Coursework Stages of development of the theory of organization of production. Scientific bases of the organization of production. Development of the theory and practice of production organization

Characteristic

The division of the process of organizing the work of the enterprise into its constituent parts

Establishing the purpose of the activity of both the enterprise as a whole and the individual employee.

The choice of means of activity (i.e. objects and means of labor).

Preparation of means of activity for work. The use of means of activity in accordance with a predetermined plan.

Monitoring the performance of the enterprise as a whole and individual employees

Rationalization

Rationalization of the use of equipment (each machine, tool, etc. must be adapted to a certain part of the work).

Improving the care of production tools, production facilities, communications. Optimization of the movement of materials, semi-finished products and finished products but the plant area

Creation of a planning and distribution bureau

Establishes how work should be organized in all departments of the enterprise.

Develops appropriate instructions for all jobs and workers.

Allocates representatives of the bureau in each division of the enterprise

Formation of the corps of masters of four categories

Foremen giving tasks to workers. Masters overseeing the work.

Masters accepting finished products. Equipment repair technicians

Accounting for the progress of production

Graphs, diagrams, etc. are used.

It is always known what is being done where.

There are no irreplaceable people, everyone works according to the instructions

"Vertical" structure of production

Inclusion in the corporation of links in the technological chain that precede the main production (in particular, the production of cars) and following this production (coal mines, mines, metallurgical plants, railways, ports, etc.)

Organization of mass production

Continuous release in significant volumes of the same standard size for a long time with strict repeatability of the production process in all departments of the enterprise

Maximum

separation

Splitting the production process into the smallest monosyllabic operations so that they can be performed by the most unskilled worker (“from the plow”)

typing,

unification

equipment,

items

Use of a limited number of types of specialized equipment, tools, types of raw materials, semi-finished products, materials, spare parts, etc.

Phase change sequence

Placement of equipment and workers in strict accordance with the sequence technological process

Rational

Preparation

production

Timely supply of objects of labor, devices, tools directly to the workplace

Mechanization

transport

Movement of goods only with the help of mechanisms (cranes, elevators, conveyors, conveyors)

threading

production

Coordinated execution of all operations in time and movement of objects of labor using conveyors through workplaces in accordance with the given fast pace of the production process

ZP main and additional

deductions from salary

other expenses

indirect costs

implementation costs

for the beginning of the year

at the end of the year

for the beginning of the year

at the end of the year

from February 1

from June 1

from September 1

from December 1

on January 1 (beginning of the year)

on March 1

on July 1

on October 1

on December 31

Frederick Taylor (1856 - 1915) - American engineer. After graduating from the Institute of Technology in 1876, Taylor worked for the Midvale Steel Company, an iron and steel company, and worked his way up from foreman to chief plant engineer. In 1886 he joined the American Society of Mechanical Engineers. Taylor left behind a solid creative legacy, including, in addition to social works on metallurgy, the books that made him famous throughout the world: "The Deal System" (1895), "Shop Management" (1903) and "Principles of Scientific Management" (1911). He was buried in Philadelphia, where his grave is inscribed: "The Father of Scientific Management."

With my experiments and scientific works F. Taylor sought to prove that the methods of scientific organization of labor developed by him and the principles of "scientific management" formulated on their basis would make a real revolution in modern production, replacing outdated authoritarian methods with scientific approaches to management.

From his research and experiments, F. Taylor derived a number of general principles that formed the basis of the classical theory of organization.

These include:

division of labor - this principle is carried out not only at the level

workshop or workshop, but also extends to managerial echelons. The manager should be assigned the planning function, and the employee should be assigned the execution function. In addition to this division of labor in a broad sense, Taylor also recommended the distribution of specific production tasks, so that each member of the staff (both worker and manager) was responsible for only one function;

functional guidance - supervision of workers should be functional and carried out at every phase of production. Taylor suggested moving from sole to functional leadership, replacing the power of one master with functional administration (several specialist managers, each of whom would give instructions to the worker within his competence). In the specialized literature on the problems of organization, such specialist managers and their subdivisions are called functional bodies (departments), and the organization is called functional;

measurement of labor - Taylor insisted on studying the processes of working time, seeing this as the most best way implementation of production tasks. This principle involves the measurement of working time using the so-called "time units", representing the discrete elements of labor processes;

tasks - prescriptions - according to this principle, production tasks should not only be broken down every minute, but also accompanied by a detailed description of the best methods for their implementation. The goals of the enterprise are clearly planned, and each worker is given written instructions regarding its specific tasks. Through the implementation of these measures, both the worker and the manager obtain certain standards that contribute to the measurement of work;

incentive programs - it should be clear to the worker that any element of labor has its price and its payment depends on the established output of finished products; in the case of achieving greater productivity, the worker is paid a bonus;

work as an individual activity - the influence of the group makes the worker less productive;

motivation - the essence of this principle is that self-interest is the driving force for most people;

the role of individual abilities - a distinction is made between the abilities of workers and managers; workers work for rewards in the present, and managers for rewards in the future.

As you can see, F. Taylor did not neglect the human component of organizations, as many believe, but put the emphasis on the individual rather than the collective qualities of the employee.

Taylor believed that the application of the principles of scientific management would eliminate almost all causes of disputes and disagreements between business owners and employees.

Unfortunately, this optimism was not "appreciated". Trade unions in the 20s and 30s strongly resisted the introduction of "scientific management". Taylor's methods were considered as a scientifically based system of exploitation of workers, leading to the intensification of labor and an increase in unemployment.

Nevertheless, Taylor was undoubtedly one of the great pioneers in the field of organization theory and social engineering. He proposed a new concept of "division of labor", which was accepted by all. Its influence can still be traced both in industrial enterprises and in public institutions when organizing office work.

Principles of organization A. Fayol. Some time after the publication by F. Taylor of the results of his research in the United States, the Frenchman A. Fayol formulated general principles organizations.

The main work of A. Fayol "General and Industrial Management" was published in 1916. And although the works of Taylor and Fayol were written at about the same time, they differed significantly from each other. Taylor's ideas were based primarily on scientific research, while the principles formulated by Fayol were the result of numerous experiments and were determined by his experience as a leader. For 30 years (1888 - 1918) he was the chief manager of the French mining and metallurgical concern Comambo, which was on the verge of collapse; when Fayol retired, it was one of the largest and most prosperous enterprises in France.

Fayol sought to develop principles of organization applicable to all levels of government. Briefly, they can be formulated as follows.

To operate effectively, an organization must have:

clear goals;

one center of subordination (unity of control);

one management department (unity of control);

clear lines of authority along which orders go (a scalar chain of command from the upper echelons of the hierarchy to its lower links);

equality of rights and obligations;

rational division of labor and logical grouping of tasks by subdivisions, departments and administrative sectors of the highest level;

a clear definition of responsibility for the results of activities and such established official relations so that everyone in the organization knows his role and position in the team;

favorable opportunities for taking the initiative.

A. Fayol attaches special knowledge to the formal structure of the organization. Using the principle of a scalar chain, along the lines of A. Fayol, allows you to create a system of responsibility of various links and ensures the unity of management with the consistent transmission of instructions and information. However, he warns against excessive formalism of the organization, showing what obstacles are created in the way of the communication flow by the organizational structure.

management

Rice. 8. Steps of the hierarchy

Fayol recognizes that when certain management principles are violated in organizations, communication difficulties arise. For example, if a manager's range of control is too wide and the number of subordinates exceeds 5 to 6 people, then his ability to effectively communicate with subordinates may decrease. Therefore, Fayol and Taylor are making attempts to develop rules and norms of controllability in digital terms. Thus, in effectively working organizations, according to Fayol, the range of control at the level of masters can vary from 10 to 30 people; the presence of 2, 3, 4 or 5 masters forces the introduction of the position of workshop manager; and the presence of 2-5 heads of workshops requires the introduction of a department head. To solve the problems of control and coordination of actions of subordinates, it is proposed to delegate the authority of the leader to lower levels of the hierarchy, characterized by a decrease in the range of control.

The general governance principles discussed have been criticized at all levels. It was believed that the principles of A. Fayol only more accurately express "generally known truths", and in a particular situation, the manager's assessment of the circumstances is of paramount importance. However, despite significant remarks, the works of A. Fayol had a huge impact on the development of organization theory, and the results of the implementation of his ideas can be seen in many industrial and social organizations.

The Bureaucracy of Max Weber . The German sociologist Max Weber (1864 - 1920) developed the principles for constructing an ideal type of organization structure, which was called bureaucratic. The term " bureaucracy "M. Weber used in its exact meaning -" board of civil servants ". According to Weber, bureaucracy is marked by accuracy - strict discipline, stability and responsibility. The principles of building a bureaucratic organization are as follows:

all activities on the basis of the division of labor are divided into elements, which makes it possible to determine the tasks and responsibilities of each official;

the organization is built on the principles of hierarchy, a strict system of subordination and responsibility, a system of power and authority;

the activities of the organization are regulated on the basis of instructions, standards, rules that determine the responsibility of each employee and his duties;

the management of the organization is carried out on the basis of formal impersonality, i.e. excludes personal motives and emotions;

selection, appointment and promotion are based on merit and merit, and not on tradition and whims.

M. Weber believed that the system of principles he proposed would ensure the satisfactory fulfillment of many monotonous organizational tasks, and hierarchy, power and bureaucracy underlie all social organizations.

Elton Mayo and the Hawthorne Experiment . Australian consultant, sociologist, professor of business school at Harvard University E. Mayo led a series of experiments conducted at the plant of the Western Electric company in Hawthorne. The results of these experiments significantly changed the ideas that existed at that time about the motives of an employee's behavior in an organization and served as the beginning of the second stage in the development of organization theory.

Research at the Hawthorne Works began with a series of experiments to improve the lighting of workplaces in order to find ways to increase labor productivity.

The results of the experiments did not allow us to derive such a dependence. However, it was possible to establish that labor productivity is related to how workers felt about themselves. Special attention as participants in the experiment. This phenomenon is called the Hawthorne effect.

hawthorne effect refers to the propensity of people to deviate from the norm when they understand that they are the object of the experiment and feel special attention to themselves.

This kind of "special" appeal to the subjects under test led to the emergence in management of a new scientific school, called the school of "human relations".

The conducted research allowed E. Mayo to make a number of significant conclusions that contradict the concept of "rational worker". The main ones are the following:

a clear division and rationing of labor does not always lead to increased productivity;

people are more responsive to the social influence of a group of peers than to incentives and control measures coming from management;

a manager must be well trained professionally to be a true leader. He must understand the needs of individuals and groups, listen to the problems of both, be able to give the necessary advice and convince the employee to accept change.

The influence of the ideas of E. Mayo is obvious today. Management improvement programs in many large organizations emphasize the need and importance of special training for managers in conversation, interpersonal relationships, group understanding, and developing other managerial social skills. All these problems are relevant and directly or indirectly follow from the works of E. Mayo.

In conclusion, it can be noted that E. Mayo formulated a number of guiding principles that can be useful and used in the management of any organization:

Individuals have unique needs, goals, and motives. Positive motivation requires workers to be treated as individuals.

Human problems cannot be simple.

Personal or family problems worker can adversely affect productivity.

Chester Barnard and Purposeful Organizations . The combination of the ideas of Taylor, Fayol and Weber with the results of the Hawthorne experiment led to the conclusion that the organization is "a system of consciously coordinated actions of a group of people." Its main elements are technology and people, and focusing on only one of these elements does not lead to system optimization.

This provision was first put forward by C. Barnard. Chester Barnard is a professor, businessman and philosopher. He began working for AT&T in 1909 as a statistician and quickly rose through the ranks. In 1927, C. Barnard was already president of one of the telephone companies. His only book, The Functions of the Leader, published in 1938, is recognized as a classic work in the field of organization theory.

Ch. Barnard gave a definition of a formal (purposeful) organization and its constituent elements, appointments, singled out the subjective and objective aspects of the power of leaders. He developed a theory of perception, which in a new way explains the relationship between managers and workers, received particular recognition. The essence of Ch. Barnard's ideas can be expressed in the following terms:

the physical and biological limitations inherent in individuals force them to cooperate, to work in groups, since cooperation is the most effective way to overcome these limitations;

cooperation leads to the emergence of coordinated systems. The success of such systems depends on their effectiveness and inherent efficiency. Performance characterizes the achievement of corporate goals. Efficiency is a consequence of individual performance and means achieving goals at minimal cost to its participants;

individuals have personal motives for cooperation, but there is a limit to which they continue to contribute to efforts to achieve corporate goals. Therefore, the success of an organization also depends on the degree of satisfaction of its members;

organizations can be divided into two types: "formal", i.e. those that combine the efforts of several individuals and coordinate their actions to achieve common goals, and "informal" organizations, which mean a set of personal contacts and interactions, as well as associated groups of people who do not have a common or consciously coordinated goal;

informal organization acts as a kind of self-defense of individuals against the expansion of formal organizations. Among its main functions are: communication, maintaining cohesion, strengthening a sense of personal dignity, self-respect and independence of choice. Formal organization occurs when there are individuals who: a) are able to communicate with each other; b) agree to contribute to group activities; c) have a common goal;

Each formal organization includes the following elements:

a) general purpose (purpose); b) a system of incentives that will encourage people to contribute to the achievement of the goal; c) a system of power that induces group members to agree with the decisions of administrators; d) communications;

power is an information connection (team), thanks to which information is perceived by members of the organization as a tool for managing their activities. Leaders are empowered by people who want to be led. Therefore, the true bearer of power is not the manager, but the staff itself, since it is he who decides whether or not to carry out orders from above. The subjective element of power is its perception by employees, and the objective element is the nature of the team or information connection;

The functions of an administrator in a formal organization are as follows: a) maintaining information communication through an organizational structure; b) ensuring the activities of the most important sections by the forces of individuals included in the organization; c) formalized definition of the goal (planning).

Ch. Barnard, like E. Mayo, was a supporter of the concept of "social man" and considered non-economic incentives as a decisive factor in production. He believed that the essence of the relationship between the individual and the organization lies in cooperation. There are certain needs that cannot be satisfied by the individual himself, so he must cooperate with others. Thus, the organization simply helps the individual to reach a goal to which he cannot go in any other way.

Douglas McGregor and Theory X - Theory Y . Douglas MacGregor (1906 - 1964) is one of the most famous theorists who made a significant contribution to the development of organization theory in the second stage. His works are devoted to the issues of practical management (leadership). The most significant work is the book "The Human Side of Entrepreneurship", published in 1960. Observing the relationship between management and staff, McGregor came to the conclusion that the manager builds his behavior towards subordinates in accordance with his personal ideas about employees and their abilities. The conducted research allowed McGregor to describe the management system from two opposite positions, each of which can be taken by the leader in relation to his subordinates. A simplified version of this system considers designated positions by different sides continuum. One of the extreme positions, reflecting the traditional view of management and control, is called theory X, and the other - theory Y.

Theory X . In accordance with theory X, the leader expresses his attitude towards subordinates most often as follows:

every man has a natural reluctance to work, and therefore he tries to avoid the expenditure of labor wherever possible;

due to the fact that people are not disposed to work, they should be coerced, controlled, directed or threatened with punishment if they do not make sufficient efforts to achieve the goals set by the organization;

ambition is inherent in very few, people try to avoid direct responsibility and prefer to be led;

most of all, people desire personal peace and need protection.

Theory Y describes the opposite idealized situation, in which subordination looks like a partnership and the formation of a team takes place in an ideal environment. It includes the following provisions:

the expenditure of physical and spiritual strength at work is just as natural as when playing or relaxing, and under normal conditions a person does not refuse to perform certain duties;

the threat of punishment or external control is not the only means of stimulating the achievement of the organization's goals. People are endowed with the ability to self-management and self-control in achieving goals to which they are committed;

commitment to goals is a function of reward, i.e. involvement in the activities of the organization implies that the reward for the activity will strictly correspond to how the tasks facing the team are completed;

ingenuity and creativity are very common among the population, but in modern life, when technology is so highly developed, they often remain hidden.

According to McGregor, Theory X is command and control through the direct application of power. In this case, a person acts as an object of power influence. On the contrary, Theory Y is based on the principle of integration, or the creation of such conditions in which the members of a given organization would best achieve their goals, directing their energy to achieve the success of the enterprise.

The significance of McGregor's assumptions has led managers and organizational writers to carefully consider the relative merits of different organizational leadership styles. Soon the question of what it means to lead in the best way became the main question in leadership research.

Alfred Chandler, James Thomson, Paul Lawrence, Jay Lorsch and the study of the influence of the external environment on the organization . The most significant contribution to the development of organization theory in the third stage was made by Alfred Chandler. The results of his research were reflected in the book "Strategy and Structure" (1962). A. Chandler found that with a change in the strategy of companies, their organizational structure also changes accordingly. The need for strategic change is dictated by the demands of the external environment. Changing the operating conditions of the enterprise leads to a change in strategy, and this has a direct impact on the organizational chart.

So, A. Chandler showed that an increase in the volume of output is oriented towards in-line production and leads to the necessary transition from a functional organizational form to a structural diagram based on departments.

The theoretical substantiation of the relationship between the environment and the structure of the organization was carried out by J. Thomson in the book "Organizations in Action". J. Thomson showed the difference between closed and open organizations. Closed, according to J. Thomson, the organization strives for certainty

and is focused on internal factors that are associated with the achievement of its goals. An open organization recognizes the interdependence of the organizational structure and its environment, tries to achieve stabilization in its relationship with requirements. external environment. As J. Thomson stated, organizations are ultimately closely related to their environment. They acquire resources in exchange for manufactured products, their technologies are based on the realities of the surrounding world.

Following A. Chandler and J. Thomson, the study of the influence of the external environment on the organization was carried out in 1967 by Harvard Business School teachers P. Lawrence and J. Lorsch. They collaborated on the book The Organization and Its Environment. P. Lawrence and J. Lorsch considered organizational structures and management systems, comparing companies that have the best results in a dynamic business (production of special plastics), with the best companies in a stable, little-changing industry (container manufacturing). They found that the best firms in a stable business use a functional organization chart and simple control systems. On the contrary, leaders in dynamic production have a more decentralized form of organization and more complex management systems than their competitors. By means of a sociometric survey, P. Lawrence and J. Lauren revealed a close correlation between the internal parameters of the organization and the characteristics of the external environment.

The obtained results and conclusions served as the basis for the formation of the concept of the organization as an open system. Theorists put forward and substantiated the proposition that not only do adaptation relations exist between the organization and the environment, but the external characteristics of the environment, on the one hand, and the internal structural and behavioral parameters, on the other, are inextricably linked by objective patterns and interdependencies (the environment, of course, is not is the only determinant of the organization, in addition, the independent variables of goals, technology, size, innovation, etc.) are important). By the beginning of the 1970s, this approach, named by P. Lawrence and J. Lorsch, took shape as one of the directions in organization theory.

James March, Gelbert Simon and the trashcan model . The modern concept in the development of views on the organization emphasizes informality, individual enterprise and evolution. The most famous theorists of this stage are R. Cyert, J. March, G. Simon.

R. Cyert and J. March made an attempt to construct a theory of a firm operating in conditions of constant "quasi-resolution" of conflicts between departments in the organization, which, according to J. March, constitute "political coalitions". However, they considered the sources of conflicts to be the natural distribution of responsibility for different goals for any organization.

and the "bounded rationality" of managers in their efforts to cope with management problems. Any organization, according to Cyert-March, has sufficiently strong social mechanisms to resolve conflicts (compromise agreement on goals and objectives, the formation of reserves in case of unforeseen complications, switching attention from considering one problem to another, etc.). Developing such ideas as satisfaction (achieving rather satisfactory than maximum results in decision-making), bounded rationality and consistent search, R. Cyert, G. Simon and J. March largely contributed to the assertion of the view that managers are not devices at all. for rational problem solving or calculating machines. Decision makers do not work in conditions of perfect knowledge, hence uncertainty arises, which is the normal state of affairs. Subsequently, J. March and G. Simon put forward the concept of the organization as a "wastebasket", expressing their attitude to the conflict of goals and interests, the uncertainty of problems, and the irrationality of decisions that take place in intra-organizational relations. The wastebasket model applies to a particular type of organizational structure known as organized anarchy. Examples of wastebaskets include universities, think tanks, research organizations, and perhaps some organizations in the health care system. In organizations of this kind, preferences are not clearly defined and in many cases inconsistent. The technology here is unclear, participation is inflexible, with many examples of periodic employee turnover on a "leave-and-come" basis, as well as continuous personnel turnover as a result of staff turnover. Preferences, or goals, are determined in action, rather than as if the manager starts by setting a pre-selected goal and pursues its achievement. Thus, the trash can model can be seen as one of the models of irrational decision making that managers have to deal with.

The growth in the scale of production in the late 19th century and early 20th century necessitated the development of a theory of efficient organization. The first theories of organization were formed in line with the classical model of capitalism, which formed the requirements and conditions of activity production organization. The main socio-economic features of the classical model of capitalism include:

· Private property

Personal interest is the main motive in the behavior of subjects economic activity.

· Freedom of enterprise

Freedom of choice for the consumer

Competition as the main regulatory mechanism for the activities of economic entities

Price as the main indicator of the market

· Correlation of supply and demand.

The listed characteristics of the economic system required organizations to reduce production costs, improve product quality, discipline and diligence.

These requirements could be met rational use all resources, strict production discipline.

Organizational theories proposed a set of rules and actions that were supposed to ensure the effective functioning of the organization.

There are several stages in the development of organization theory.

First stage(1900-1930) - consideration of the organization as a closed system, the main source of development of which is to increase the efficiency of internal resources. The main representatives of this trend were: Taylor, Fayol, Weber.

The worker in this concept is considered mainly as an "economic man".

Second phase(1930-1960). Representatives of which Mayo, Follett, McGregor, Likert, considering the organization as closed system, theoretically substantiated and introduced socio-psychological, behavioral factors into the practice of management and organization, considering the employee as a "social person".

Third stage(1960-1973). The organization is seen as an open system. Its main differences from a closed one are a reorientation in the development of an organization with internal factors, in relation to the external environment.

Fourth stage(1975-BC). This is a period of open systems and self-organizing development, which continues to the present. One of the founders of this direction can be called Simon and March.

Modern organization theory is developing in three directions:

The situational approach proceeds from the provisions put forward by one of the leading management theorists P. Drucker, that each type managerial situations, tasks to be solved, the state of the external environment corresponds to its own structure, strategy.

· The organizational learning approach proposes the formation of a learning organization. This means that the knowledge gained in the course of the organization's adaptation to changes in the external environment is included in the culture, the value system of the organization.

· Institutional theories. In the 90s, the works of the American scientist North D appeared, which gave impetus to the formation of an institutional concept for the functioning and development of society and organizations. Organizations within the framework of institutional theory build their activities guided not by internal requirements to ensure efficiency, but primarily based on the requirements of the external environment, which are expressed through the institutions of society.

To study the development processes of an organization, it is advisable to use models that allow you to visualize the changes in the object of study that were revealed during the evolution of organizational theories.

Organizational development is viewed in two ways.

On the one hand, organizational development is understood as a comprehensive, consistent and multi-level strategy aimed at constant changes in the organization and using modern approaches to organization and management. On the other hand, it is a broad philosophical concept and methodology of intra-organizational changes.

The proposed organizational model includes the main elements of organization and management, allows you to track their changes.

The model has:

Organizational goals that affect all the elements and relationships of the organization.

Principles of management and organization, which are divided into principles of structure, principles of process, principles of result. Changing principles also changes organizational management.

Organizational management includes:

a preferential decision-making method

management style

Methods of motivation

· control methods

methods of coordination.

Organizational management determines the state of internal variables, which include:

structure type

personnel

processes in the organization

· material resources.

The described model is shown in Figure 5.1.

Fig.5.1. The main components of the organizational model of the organization.

This model assumes that an organization, having activity goals, adopting a certain system of principles, forms organizational management, including decision-making methods, management style, methods of motivation, control, coordination, appropriately determines the organizational structure, selects personnel, organizes internal organizational processes and provides activities with resources. .

Production research began to be actively carried out in the 18th century. and were associated with the formation and development of machine production. Large-scale machine production required the coordinated action of all production links, the establishment and strict observance of certain norms and proportions between all elements of production. Diverse tasks of production management appeared, ranging from technical preparation of production, designing products planned for production, designing technological processes, etc. This required ensuring consistency and coherence in the performance of various works. The organization of production (as a function of production management) stood out in independent view activities in the division of labor.

It was the transition to the use of machines (systems of machines) and the significant complication of social production that created the prerequisites for the formation of the science of organizing production.

Let us analyze the stages of formation and development of the science of organizing production on the basis of the initial premise that each stage (stage) of socio-economic social development has its own forms and methods of organizing production. On fig. 3 schematically shows the stages of development of social production in the "epoch of industrial development".

First stage characterized by the transition to machine production. A characteristic feature of this stage is the desire of entrepreneurs to reduce production costs, the main trend in the economy is price reduction.

Second phase characterizes the qualitative changes in social production that occurred as a result of the scientific and technological revolution (NTR). A characteristic feature of the stage is the growth of production costs (due to the rise in the cost of labor due to increased requirements for its quality); the main trend in the economy is rising prices.

The energy crisis of the mid-70s led to the need for qualitative changes in social production. The emergence of energy-saving technologies, structural changes in industrial production, the increase in the role of science ultimately led to a qualitatively new stage in social development - the emergence and development of information production, the strengthening of the value of creativity, and the increase in global integration of production (third stage).

In accordance with these stages of industrial development, we will analyze the development of the science of organizing production.

TH STAGE

The founder of the science of organization of production is Frederick Winslow Taylor (1856-1915).

The main works of F.U. Taylor: "Factory Management" (1903), "Principles of Scientific Management" (1911).

Taylor's contribution to the science of the organization of production is the formation of the basic principles (rules) of the scientific organization of labor and management:

The study and optimization of production processes based on their division into parts: operations, elements of operations, individual movements.

Workers must be taught the most rational methods of work.

The worker needs to set a specific task (lesson).

The worker should only be an executor.

Full use of the working day is required.

The introduction of increased wages for the fulfillment of the established high norm (differentiated wage system).

Taylor's work organization system became widespread in the first three decades of the 20th century.

The Gilberts(Frank Bankret Gilbert (1868-1924), Lillian Moller Gilbert (1878 - 1972)) carried out research in conditions of mass flow production, in which the pace of work on the implementation of each technique depends on the established rhythm of the entire flow.

F. and L. Gilbert developed a technique for microanalysis of movements, which marked the beginning of the scientific organization of labor processes.

To study the movements of workers, the Gilberts were the first to use a camera and a movie camera, they invented a microchronometer (a watch with a second hand capable of recording time with an accuracy of 1/2000 of a minute).

The main works of F. and L. Gilberts: "The study of movements as a way to increase the productivity of any work", "System brickwork", "The ABC of the scientific organization of labor", "Psychology of management" (L. Gilbert).

The ideas of creating a system that unites the work of entire teams (firms, enterprises, organizations) are set out in the book Harrington Emerson (1853 - 1932) "The Twelve Principles of Productivity".

G. Emerson was the first to put forward the idea of ​​a broad rationalization of the enterprise, a system of scientific management applicable in a wide variety of industries. Achieving efficiency is understood by him as the result of the fight against any losses in production and social life.

A significant contribution to the development of the science of the organization of production was made by the French researcher Henri Fayol (1841 - 1925), who proposed a number of organizational principles necessary for the effective management of the company.

The concept of "management", according to A. Fayol, combines six main functions: technical (technological) activity; commercial activities (purchases, sales, exchange); financial activity(search for capital and its effective use); protective activity (protection of property and personality); accounting activities (inventory, balance sheets, costs, statistics); administration (affecting only personnel and not directly affecting material and financial resources).

A. Fayol made an attempt to single out management as a special type of activity.

The main works of A. Fayol: "General and industrial management" (1916), "Teaching about management", "Scientific organization of labor", "Positive management".

In 1913, an American automaker Henry Ford (1863-1947) introduced in his factories new system organization of production - a method of in-line assembly of cars.

G. Ford is considered one of the creators of the in-line production method.

Elements of a system of continuous-flow production ("Fordism"):

Preliminary detailed development of the technological process of manufacturing the product with synchronization of the production process in all areas.

The introduction of automation and mechanization into production processes on the basis of their division into the simplest operations.

The maximum division of labor and the use of low-skilled workers.

Full standardization of production, used raw materials, materials, design developments, labor methods, etc.

Complete release production shops from the functions of design and technical training.

The main works of G. Ford: "My life, my achievements", "Today and tomorrow".

The emergence of the concept of "human relations" is associated with the name of the Australian-American sociologist Elton Mayo (1880 - 1949). The main conclusion of many years of research by E. Mayo was that the decisive influence on the growth of labor productivity of a worker is exerted not by material, but by psychological and social factors.

The main works of E. Mayo: "Problems of Man in an Industrial Society" (1933), " Social problems industrial society" (1945),

A significant contribution to the development of the theory and practice of the organization of production was made by K. Adamecki (1866-1933), who formulated three laws: the law of division of labor, the law of concentration or integration, the law of harmony.

K. Adamecki is the creator of the theory of construction of production processes in time, he developed schedules for the movement of parts for operations and formulas for calculating the production cycle.

A significant contribution to the science of the organization of production was made by Alexander Alexandrovich Bogdanov (Malinovsky) (1873-1928) - the creator of the theory of organizational science "tectology", as well as the theory of systems, which anticipated cybernetics.

Developing tektology, Bogdanov proceeded from the idea of ​​the identity of the organization of systems of different levels - from the microworld to biological and social systems. At all these levels, there is a struggle of organizational forms, and the more organized ones win in it.

He outlined the foundations of his teaching in the work "General Organizational Science. Tectology" (1912).

Great fame in the period 20-30-ies get works of Soviet scientists and specialists in the scientific organization of labor (NOT) and management. Among them, the names of A.K. Gasteva, P.K. Kerzhentseva, O.A. Yermansky, O.I. Neporenta, V.I. Ioffe, L.V. Kantorovich, E.F. Rozmirovich, B.Ya. Katzenbogen and others.

A.K. Gastev laid basis integrated approach to control theory, i.e. approach, which modern management viewed as a systematic approach.

P.M. Kerzhentsev developed the basic principles of production and the scientific organization of labor.

In works O.A. Yermansky attempts were made to formulate general principles for the rationalization of production management. He understood the improvement of production management broadly, but focused his main attention on the problems of enterprise management and work processes.

O.I. Neporent- developed a scientific theory of the organization of the production process in time, including the movement of a batch of parts through operations.

IN AND. Ioffe- created a system of microelement time standards for the technical regulation of labor.

L.V. Kantorovich- laid the foundations of mathematical methods of optimal planning (late 30s).

B.Ya. Katzenbogen- developed the theory and methodology for the application of in-line production methods in serial plants.

TH STAGE

G.B. Maynard developed a system of macroelement labor rationing, the foundations of which were laid by F. and L. Gilbert.

M. Walker, D. Kelly, D. Malcolm(late 50s) created a system of network planning and management of the development of new technology.

Douglas McGregor(1906 - 1964) formulated two dominant attitudes towards employees at the performance level - theories "X" and "Y".

Theory "X": a person is lazy, requires coercion to work and constant control.

Theory "Y": a person is a creative person, who is characterized by the desire to set new goals for himself and with his own efforts, work to achieve them without any coercion and control from outside.

The views of D. McGregor played an important role in the development of the theory of motivation and drew the attention of management to the need for efforts to increase employee satisfaction with work.

William Ouchi put forward the idea of ​​three ideal types of organizations: American (type A), whose roots go back to the traditions of individualism of this country, Japanese (type Y), feature which is the socio-cultural heritage of harmony and collectivism, and type Z, which combines the best features of the two types mentioned above. In 1981, the idea of ​​types evolved into "Z" theory, which involves transferring Japanese methods assistance-based labor organizations to other countries.

Soviet scientist E.A. Satele conducted research in the field of complexity of solving structural, technological, operational, organizational, economic and other problems of production.

Special place in the development of the science of organization of production is prof. S.P. Mitrofanov , who developed the scientific principles of group processing methods, for which he was awarded the Lenin Prize. These principles have spread throughout the world and have opened up wide opportunities for both the automation of production processes and for group production lines in serial and small-scale production.

Among our compatriots, it should be noted L. Bartasheva , who owns the theory of technical preparation of production, P.A. Levitsky - the solution of operational planning issues, I.E. Nelidova - the creator of the theory of the "life cycle" of machines and many others.

TH STAGE

R. Akof(USA) - creation of the theory of operations research.

R. Young(USA) - systemic approaches to the organization of production.

Jay Forrester(1918) is the developer of the theory of system dynamics, the author of fundamental monographs on the dynamics of society, the "godfather" of the ecological ideas of the Club of Rome.

J. Forrester developed a technique for computer simulation of real processes - a discipline called "system dynamics" (DS).

The main works of J. Forrester are "Fundamentals of Enterprise Cybernetics" (1961), "City Dynamics" (1969), "World Dynamics" (1971).

E. Drexler- one of the creators of the foundations of nanotechnology, based on "manipulation with individual atoms."

The main works of E. Drexler: "Motors of Creation" (1986), "Unlimited Future. Nanotechnological Revolution" (1991).

conclusions

1 At the present stage of development of production and productive forces, the issues of improving the organization of production are a special branch of knowledge, the field of study of various research organizations, as well as individual economic entities. The range of issues to be resolved is quite wide and covers various aspects of the organization of production (both technical and socio-psychological), which indicates the need to expand the arsenal of tools and methods aimed at improving production and its efficiency.

2 The transition to the use of machines (systems of machines) and the significant complication of social production created the prerequisites for the formation of the science of the organization of production.

3 It is advisable to consider the history of the development of the science of the organization of production, correlating its main stages with the main stages of socio-economic development. Three such stages of the "era of industrial development" can be distinguished.

At the first stage (XVII century - the middle of the XX century), the foundations of the science of the organization of production were laid (F.W. Taylor, F. and L. Gilbert, A. Fayol, G. Ford, E. Mayo and many others). At the second stage (the middle of the 20th century - the end of the 70s of the 20th century), the main attention was paid to the formation modern methods management of people (theories of motivation) (D. McGregor, W. Ouchi), the third (late 70s of the XX century - present) - the development of information production (J. Forrester, R. Young, M. Porat).

4 One of the ways for the development of domestic enterprises is to ensure a rational combination of domestic and foreign experience in organizing, planning and managing production.

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