality system is a set of organizational and technical measures necessary to provide the consumer with guarantees of consistently high quality products and their compliance with the requirements of standards and contract terms. Without a carefully developed and implemented quality system, the successful functioning of any enterprise of any form of ownership is impossible. This is due to the fact that market and quality are closely related concepts. You can win over consumers only through quality - this is the credo of thriving companies around the world.
The new management concept in market conditions is based on the relationship between enterprise management and quality management and sets customer satisfaction as its main goal. Therefore, the most important problem in quality management in Russia at present is the creation of quality systems at Russian enterprises and organizations in accordance with the requirements of international standards ISO 9000 series and their subsequent certification.
The practice of management can be safely considered the same age as humanity. Before emerging as an independent field of knowledge, humanity has been accumulating management experience bit by bit for thousands of years.
History shows that the theoretical understanding of management processes has proceeded unevenly. Moreover, successes in the development of management theory have always depended on the development of industry and other areas related to management, such as mathematics, engineering, psychology, sociology, cybernetics, etc. As one of the founders of scientific management, F. Taylor, noted: “The art of scientific management is This is evolution, not invention."
The purpose of studying the history of management development is to consider the most significant periods in evolution.
A general description of the history of management, starting from the ancient world and ending with the end of the twentieth century, is given in Table. 20.1.
| Years | Authors | Major contribution to management development |
|---|---|---|
| 5000 BC | Sumerians | Writing, recording facts |
| 4000 BC | Egyptians | Recognize the need for planning, organization and control |
| 2600 BC | Egyptians | Decentralization in management organization |
| 1800 BC | Hammurabi | Using written documents for control |
| 1100 BC | Chinese | Recognize the need for organization, planning, direction and control |
| 600 BC | Nebuchadnezzar II | Production control and incentives through wages |
| 500 BC | Mencius | Recognizing the need for quality systems and standards |
| 400 BC | Recognition of management as a special art form | |
| 325 BC | Alexander the Great | Creation of headquarters |
| 284 AD | Diocletian | Delegation of authority |
| 1500 | Thomas More | Analysis of the disadvantages of poor leadership |
| 1776 | Adam Smith | Application of the principle of specialization, concept of control |
| 1799 | Eli Whitney | Quality control |
| 1810 | Robert Owen | Training of workers, construction of houses for workers |
| 1832 | Charles Babbage | Emphasis on scientific approach, importance of specialization and division of labor |
| 1886 | Henry R. Towne | Science management |
| 1900 | Frederick W. Taylor | Scientific management, systems approach, functional organization, standards, planning and control |
| 1910 | Harrington Emerson | Principles of efficiency |
| 1916 | Henri Fayol | The first complete theory of management, functions and principles of management |
| 1917 | Max Weber | Theory of bureaucratic organization structure and management (emphasis on psychology, study of human relations) |
| 1918 | Mary Parquet Follett | Individual motivation, group approach to problem solving |
| 1924 | G.F. George | Use of statistical methods in quality control |
| 1927 | Eltong Mayo | Sociological concept of group aspirations |
| 1930 | Walter Dill Scott | The manager must look at workers not only through the prism of their economic interests, but also social ones, from the point of view of public recognition of their merits, their inclusion in groups, etc. |
| 1933 | Abraham Maslow | “Pyramid of needs” - a person has a complex structure of hierarchical needs. Management should be carried out on the basis of identifying the needs of the worker and using appropriate methods of motivation |
| 1949 | Norbert Wiener | Emphasis on systems analysis and information theory |
| 1950 | Peter F. Drucker | The concept of management by goals - management should begin with the development of goals and only then move on to the formation of functions and interaction systems |
| 1960 | Douglas McGregor | Theory "X":
|
| 1962 | A. Chandler | The design of the organization must be consistent with the strategy chosen by the company. A change in strategy necessitates the design of a new organization |
| 1965 | Igor Ansoff | Model of strategic planning, strategic management |
| 1977 | J. Galbraith | Definition of elements of modern organizational design:
|
| 1980 | Michael Porter | New ideas of competitiveness and consumer qualities of products |
| 1981 | William Ouchi | Z theory concept:
|
| 1985 | Tom Peters, Robert Waterman, Richard Pascal, Anthony Athos | Theory "7-S" - an effective organization is ensured using seven components: strategy, organizational structure, process systems, staff, style, qualifications, shared values |
In the history of Russia and other countries, the position of manager has existed for many centuries. However, the formation of management science is associated with the emergence at the beginning of the twentieth century. scientific management concepts.
Studying the history of management as a science allows us to trace the original sources of ideas and approaches, trace their dynamics, and identify prospects for development in a specific economic and social environment. Studying history makes the picture of the present more logical and concrete. Consideration of the origins and development of modern management concepts provides insight into the analytical and conceptual tools of the profession. The famous American scientist Peter Drucker defined the role and significance of management as follows: “Management is a special type of activity that turns an unorganized crowd into an effective, focused and productive group. Management as such is both a stimulating element of social change and an example of significant social change.”
Prospects for modern management 65
Development of management in Russia 53
Management development 32
National-historical factors on
Variety of management models. Influence
Stages and schools in the history of management 19
Management 11
Conditions and factors of origin and development
Development 3
The nature of management and its historical trends
Kostroma
LECTURES ON DISCIPLINE
Subachev A.A.
"History of Management"
- The essence of control and the main elements of control.
- Development of management history and levels of research.
- Methodological approaches to the study of management history. The procedure of “historical reconstruction”. The position of the researcher when analyzing the history of management.
- The essence of management
Management has, to one degree or another, interested the progressive minds of mankind since ancient times. “The art of managing people is the most difficult and highest of all arts” (Pericles, 490-429 BC). In all historical eras, in every country, both economic and non-economic (military, religious, cultural, etc.) activities of society and human groups were consciously managed.
Management manifests itself in the human community through joint activities. The emergence of management as a special activity in society is due primarily to the emergence and development of the division of labor, which specialized the labor of producers and teams.
From the very beginning of human society, the main elements, subjects and objects of management activity were present in it:
♦ resources;
♦ environmental conditions;
♦ goals and objectives for maintaining the life of the community;
♦ certain rules for interaction and joint activities of community members;
♦ communications and adequate information flows of direct and feedback connections that prompted certain actions;
♦ certain technologies of activity that needed to be created, developed and transferred/distributed between members of the community;
♦ requirements for division of labor.
All this necessitated the emergence of management as a specific type of activity, which arose with the division of labor and the identification of groups of people and individuals occupying different positions in labor processes, including in the processes of production and exchange.
Management includes all aspects of society, social relations, incl. economic, legal, cultural, behavioral, production - everything that determines the appropriate functioning and development of human communities. It is generally accepted that the basis of human development and social relations is the economy, economic/industrial relations.
The main features of management in human society are:
♦ maintaining the integrity of the human community or a certain part of it (countries, groups, organizations, etc.);
♦ ensuring the functioning and development of the human community (or a certain part of it);
♦ implementation of control in the form of control actions and reactions to them.
In the human community, the term “management” refers to a set of coordinated activities aimed at achieving set goals. V. Siegert gives the following definition: “management is such leadership of people and such use of funds that allows you to carry out assigned tasks in a humane, economical and rational way.”
Management is a broad concept. It is known to control machines, chemical or other processes. It is based on knowledge of the laws of mechanics, physics, and chemistry. But in society there is management not only of things, but also of people, groups of people in the process of producing material goods. And this is the most difficult activity. This will be discussed further.
There are many different approaches to defining the meaning of the word “management”. In the scientific literature, management is considered in different aspects, and, accordingly, different content is put into its concept. Moreover, we mean not just different approaches to management, its different aspects, but an understanding of management itself, on the basis of which its concepts are formulated (see Appendix 1).
Management is defined as a science, art, process, apparatus, function, system, conscious actions, type of activity. Management is always aimed at a specific material object, person, group of people. It is continuous and always aimed at achieving a certain result. In this case, all available opportunities (various resources) are used, subject to their most effective use - i.e. achieving the best results at the lowest cost. Based on these characteristics, we can give the following formulation of the term management:
Control - a set of conscious actions of something (someone) aimed at (someone/something) a specific object or subject, which ensure the achievement of set goals by using available opportunities to obtain a certain result at the lowest cost.
It should be noted that the concept of “management” refers only to human communities and is interpreted much more broadly. In the broadest sense, the concept of “management” is inextricably linked with the concept of “system”, which in the cybernetic sense means a set of elements that are in relationships and connections with each other. with each other, forming a certain integrity, unity. The system is also understood as a complex of processes and phenomena, as well as connections between them, which is characterized by: a certain integrity, unity, functioning and development (expediently conscious and not unconscious).
In this context, “management” is understood as a function of biological, social, technical, organizational and other systems, which ensures their integrity, preservation of their structure and a certain mode of activity. Management itself is a system and involves the development and implementation of control actions and, accordingly, the management system is distinguished:
♦ controlled system being the object of management. In the broadest sense, the state of the control object (the controlled system) is determined at each moment by its previous states, the controlling influences of the control system and the influences of the environment (internal and external);
♦ control system, subject of management, part of the management system that carries out control actions to maintain and develop the object of management in the direction of the Indian system of goals.
The essence of management comes down to the development and implementation of certain influences on the part of the subject of management on certain objects of management in the process of some purposeful activity. Thus, there are at least three classes of control systems:
- Development of management history. Research Levels
The history of management and managerial views goes back to the distant past. In essence, we can say that it was management that created human society and contributed to its development. Management appeared later - when production/entrepreneurial activity appeared, formalized in one or another organized form (prototypes of modern organizations). The history of management should be understood as the emergence, development and change of management systems in specific historical conditions in the past, as well as the body of knowledge (including scientific results) about these processes. The source and basis for the formation of management was the formation of the first social relations, realized through instincts and conditioned by the emergence of power mechanisms, including such levers as obedience, prodding, execution, obedience, subordination, respect for elders, more experienced, fear of punishment, instinctive desire for collectivism, etc.
Currently, management history is a developing field of knowledge. There is relatively little domestic literature devoted to this issue. There are a number of publications on the history of management, however, as a rule, these works contain a statement of the positions of scientific schools of management only of the 20th century. The emergence of management, which is management at the level of business organizations, goes back into the depths of centuries not as far back as the history of management itself. The history of the development of human society is a process of organizational progress, the complication of the very structure of human organization. The form in which this forward movement takes place represents the allocation of new types of activity in the division of social labor, accompanied by an increase in its productive power. The history of the development of management thought is also connected with this process.
The history of the emergence and development of management goes back approximately 4-5 thousand years. Management has gone through centuries of evolution within various socio-economic formations and civilizations. One can argue about periodization in management/management, but it is impossible to refute the connection between the progress of the social division of labor and the growth of its productivity.
Let's consider the main approaches to classifying management history. In principle, the classification of historical aspects is present in many disciplines - the history of management, the history of economics, the history of economic doctrines, the history of entrepreneurship, the history of law, culture, history as such, etc. Each of these disciplines has its own specific approaches, but general principles can be identified.
The study of the history of management requires a certain classification of historical periods, civilizations, management methods, etc. In essence, the history of management is the history of society in the aspects of social relations within the division of labor. Therefore, the closest classification should be considered the classification system in economic history, most closely related to the history of management.
Periodization of management history(by analogy with similar classifications in the history of economics) can be made using the following classification approaches:
♦ chronological (discussed in clause 1.2.2);
♦ civilizational (discussed in paragraph 1.2.2);
♦ by production methods;
♦ by stages of development of industrial relations;
♦ by methods of product distribution;
♦ formational;
♦ country;
♦ technological.
We can distinguish seven fundamental stages (often called management revolutions) in the development of management. These stages correspond to the main historical milestones in the change of cultures and social classes and mark turning points in the theory and practice of management. Many researchers propose dividing these historical periods into stages of shorter duration. Naturally, this applies mainly to the last three stages, when the influence of management on public life increased noticeably and corresponding concepts were formed.
The first stage of managerial development (4-5 thousand years ago) is described as “religious-commercial”. It occurred during the formation of slave states in the Ancient East and led to the emergence of the power of priests and the birth of writing. Already in ancient Sumer, Egypt and Akkad, transformation and stratification of the highest caste of priests was observed. A special layer of priests appeared - religious functionaries who carried out trade operations, conducted business correspondence and made commercial payments.
As a result, a new type of business people has emerged - not yet a commercial businessman or entrepreneur, but no longer a religious figure, alien to any profit. Thanks to the replenishment of monetary funds, the Sumerian priests became a rich and influential layer. Clay tablets have been preserved on which the priests of Sumer kept legal, historical, and business records, many of which were related to management practices. The priests diligently kept business records, checked accounting calculations, carried out supply, control and other functions, and managed the flow of funds.
As a result of the first stage, management was formed as an instrument of commercial and religious activity, later turning into a social institution and professional occupation.
The second stage of management development has arrived approximately a thousand years after the first and is associated with the name of the Babylonian ruler Hammurabi (1792-1750 BC), who brought management from the everyday to the state level and introduced elements of rule-making. The second stage provided examples of a purely secular, aristocratic management style. In the process of the second stage of managerial development, a group of people was identified who were professionally involved in state management, as well as the separation of state management functions from church authority. The essence of the second revolution in the development of management thought lies in the emergence of a purely secular manner of management, the emergence of a formal organization and regulation of people's relationships, and finally, the emergence of the foundations of a leadership style, and therefore methods of motivation. This stage is characterized as “secular-administrative”.
The third stage of management development received the name "production-construction" and began approximately a thousand years after the death of Hammurabi. The main result of the third stage in management, dating back to the reign of Nebuchadnezzar II, was the combination of state planned methods of regulation with production activities. During the reign of King Nebuchadnezzar II (005-562 BC), the construction of the Babylonian surplus and the hanging gardens took place, and a system of production control in textile factories and grain storage facilities developed. This control method made it possible to accurately determine how long a particular batch of raw materials had been in the factory. Note that this is also used in the modern textile industry. For example, Nebuchadnezzar introduced the use of colored labels. With their help, the quality of the yarn entering production weekly was determined. Construction activities and the development of technically complex projects, effective methods of management and product quality control" - all this characterizes the third stage of managerial development. During the third stage of managerial development, a group of people was identified who were professionally involved in management in the field of production and construction.
The fourth stage of management development occurred in the Middle Ages in the so-called. pre-industrial period and was initially characterized by the dominance of professional guilds and cooperation (“community over individual”). Somewhat later (during the so-called era of Enlightenment, Renaissance), the motive for profit and the desire of the trading classes for power intensified. In the later period of the Reformation, a new religious doctrine arose that combined these trends - profit became a kind of indicator of a person’s chances of acquiring virtue. The emphasis in industrial relations has shifted sharply to conflict. Decision making has become an individual matter.
Fifth stage of management development practically coincides in time with the great industrial revolution of the 18th-19th centuries, which stimulated the development of European capitalism. The Industrial Revolution proved that purely managerial functions are no less important than financial or technical ones. The Industrial Revolution had a more significant impact on the theory and practice of management than previous cataclysms. As industry outgrew the boundaries of first manufacture (the hand factory) and then the old factory system (the early 19th century machine factory), the modern system of joint stock capital began to mature, the owners increasingly moving away from engaging in business as an economic activity aimed at making a profit.
The most important characteristic of this stage in the field of management is that there was a separation of management from property, as well as from capital and from the sphere of direct production, and the emergence of professional management. The new property system accelerated the development of industry.
At this stage, the theory and practice of management were already consciously and regularly developing, for which new objective prerequisites appeared. The industrial revolution and the new social relations associated with it had a much more significant impact on the theory and practice of management than all previous revolutions.
The place of the owner-manager was gradually occupied by hundreds and thousands of shareholders. A new, transformed form of ownership has emerged. The new property system led to the separation of management from production and capital and ultimately led to the transformation of administration and management into an independent economic phenomenon.
Administration began to be interpreted as the process of forming the general goals and policies of the company. Management was then understood as control over the implementation of plans. In the factory era, the manager's activities were limited to the production process, which at that time was very far from organizing labor on a scientific basis. Management functions, however, were constantly expanding. Its scope gradually includes planning, office management, sales, purchasing, organizational improvement, and statistical analysis of production. A system for forming and executing an enterprise budget - budgeting - has emerged and developed.
As already noted, management is focused on the entrepreneurial, private sector, and not on the public sector. Moreover, it took shape as a scientific and social instrument not in medium and small firms, although free enterprise was already developed there, but in large corporations. Here, losses from imperfect management could be colossal. Therefore, the welfare of the state, which receives taxes from the private sector, increasingly depended on the quality of governance.
Consequently, the source of the fifth stage of management development was the bourgeois revolution. It marked the entry of a completely new figure into the historical arena.
Entrepreneur. The urgent need for high-quality professional management has led to the formation of a new type of “manager” - the hired manager
Manager. However, the industrial revolution and classical capitalism at that time remained the time of the bourgeois. The manager as a special figure has not yet become a professional. Only in the era of monopoly capitalism did the first business schools and a system of professional training for managers emerge. With the emergence of a class of professional managers, a new radical revolution took place in society, which became the fifth revolution in management.
Introduction 3
1. The essence of the nature of management. Basic controls 4
1.1 Development of management history 4
1.2 Procedure of "historical reconstruction" 9
2. Pluralistic and monistic approaches to the study of history 12
2.1 The position of the researcher when analyzing the history of management 12
2.2 Methodological approaches to the study of management history 14
Conclusion 18
List of used literature 20
Introduction
As soon as human society began to take shape into a more or less structural group, the need arose to manage this society. Using today's examples, we see that the well-being and tranquility in society depends on the competent management of both society as a whole, be it a country or a state, and an individual small social group or organization. Competent and calm management, with clearly functioning structural components, is less susceptible to imbalances and crises.
Therefore, management science has recently acquired the highest characteristics of relevance.
Object of study: management system as a science.
Subject of research: the process of functioning of the control system.
Purpose of the study: to study the essence and function of management and its methods of cognition.
Research objectives:
consider the development of management history;
analyze the procedure of “historical reconstruction”;
show the researcher’s position when analyzing the history of management;
characterize methodological approaches to the study of the history of management.
Conclusion
The results of management activities, as a rule, are “not noticeable” and are alienated from the subject of management. And only in exceptional cases do they receive wide public recognition. In the case of management science, the whole world knows, for example, the results of such theoretical scientists as A.A. Andronov, N. Viner, I.A. Vyshnegradsky, A. Lyapunov, D. Neumann, etc. In the case of practical management activities, again, the whole world knows the names of such military leaders as A. Makedonsky, Napoleon Bonaparte, A. Suvorov, G. Zhukov, etc., or politicians - A Lincoln, W. Churchill, F. Roosevelt, etc., or managers - A. Sloan, G. Ford, L. Iacocca, etc.
Culture and management. The broadest possible interpretation of culture as the totality of all achievements (both material and spiritual) of human civilization (see, for example,) is much broader and more correct than the understanding of culture used in a number of “culturological” works as a reflection of the achievements of art. Also, one of the narrow meanings of the term “culture” concerns the traditions of organizing activities (a corresponding example is the culture of an organization, that is, organizational culture - see above).
Each social entity has a common “cultural platform”, which is, as it were, a metacultural code for all people in society. Moreover, all organizational and socio-economic systems include both general (universal) and private cultural programs. They serve as a “magnet” that attracts individuals who are quite heterogeneous in nature by some common interests, traditions, norms and rules, faith and beliefs that are broadcast by formal/informal leaders and supported by the majority of participants in the system. Thus, we can distinguish:
metaculture of the entire social system (society, humanity);
national cultures of social and organizational systems - countries, states;
the actual individual cultural program of various organizational and socio-economic systems (corporate, subcultures, including traditions, norms, values);
individual culture.
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