Motivation, Needs and Delegation. What needs to be done for employees to start working effectively Firm management functions ___________

1. Drawing up the organizational structure of the enterprise and its characteristics ... ... ... ...

2. Motivation of personnel in the organization ………………………………………………… ..

3. Management of conflicts in the team. Power in the organization ………………………………………………………………… ...

4. Ethics of business communication. Types of business communication …………………………………….

5. Communication processes in organizations …………………………………………

Drawing up the organizational structure of the enterprise and its characteristics

Task 1. Describe your chosen company.

Business name _________________________________________________

Kind of activity _________________________________________________________

Name of products (works, services) ______________________________________

____________________________________________________________________________

Task 2. Describe the external environment of this organization:

Competitors _______________________________________________________________________________________________________________________________________

State_______________________________________________________________________________________________________________________________________

Economic situation________________________________________________

______________________________________________________________________

Suppliers _______________________________________________________________________________________________________________________________________

Demand (consumers) ________________________________________________________________________________________________________________________________

World economy____________________________________________________

______________________________________________________________________

Demography_______________________________________________________________________________________________________________________________________

Socio-cultural factors ___________________________________________

_____________________________________________________________________

Task 3. Describe the variables of the internal environment of the organization

Task 5. Fill in the table:

table 2

Firm management functions ___________

	Market economy	Firm____________
Benefits	limitations	Benefits	limitations
Planning
	Tasks to be solved
	Market economy	Firm___________
Organization
	Factors of high employee motivation	Reasons for low employee motivation
Motivation
	Control measures
Control

Task 6. Complete the comparison table of management models

Table 3

Task 7. Identify three roles played by the managers of the company.

________________________________________________________________________

What are the managerial roles identified by Mintzberg?

Table 4

What qualities should a modern manager have in your company?

2. Motivation of personnel in the organization.

Exercise 1. Consider a table showing the different combinations of motivation and ability among workers.

Table 1

Employee A Motivation + Ability +	Worker In Motivation + Ability -
Employee B Motivation - Abilities +	Worker G Motivation - Ability -

Answer the questions:

What kind of workers want to be efficient and productive?

Which employees are problematic for the company and why?

What needs to be done to improve the productivity and efficiency of workers B and C? How does a manager's effort differ?

What are the similarities between the manager's efforts to manage workers A and D?

1.______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________2.______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________3.______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________4.______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Task 2. Develop a system of labor motivation at the enterprise, including the satisfaction of needs (material, social, moral) in the form of a system of rewards and punishments:

· Who is encouraged? What is it rewarded for? What is the encouragement?

· Who is being punished? What is the punishment for? What is punishment?

Note: The system should contain 3 examples for each type of reward and punishment.

table 2

Labor motivation system at the enterprise

Assignment 3. Get to know the remuneration systems in 2 American companies. Determine what goals each system pursues, what are the benefits of each system to the enterprise and employees, and what "disadvantages" the system has for the enterprise and employees. Fill in the appropriate fields in the table.

Company Du pont de nemours uses a rigid remuneration system that allows the distribution of production risk between managers and employees. The remuneration is paid based on the results of the implementation of the company's production program, calculated for 3 - 5 years. Each employee of the company who wishes to participate in this program contributes 6% of their annual earnings to it. If the plan is 100% fulfilled, the company returns this 6% to the employees, and if the plan is fulfilled by 125 or 150%, the employees receive additional remuneration of 6 or 12% of their annual earnings. If the plan is fulfilled by less than 80%, employees lose completely 6% of their annual earnings.

In company Nukor payment of remuneration is related to the quality of products and production discipline. The wages range from $ 6 to $ 9 per hour, which is 2 times less than the industry average. However, due to the fact that the workers exceed the established targets for the production of products, their annual earnings are 2 thousand dollars higher than at similar enterprises. In addition, there is a rule according to which in the case of a one-time delay for work up to 30 minutes. The employee is deprived of the daily remuneration, and if he is late for more than 30 minutes. - weekly.

Table 3

Characteristics of wage systems in enterprises Du pont de nemours and Nukor

Task 4. Indicate what you think your employer mainly expects from you and what you think he owes you. Prioritize expectations and promises.

Table 4

Employer and employee expectations

Answer the questions:

1. What kind of workers would like to work efficiently and productively?

2. Which employees are problematic for the enterprise and why?

3. What is critical to improving the productivity and efficiency of workers B and C? How does a manager's effort differ?

4. What are the similarities between the manager's efforts to manage employees A and D?

____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Task 2.

2.1. Develop a system of labor motivation at the enterprise, including the satisfaction of needs (material, social, moral) in the form of a system of rewards and punishments:

· Who is encouraged? What is it rewarded for? What is the encouragement?

· Who is being punished? What is the punishment for? What is punishment?

Note: The system should contain 3 examples for each type of reward and punishment.

2.2. Fill in the table.

table Labor motivation system at the enterprise

Task 3. Get to know the pay systems in 2 American companies. Determine what goals each system pursues, what are the benefits of each system to the enterprise and employees, and what "disadvantages" the system has for the enterprise and employees. Fill in the appropriate fields in the table.

In company Nukor payment of remuneration is related to the quality of products and production discipline. The wages range from $ 6 to $ 9 per hour, which is 2 times less than the industry average. At the same time, due to the fact that the workers exceed the established targets for the production of products, their annual earnings are 2 thousand dollars higher than at similar enterprises. In addition, there is a rule according to which in the case of a one-time delay for work up to 30 minutes. The employee is deprived of the daily remuneration, and if he is late for more than 30 minutes. - weekly.

table Characteristics of wage systems in enterprises Du pont de nemours and Nukor

- COMPREHENSIVE SYSTEM OF LABOR MOTIVATION

Complex system of labor motivation In general, such a system is presented in table. 4.4. Table 4.4 Components of motivation Tools, methods Goals of motivation Enterprise culture Charter of the enterprise, basic principles of management and ...

In the American corporation General Motors, for example, the concept of motivation includes: fair remuneration for work; normal working conditions; the possibility of maximum development and use of individual human abilities; the availability of conditions for the systematic growth of workers and their qualification improvement; the presence of social integration in work collectives (erasing the differences associated with race, religion and nationality); the right to privacy, non-interference by the administration or public organizations; developing among all members of the organization an understanding of the needs and concerns of other members.

Insufficient consideration of the motivation of workers' labor leads to negative results, as evidenced by the experience of our country. Lack of a sufficient number of effective human resources, a low degree of labor motivation are the main reasons for the unsatisfactory performance of many Russian enterprises. This happens because people for a long time did not feel their importance, they are not ready in the socio-psychological terms. The heads of enterprises and organizations in Russia often face the reluctance of people to work, especially in low-prestigious professions. In our country, in which for a long time the management system had a command "character and was based on strict hierarchical subordination of economic processes to the will of the center, a special type of workers has been created who often have no interest in effective and high-quality work.

The workers did not have sufficient incentives to work, which is explained by a number of economic and social factors: wages did not depend significantly on the results of labor, which were more quantitative than qualitative; wages were of an equalizing nature: the encouragement of workers was mainly moral; there was no opportunity to make independent decisions, there was complete dependence on the leadership; the morality of material equality of all citizens prevailed in society, which suppressed the desire to receive high incomes by honest labor; there was no fear of losing their job, since there was no unemployment.

These and many other factors in general influenced the formation of such workers who are unwilling or even unable to work in the current market conditions. Therefore, the problem of motivating an employee in our country sometimes even boils down to making him work.

It is impossible to immediately and completely solve such an important problem, this requires a change of one or several generations, but trying to find ways out of this situation is vital.

It is especially important for a manager to improve the system of employee motivation in a critical situation of the enterprise, which may arise, for example, in connection with the deterioration of the market conditions and the inefficiency of the enterprise. The usual options for motivation, such as money, become unavailable. In such a situation, the manager must be energetic and flexible enough.

It is necessary to distinguish between individual and group motivation.

It is known that individual and group needs of a person do not always coincide. Hence, what can motivate the work of a particular employee is sometimes not a motivating factor for a group of employees. The reason for this phenomenon lies in the individuality of people with different worldviews, upbringing, education, attitude to material and spiritual values. Therefore, establishing the relationship between individual and group motivation consists in solving the problem of combining individual and group goals and interests.

Research has established that one of the important factors of motivation is the manager's personal recognition of the employee's achievements. Even a simple request from a manager to a subordinate to take part in the preparation of this or that decision is motivating. Options for personal motivating techniques can be: oral congratulations, written congratulations, public encouragement, promotion of an employee up the career ladder, etc.

Meanwhile, in most cases, production activities are collective, therefore, considering the work collective as a group allows the manager to establish and develop relationships between individual workers in the production process. As the group motivation increases, the individual motives of a particular employee are partially replaced by group ones. This is reflected in the improvement of the psychological climate in the group and the company as a whole, leads to an increase

labor productivity and creating conditions for successful joint activities for the benefit of the enterprise.

In a modern high-tech enterprise, a single person is practically unable to be a manager, even if he is the first leader. In all large Western enterprises, top management is formed in the form of a working group. Skillful organization of the technological process and the competent choice of the closest employees are often one of the decisive elements of the successful work of top management.

The effectiveness of a team's work depends on its size, composition, cohesion, as well as the functionality of each of its members.

Studies have shown that groups with an average of 5-10 members tend to make better decisions and work more efficiently. As the team grows, communication between its members becomes more complicated, it becomes more difficult to reach agreement on issues related to the activities of the group. Increasing the size of the team also reinforces the tendency towards informal division of the team, which can lead to the emergence of conflicting goals.

The composition of the group, which is understood as the professional level of training of workers, the degree of similarity of individuals, their points of view, is also of great importance. It is extremely important for the manager to use the different perspectives of the team members in finding the optimal solution, therefore it is recommended that the team of employees, if possible, consist of dissimilar personalities. A manager who seeks to benefit from the different perspectives of employees must make an effort to avoid consensus. It is necessary to inform the group members that they are free to express any information, express any opinions or doubts about the issues discussed and should listen to different points of view and criticism.

Cohesion (“the feeling of being together”), which is expressed in the gravitation of members of the group to each other in achieving consistent goals, contributes to the increase in work efficiency. Employees must understand that, first of all, the fate of the enterprise depends on their joint work. It is no coincidence that many leading Western companies, in particular the Swedish company Volvo, have moved from the conveyor system of organizing production to more efficient group work. As you know, the conveyor system is more characterized by impersonal work, in which the worker performs monotonous, repetitive operations alone. The introduction of the conveyor system at the beginning of the XX century. contributed to the rapid development of mass production of products. Therefore, the transition to group methods of work may seem wrong. But the results indicate that the group system of organization of work and its motivation is much more effective. The system makes it possible to increase workers' understanding of the need to show concern for the fate of their enterprise and their direct participation in achieving positive work results. The interest of workers is growing, which stimulates a sharp increase in labor productivity and a decrease in staff turnover. An equally important factor influencing effective production activity is the functionality of the team members. These are the individual characteristics of a person, laid down by upbringing and education, and include the work skills of a given employee, his qualifications, ability to learn, as well as awareness and accumulated experience.

The ideas of group motivation form the basis of the concept of corporate culture, which has become widespread in modern theory and practice of management. Corporate culture is the sum of universal and professional values and beliefs that employees of the enterprise share with the manager. The basic principles of the formation of corporate culture, which should be guided by the manager, are as follows: fair assessment of labor, stimulation of responsibility; development of initiative, respect for a person, providing a person with opportunities to unleash his potential. How is the corporate culture formed in the team? First of all, the manager must in every possible way encourage the open and uncompromising expression of his employees of different opinions and points of view. For example, the motto of Fortune magazine (USA) reads: “Demonstrate composure in crisis situations. This encourages those around you to stay calm and act thoughtfully. Encourage the emergence of different points of view. If you are surrounded by people who only say "Yes" to you, then either you yourself or they are not in their place. " Another example is the principle of the American corporation IBM: “Every company needs true dissidents. Fortunately, people who refuse to walk in formation have never been transferred to IBM ... We like it when people are rooting for the cause, not afraid to express their opinion. The worst of the critics are more useful than the best of the singers. "

Another direction in the formation of corporate culture is a high level of ethics, honesty in relation to colleagues at work, business partners. Delegation of managerial powers can also play an important role in the development of the corporate beginning, which will be discussed below.

Thus, among the most common methods of increasing labor motivation, and primarily group methods, include: the use of various forms of personnel participation in management; introducing diversity in the work of personnel within the functions specifically assigned to each employee; ensuring the personal responsibility of employees when performing work; mastering related professions in order to reduce the monotony of labor; the creation of autonomous working groups designed to solve specific production tasks, with the delegation of a certain range of rights to such teams for the distribution of duties in the team, control over the quality of products and the distribution of financial rewards; the creation and operation of so-called “quality circles” based on a voluntary basis, designed to stimulate the employee's initiative in solving various production problems.

There is another problem. How can the employee's motivation and his knowledge of the manager's competence be interconnected? It turns out that if an employee sees an ideal in his manager, he chooses imitation of his behavior as the motive of his behavior. In this case, the manager will have little or no need to try to influence this subordinate. Conversely, if the subordinate does not follow the wishes of the superior leader, he or she lacks motivation. In this case, it is assumed that the results of the labor process cannot be achieved without the threat of punishment. The motivation to perform the work in this case will depend on the conditions under which the employee either voluntarily tries to repeat the behavior of his idealized leader, or will be in a state of agreement with his views

It is clear that the best for the company is employee A. He is competent, capable and at the same time motivated. Employee B is capable but not motivated. He does not want to work efficiently and productively. In order for such an employee to work as productively as employee A, it is necessary to carry out appropriate methods of increasing motivation or to identify unmet needs. Employee B is also problematic for the enterprise, since his desires do not coincide with his capabilities. Such an employee will look like overly active in the team. To benefit from the high level of motivation of such an employee, the manager should focus on improving his capabilities (for example, training or selecting a job in which his capabilities will most closely match his desires). Employee D is one of the categories of employees that you need to try to get rid of, since the costs of their training and motivation are unlikely to ever pay off in the future.

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INTRODUCTION

Why do people work? Why do some people do light work and remain dissatisfied, while others do hard work with pleasure? What needs to be done to make people work better and more productively? How to make your work more fun? What makes you want to work? These and many other questions arise when there is personnel management.

In our country, very little attention has been paid to this problem, despite all its complexity and underdevelopment. For decades, a technocratic approach to business management prevailed in the domestic economy, when technology, production plans, budgets, administrative orders were put at the forefront, and the role of workers was relegated to the background. In general, this led to a narrowing of labor motivation and alienation of workers, to a drop in interest in work and low productivity.

Changes in property relations that have taken place in recent years have only exacerbated the problem of labor motivation. Practice has rejected the idea that liberalization and privatization will automatically remove the issue and lead to the emergence of a high interest of workers in productive labor. It turned out to be inconsistent with modern economic reality.

Therefore, domestic enterprises have to go through trial and error, independently feeling the most appropriate and effective methods of organizing and encouraging labor.

Leaders of thriving firms like to say that the greatest potential in their businesses lies in their people. Therefore, you need to learn how to effectively manage personnel, and the way to this lies through understanding a person's motivations.

Only knowing what motivates a person, what prompts him to activity, what motives lie at the basis of his actions, one can try to develop an effective system of stimulating labor.

Therefore, in this work, we need to find out how certain motives arise or by what causes, how and in what ways motives can be brought into action, what incentives are at the disposal of the governing bodies, and how personnel are stimulated for effective and productive work.

CHAPTER 1. Motivation and incentives for employees

1.1 The role of staff motivation and incentives in the work process

One of the main tasks for enterprises of various forms of ownership is the search for effective methods of labor management, ensuring the activation of the human factor. The decisive causal factor in the performance of people is their motivation.

Motivational aspects of labor management are widely used in countries with developed market economies. In our country, the concept of labor motivation in the economic sense appeared relatively recently in connection with the democratization of production. Previously, it was used mainly in industrial economic sociology, pedagogy, psychology. This was due to a number of reasons. Firstly, economic sciences did not seek to analyze the relationship of their subjects with the named sciences, and, secondly, in a purely economic sense, until recently, the concept of "motivation" was replaced by the concept of "incentive".

Labor motivation is the process of stimulating an individual performer or a group of people to work, aimed at achieving the goals of the organization, to the productive implementation of decisions made or planned work.

This definition shows a close relationship between the managerial and individual psychological content of motivation, based on the fact that the management of a social system and a person, in contrast to the management of technical systems, contains, as a necessary element, the coordination of the chains of the object and the subject of management. Its result will be labor behavior by the object of management and, ultimately, a certain result of labor activity.

Douglas McGregor analyzed the activities of the performer in the workplace and found that the manager can control the following parameters that determine the actions of the performer:

Tasks that the subordinate receives;

The quality of the assignment;

Time of receipt of the assignment;

The expected time to complete the task;

Funds available to complete the task;

The team in which the subordinate works;

Instructions received by subordinates;

Convincing the subordinate of the feasibility of the task;

Convincing a subordinate to be rewarded for successful work;

The amount of remuneration for the work done;

The level of involvement of the subordinate in the range of work-related problems.

All these factors depend on the manager and, at the same time, in one way or another affect the employee, determine the quality and intensity of his work. Douglas McGregor concluded that based on these factors, it is possible to apply two different approaches to management, which he called "Theory X" and "Theory Y".

"Theory Y" corresponds to the democratic style of management and involves the delegation of powers, improving relationships in the team, taking into account the appropriate motivation of performers and their psychological needs, enriching the content of the work.

Both theories have an equal right to exist, but, due to their polarity, they do not occur in pure form in practice. As a rule, in real life there is a combination of different management styles.

McGregor's theories were developed for the individual. Further improvement of approaches to management was associated with the development of the organization as an open system, and the work of a person in a team was also considered. This led to the concept of a holistic management approach, i.e. to the need to take into account the entire set of production and social problems.

Thus, William Ouchi offered his understanding of this issue, called "Theory Z" and "Theory A", which was largely facilitated by the differences in management, respectively, in the Japanese and American economies.

Table 1.1

The difference between the concepts of management theory of the United States and Japan

Conceptual factor
"Human capital"	Small investment in training Learning specific skills Formalized assessment	Large investment in training General training Unformalized assessment
"Labor market"	External factors come first Short term rent Specialized promotion ladder	Internal factors come first Long term rental Non-specialized promotion ladder
"Devotion to the organization"	Direct employment contracts External incentives Individual assignments	Implied Employment Contracts Internal incentives Group orientation

Ouchi notes the disproportionate attention to technology and technology to the detriment of the human factor. Therefore, Theory Z was based on the principles of trust, lifelong recruitment (like attention to a person) and a group method of decision-making, which also gives a strong connection between people, their more stable position.

In general, the Japanese and American approaches are in different directions (Table 1.1). However, it can be seen that management developed mostly in the direction of the ideas embodied in Theory Y, the democratic style of management. Thus, with certain assumptions "Theory Z" can be called a developed and improved "Theory Y", adapted, first of all, for Japan. Theory A is more typical of the United States. However, some companies in Western countries successfully apply Theory Z principles.

Each company adapts the strategic theories of human resource management discussed above to the specific features of its functioning. The success of the solution of this issue depends on whether subordinates will strive to work well or simply serve out office hours.

The results achieved by people in the process of work depend not only on the knowledge, skills and abilities of these people. Effective activity is possible only if employees have the appropriate motivation, that is, the desire to work. Positive motivation activates a person's abilities, frees his potential, negative motivation inhibits the manifestation of abilities, prevents the achievement of activity goals.

The lack of an acceptable mechanism for motivating employees leads to a drain of qualified personnel in many companies. Financial rewards for professional success should be systematic and based on clear objective criteria. Even prosperous companies constantly experience difficulties associated with the departure of competent and proactive specialists. This indicates an insufficient study of the methodology for motivating their professionalism. While this problem is not relevant for companies with a low level of labor specialization, since a replacement for a departed specialist can be prepared in a short time, for innovative and other organizations with a high level of specialization, solving this problem is of vital importance. The drain of qualified personnel turns into a real disaster for them.

There are no uniform methods of personnel motivation that are effective at all times and under all circumstances. However, any method used by a manager is based on the firm's chosen HR strategy. The choice of a specific method of motivation should, first of all, determine the general strategy of personnel management that the firm has followed or wishes to follow.

1.2 Theories of staff motivation

When planning and organizing work, the manager determines what exactly the organization should do, when, how and who, in his opinion, should do it. If the choice of these decisions is made effectively, the leader gets the opportunity to translate his decisions into actions, applying in practice the basic principles of motivation.

Motivation is the process of motivating oneself and others to take action to achieve personal or organizational goals.

A systematic study of motivation from a psychological point of view does not allow us to determine exactly what prompts a person to work. However, the study of human behavior at work provides some general explanations of motivation and allows you to create pragmatic models of employee motivation in the workplace.

Various theories of motivation are divided into two categories: substantive and procedural.

However, in order to understand the meaning of the theory of content and procedural motivation, one must first grasp the meaning of the fundamental concepts: needs and rewards.

Needs are the conscious absence of something that causes the urge to take action. Primary needs are genetically inherent, while secondary needs are developed in the course of cognition and gaining life experience. Needs cannot be directly observed or measured. Their existence can only be judged by the behavior of people. Needs serve as a motive for action.

Needs can be met by rewards. Reward is what a person considers valuable to himself. Managers use external rewards (cash payments, promotions) and internal rewards (a sense of success in achieving a goal) through the work itself.

Rice. 1.1 Simplified model of motivating behavior through needs

According to Maslow's theory, five basic types of needs form a hierarchical structure that, as a dominant, determines human behavior (Figure 1.2).

1.Physiological needs are essential for survival. These include the needs for food, water, shelter, rest, and sexual needs.

2. Needs for security and confidence in the future include the need for protection from physical and mental hazards from the environment and confidence that physiological needs will be met in the future.

3. Social needs, sometimes called belonging needs, which include a sense of belonging to someone or something, a sense of being accepted by others, a sense of social interaction, affection and support.

4. Needs for respect include the needs for self-esteem, personal achievement, competence, respect from others, and recognition.

5. Needs of self-expression - the need to realize their potential and growth as a person.

Rice. 1.2 Maslow Hierarchy of Needs

As the needs at one level are partially satisfied, the needs of the next level become dominant. It is important to keep in mind that only those incentives that satisfy the dominant need are motivating. For example, it is widely believed that the main factor in effective work is money: the more a person gets, the better he / she works. This belief is not true, because if a person is dominated, for example, by the need for close relationships or the need for self-realization, then he will prefer a place where he can satisfy this need over money.

Based on the given classifier of needs, a motivational model can be built (Table 1.2).

Table 1.2

Motivational model

Fulfilling the needs of your personality	Realizing your potential, increasing the amount of knowledge
Self-respect and recognition from others.	Competence in your profession. The right to independently make decisions.
Social contacts	Be recognized in a kindred group. Contacts with people. Be nice.
Confidence in the future	Long-term provision of cash income, in order to meet physiological needs. Long-term workplace guarantee.
Physiological needs	Nutrition. Apartment. Cloth.

While Maslow's theory of human needs seemed to have provided executives with a very useful description of the motivation process, subsequent experimental research did not fully support it.

Believing that Maslow's classification of needs was incomplete, McClelland supplemented it by introducing the concept of needs for power, success, and belonging.

The need for power is expressed as a desire to influence other people. Within Maslow's hierarchical structure, the need for power falls somewhere between the need for respect and self-expression. Management very often attracts people with a need for power, since it provides many opportunities to manifest and realize it.

The need for success is also somewhere in between the need for respect and the need for self-expression. This need is satisfied not by the proclamation of the success of this person, which only confirms his status, but by the process of bringing the work to a successful conclusion.

In the second half of the 1950s, Frederick Herzberg and his employees developed another need-based motivation model. Herzberg came to the conclusion that the factors acting in the process of work influence the satisfaction of needs. Hygienic factors (wages, working conditions, interpersonal relationships and the nature of control by the immediate superior) only prevent the development of a feeling of dissatisfaction with the work. To achieve motivation, it is necessary to ensure the influence of motivating factors - such as a sense of success, promotion, recognition from others, responsibility, growth of opportunities.

Procedural theories look at motivation in a different way. They analyze how a person distributes efforts to achieve various goals and how he chooses a specific type of behavior. Procedural theories do not dispute the existence of needs, but they believe that human behavior is determined not only by them. According to procedural theories, the behavior of an individual is also a function of his perception and expectations associated with a given situation, and the possible consequences of his chosen type of behavior.

There are three main procedural theories of motivation: the theory of expectations, the theory of justice, and the Porter-Lawler model.

The theory of expectations is based on the assumption that a person directs his efforts to achieve a goal only when he is sure of a high probability of satisfying his needs or achieving a goal. Motivation is a function of the expectation factor "labor input - results", expectations - "results - reward" and valence (ie, the relative degree of satisfaction). The most effective motivation is achieved when people believe that their efforts will definitely enable them to achieve a goal and lead to a particularly valuable reward. Motivation is weakened if the likelihood of success or the value of reward is low in people.

Equity theory assumes that people subjectively assess the ratio of reward to effort expended and compare it with what they believe other workers have received for similar work. Unfair, according to their estimates, reward leads to the emergence of psychological stress. In general, if a person considers his work to be underestimated, he will reduce the effort expended. If he considers his work to be overvalued, then, on the contrary, he will leave the amount of effort expended at the same level or even increase it.

The widely supported Porter-Lawler model is based on the fact that motivation is a function of needs, expectations, and employee perceptions of fair remuneration. The productivity of an employee's work depends on his efforts, his characteristics and capabilities, as well as his assessment of his role. The amount of effort expended depends on the employee's assessment of the value of the reward and the confidence that it will be received. According to the Porter-Lawler model, labor productivity continues to be satisfied, and not vice versa, as theories of human relations believe.

1.3 Incentives to work

Any benefits, material or spiritual, that satisfy human needs, if their receipt involves labor activity, should be called labor incentives. Or we can say that the good becomes a stimulus for labor if it forms the motive for labor. Generally speaking, incentives are everything that a person considers valuable to himself.

Labor stimulation involves the creation of conditions under which, as a result of active labor activity, the employee will work more efficiently and more productively, i.e. will perform a larger amount of work than was agreed in advance. Here, the stimulation of labor creates the conditions for the employee to realize that he can work more productively, and the emergence of a desire, giving rise, in turn, a need, to work more productively. Those. the appearance of the employee's motives for more efficient work and the implementation of these motives in the labor process.

Although incentives motivate a person to work, they are still not enough for productive labor. The system of incentives and motives should be based on a certain base - the normative level of labor activity. The very fact that an employee enters an employment relationship suggests that he must perform a certain range of duties for pre-agreed remuneration. In this situation, there is still no room for stimulation. This is the sphere of controlled activity and the avoidance motives associated with the fear of punishment for failure to comply with the requirements are at work. There should be at least two such punishments related to the loss of material wealth: partial payment of remuneration or the severance of labor relations.

The employee must know what requirements are imposed on him, what remuneration he will receive if they are strictly observed, what sanctions will follow in case of their violation. Discipline contains elements of coercion, restriction of freedom of action. However, the line between control and stimulation is conditional and flexible, because a highly motivated employee has self-discipline, a habit of conscientiously fulfilling requirements and treating them as their own norms of behavior.

The incentive system grows, as it were, out of administrative and legal management methods, but does not replace them, since labor incentives are effective if the governing bodies know how to achieve the level for which they are paid. The purpose of incentives is not only to induce a person to work in general, but to induce him to do better (more) of what is conditioned by labor relations.

According to the type of needs or needs that satisfy incentives, the latter can be divided into internal and external. The first include feelings of self-esteem, satisfaction from achieving results, a sense of the meaningfulness and significance of one's work, "the luxury of human communication" arising in the process of performing work, and others. They can also be called moral incentives. External reward is what the company provides in return for the work performed: salary, bonuses, career growth, symbols of status and prestige, praise and recognition, various benefits and incentives. They can also be called monetary and material and social incentives.

Let us consider the above types of incentives in more detail, since Taken together, they constitute and are the main elements of an effective incentive system.

1.3.1 Material monetary incentives

Money is the most obvious and most used way an organization can reward employees. The application of Maslow's theory of needs to wages allows us to conclude that it satisfies many different types of needs - physiological, the need for confidence in the future and recognition. Hence the main wage functions:

Reproductive;

Status;

Stimulating.

Reproductive function, as you know, consists in providing the employee with expanded reproduction of his labor force at the accepted social and normative level of consumption. Hence the initial significance of this function, its determining role in relation to other functions, especially in Russian conditions, when, in fact, all questions of wages are concentrated exclusively on the possibility of achieving a decent standard of living. The main property of wages is to be the main part of the worker's fund of subsistence. Without this, it cannot perform either reproductive or stimulating function. Unfortunately, this is what happens in practice.

On the basis of Herzberg's theory, it can be concluded that the reproductive function of wages is a hygienic factor, in the absence or insufficient degree of which a person experiences dissatisfaction with work, which will naturally lead to a decrease in labor productivity.

Status function wages can be considered realized if the status determined by the amount of earnings corresponds to the employee's labor status within the framework of the considered social structure. By "status" it is customary to mean the position of a person in a particular system of social ties and relations; accordingly, labor status is the place of a given employee in relation to other employees, both vertically and horizontally. The amount of remuneration for work is one of the most important indicators of this status. For example, the head of a division of an organization is higher in status than an ordinary employee of this division. Therefore, the status function will be performed if the salary charged to the chief is higher than the salary of an ordinary employee.

On the one hand, this can stimulate lower-ranking workers to be more efficient in order to obtain a higher position and, accordingly, higher earnings (or any other position with a higher salary), of course, provided that the amount of remuneration of employees in the enterprise does not belong to the category confidential information. On the other hand, unreasonable, unfair (from the point of view of a simple worker) wage differentiation leads to a drop in motivation and, accordingly, labor results.

Stimulating function from the standpoint of management, it is most important: it is beneficial for the employee to perform his functions with the greatest efficiency. Based on the theory of expectation, it can be concluded that only under certain conditions, the growth of wages stimulates an increase in labor productivity. The first of these is that people should attach great importance to it, i.e. it, as mentioned above, should be the main source of income. The second is that people must believe in the existence of a clear link between wages and labor productivity, and specifically that an increase in productivity will necessarily lead to an increase in wages, i.e. the amount of remuneration should be determined by the individual contribution of each to the overall result. This contribution embodies professionalism, initiative and labor efforts.

Many domestic scientists and specialists note that wages are bad, and often they are not connected at all with the final results of labor. The gap in payment for excellent labor efforts of workers causes the substitution in their minds of the labor basis of consumer wages, i.e. they determine the value of remuneration not by personal labor contribution, but by what can be acquired for the wages received, and this leads to a weakening and extinguishing of the stimulating function of wages. Moreover, in his claims, the employee proceeds not from how much he can earn, but from the desired "ceiling" of payment, which a person tends to raise higher and higher, as a result of which the feeling of unfairness of payment becomes constant. Accordingly, satisfaction with wages also decreases, even if it increased with a focus entirely on claims, they still cannot keep up.

The above negative trends (depreciation of the labor force, unjustified differentiation in wages and its low stimulating role) have gained such strength that we can talk about the disappearance of wages in the Russian economy as an economic category, about its transformation into a kind of social payment that is not related to public assessment. neither quantity, nor quality, nor results of labor.

Consider some of the wage systems used both in Russia and abroad.

From the point of view of simplicity and availability, the most suitable for many workers is a time-based, time-based bonus system of remuneration. However, their significant drawback is that the absence of serious incentives for a person, whose work, in addition, requires constant monitoring, reduces labor productivity.

Systems based on piece rates are also fairly simple and straightforward. But they are laborious from the point of view of making calculations, they require specialists-rate-setters, a large amount of paperwork, taking into account changes in technology, the mass of primary payment documents (orders, reports), etc. In addition, the establishment of norms of time and prices often give rise to conflicts: everyone claims more than what is dictated by the technology of performing the work. However, "piecework" stimulates labor productivity better than other payment systems. The relationship is very clear: if you release more units, you get more. As for the shortcomings, the main one is that in pursuit of increasing output, the employee sometimes forgets about quality, destroys equipment.

At many enterprises there are additional payments for seniority, i.e. the total amount of time worked in one enterprise.

In many Russian enterprises, the salary changes only when the employee changes his position. Here is the sphere of influence of the status function of wages, the pros and cons of which were discussed above.

From the above, we can conclude that monetary remuneration makes people work more efficiently, provided that the employee attaches great importance to it, that it is directly related to the results of work, and if the employee is confident in the existence of a stable relationship between the material remuneration received and labor productivity. But it is often difficult or economically unprofitable, or even in principle impossible to assess the individual contribution of the employee, and in accordance with this assign his wages. Therefore, in many cases, material monetary reward cannot induce people to work more productively, and this is precisely the task that the incentive system as a whole faces.

1.3.2 Material and social incentives

Like monetary incentives, social incentives are external rewards. But it should be noted that sometimes Herzberg's "hygienic factors" can become stimuli, and, conversely, stimuli can be transformed into conditions for the emergence of motives ("hygienic factors"). When receiving a reward that performs the function of an incentive, it loses the latter. This can be shown in the following example. The employee was promised that if he increases the productivity of his labor, he will be transferred to another, for example, more interesting job. Here, a transfer to another job is an incentive, but after he receives this benefit (incentive), the transfer ceases to act as a stimulus and becomes conditions (more precisely, a change in them). Therefore, we can say that when there is a need for a good and there is an opportunity to receive it, this is an incentive, if the good is received and the need is satisfied, then the former incentive becomes "hygienic factors", if the need is not satisfied or partially satisfied - the good continues to play the role of an incentive ...

These include:

creation of the necessary conditions for highly productive work. These conditions include: the optimal organization of the workplace, the absence of distracting noises (especially monotonous), sufficient lighting, pace, work schedule, etc. Although there have always been attempts to standardize working conditions, as a result of a number of research works it turned out that the ideal workplace does not exist ...

the ability to move away from monotonous to a more interesting, creative, meaningful work process. By monotony, some understand the objective characteristics of the labor process itself, others - only the mental state of a person, which is a consequence of the monotony of work.

free time stimulation. As a result of the lack of free time, many employees work with a feeling of chronic fatigue and experience constant neuro-emotional overload. The system of stimulating labor activity presupposes an optimal ratio of working and free time, because besides the work itself, people may have other equally important things, for example, playing sports, hobbies, or just rest. If an employee needs free time, and he is completely absorbed by work, then he will avoid it, thus lowering labor productivity.

improving relationships in the team. The internal conditions for creating a psychological microclimate in a team that have a beneficial effect on the state of workers include the authority and personality traits of the leader, the style of his leadership, the compatibility of team members in character, value orientations, emotional and other properties, the presence of influential leaders in informal groups and the attitude of these leaders. to the production tasks facing the team, etc. All these factors leave a peculiar imprint on the psychological atmosphere of the team, on the nature and forms of interpersonal relations, collective opinions, moods, on purposefulness, focus, cohesion, exactingness, discipline, independence, social activity, stability of behavior in a difficult environment, etc. Frequent conflicts take away too much moral and physical strength that could be used in work.

career advancement. One of the most effective incentives because firstly, this increases the salary; secondly, the scope of authority expands and, accordingly, the employee becomes involved in making important decisions; thirdly, the degree of responsibility increases, which makes a person work more efficiently and avoid mistakes and mistakes; fourth, it increases access to information. In a word, promotion allows an employee to assert himself, to feel significant, needed by the company, which, of course, makes him interested in his work.

In modern conditions of the Russian economy, these material non-monetary incentives can be especially widely used in connection with non-payments and therefore the impossibility of effective monetary incentives.

1.3.3 Moral and psychological incentives

These incentives are focused on the motivation of a person as a person, and not only on a mechanism designed to perform production functions. Unlike the above-described incentives, moral incentives are internal incentives, i.e. they cannot directly affect a person.

Consider a specific example in manufacturing: a worker making certain parts.

A certain control is established over each employee in the company, i.e. it is checked how it performs its functions, but it is impossible to control the activities of all personnel. Therefore, if we monitor the quality performance of some of its functions, then it automatically ceases or performs unsatisfactorily its other functions. For example, we keep track of the number of parts made by him. Realizing this, he increases their production in quantity. It would seem that the fact of an increase in labor productivity is obvious, but an increase in quantity does not in any way mean an improvement in quality, but quite the opposite, in order to minimize his efforts, the employee will pay less attention to the quality of products in order to increase its quantity. Then the governing bodies will have to establish control over the quality of parts, thus increasing costs.

But even then the worker can find ways to minimize efforts by performing unsatisfactorily or not performing functions uncontrolled by the enterprise. In this example, the worker can use resources ineffectively, i.e. will not be careful to reduce their consumption. Our example can be continued until we list the entire set of responsibilities of this worker. At the same time, in order for productivity to grow, the company will need to establish control over all employee activities, which from an economic point of view is extremely impractical. In the example considered, all the difficulties arose due to the fact that the worker tried to avoid work. He completely falls under the "theory X", which says that people do not like to work, are devoid of any ambition, and so on. Where does the main conclusion come from: people need to be forced to work, i.e. establish control over them.

There is another downside to establishing tight control. At the same time, the employee begins to clearly feel like a mercenary, and the company (for which he works) is considered an exploiter. It has long been noticed that the mercenary works much worse than the owner or partner of the enterprise, because he will not appropriate the results of labor. He will only receive wages, which are often considered unfair by workers. And the owners or accomplices will appropriate the results of labor, thus realizing the connection "effort - results of labor", in the presence of which, according to the theory of expectation, motivation increases.

In the situations discussed above, the employee was not interested in his work, because he did not have internal moral incentives, such as: satisfaction from a job well done, a sense of ownership, etc. If they are available, for high efficiency of labor, it is not necessary to establish control over the production process, which takes away effort and money.

As mentioned above, management bodies cannot directly influence personnel with these incentives, but only create conditions for their occurrence. For example, an employee can be influenced by education, because the value orientations of the employee are of great importance for the emergence of motivation. Social values acquired by a person consciously or unconsciously, and which have become significant for him, turn into incentive forces (motives) under the influence of which certain actions are performed. In the process of upbringing, the basic system of values is formed and changed. In this case, the main attention is paid to developing and strengthening the motives of a person desirable for the subject of management and, conversely, to weaken those that interfere with effective personnel management. This type of impact requires much more effort, knowledge and ability to implement it. But its result as a whole significantly exceeds the results of external stimulation. Organizations that have mastered it and use it in their practice can manage personnel much more successfully and efficiently.

The experience of Japanese firms confirms that internal incentives are more powerful factors in influencing workers than external ones.

Monetary reward in the form of an incentive, we assume, is preferred by those people who are not satisfied with their lower needs (unhealthy food, poor housing, uncertainty about the future, etc.). If these needs are satisfied, then wages, which become only a hygienic factor, are replaced by more powerful internal incentives, under the influence of which a person works so much more successfully that the profits received from his activities more than pay off the funds spent by the company on satisfying the lower ones. the needs of the staff.

Thus, it is beneficial for employers to satisfy or create all the conditions for satisfying lower needs (high wages, insurance, health care) in order to get their hands on the strongest incentives - internal.

CHAPTER 2. ANALYSIS OF THE SYSTEM OF MOTIVATION AND STIMULATION OF WORK OF EMPLOYEES OF THE ENTERPRISE OJSC "SAMARA BREAD FACTORY No. 2"

2.1 Organization of labor incentives at the enterprise

JSC "Samara bakery №2" was founded in 1933. Currently, the enterprise is one of the largest in the production of bakery and confectionery products (wafer cakes, gingerbread, waffles, cookies).

The company employs more than 600 people, for many of the families of whom the salary at JSC "Samara bakery plant No. 2" is the only source of income.

Effective use of the potential of employees includes:

planning and improving work with personnel;

support and development of the abilities and qualifications of employees.

In total, the company employs 639 people, including engineers and employees - 120, engaged in the production of the declared products - 466 workers, auxiliary workers - 53.

The main task of the personnel department at the enterprise is:

pursuing an active personnel policy;

development, together with the financial and economic service, of material and social incentives;

close interaction with the trade union committee in matters of social protection of certain categories of workers.

To organize this work at the enterprise, there are positions of the head of the personnel department and an engineer for labor protection. Recently, the company has fully formed the backbone of engineering and technical workers who have worked for 7-25 years and have professional and practical experience. All managers have higher education, many of them started working in working positions, went through all stages of growth, and now they head the main services. Career planning and other forms of development and realization of employees' abilities are widely developed at the enterprise.

The demographic policy of the enterprise is aimed at “rejuvenating” the team and especially the staff of managers and specialists. The company carries out systematic work with personnel, with a reserve for nomination, which is based on such organizational forms as preparation of candidates for nomination according to individual plans and internships in relevant positions. The share of young workers in managerial positions is currently about 40%.

The personnel management strategy at OJSC "Samara bakery plant No. 2" reflects a reasonable combination of the economic goals of the enterprise, the needs and interests of employees (decent wages, satisfactory working conditions, opportunities for the development and implementation of employees' abilities, etc.). Currently, conditions are being developed to ensure a balance between economic and social efficiency in the use of labor resources. The company has developed a remuneration system, which depends on the results of the work of the team as a whole and each employee in particular. Grades of quality are established for individuals and groups so that employees can see what they can achieve in their work, thereby encouraging them to achieve the required quality. The remuneration of employees is carried out in full accordance with their labor contributions to the final results of the work of the team, including the improvement of the quality of products.

OJSC “Samara bakery №2” annually spends more than 150 thousand rubles for labor protection and creation of more favorable working conditions. The company also has a plan for the improvement of the team (52 employees were provided with spa vouchers in the amount of 168 thousand rubles), financial assistance is provided in the amount of 73 thousand rubles, and interest-free loans are issued in the amount of up to 100 thousand rubles.

In order to maintain the level of qualifications of workers, dictated by production needs, certification of personnel is carried out. Based on the results of certification, a plan for organizing advanced training and retraining of personnel is developed, and then personnel changes are made.

Once every 3 years, a collective agreement is concluded at OJSC Samara Bread Plant No. 2, which reflects the increase in production efficiency and the direction of using profits, the principles of the workforce and employment, organization of labor and wages, socio-economic guarantees, working conditions, security and labor safety, organization of social and medical, sanitary and resort treatment and recreation of workers.

A lump sum is paid:

* in connection with retirement;

* employees who have reached the jubilee age of 50, 55, 60 years old, awarded a diploma, according to the order;

* pensioners who have reached the age of 50-60 for treatment.

In addition, the following payments are made:

* payment for funeral services;

* women at the birth of a child;

* in case of death as a result of an industrial accident;

* low-income families and large families, etc.

2.2 Organization of the labor motivation system at the enterprise

Consider ways to improve labor motivation. They are united in five relatively independent directions:

1. Material incentives.

2. Improving the quality of the workforce.

3. Improving the organization of work.

4. Involvement of personnel in the management process.

5. Non-monetary incentives.

The first direction reflects the role of the motivational mechanism of remuneration in the system of increasing labor productivity. It includes, as elements, improving the wage system, enabling staff to participate in the property and profits of the enterprise. At OJSC "Samara bakery plant No. 2" the salaries of the main production workers depend on the volume of products sold. One-sided influence on workers only by monetary methods does not lead to a long-term rise in labor productivity.

The next direction for improving motivation - improving the organization of work - contains setting goals, expanding labor functions, enriching labor, production rotation, using flexible schedules, improving working conditions:

goal setting assumes that a correctly set goal through the formation of an orientation towards achieving it serves as a motivating tool for the employee;

Expansion of labor functions implies the introduction of diversity in the work of personnel, that is, an increase in the number of operations performed by one employee. As a result, the working cycle for each worker is lengthened, and the intensity of labor increases. The use of this method is advisable in case of underutilization of workers and their own desire to expand the range of their activities, otherwise it can lead to sharp resistance from workers;

Enrichment of labor implies providing a person with such work that would give an opportunity for growth, creativity, responsibility, self-actualization, and the inclusion in his responsibilities of some functions of planning and product quality control. This method is used in the labor sphere of engineering and technical workers;

For production workers, production rotation is used, which involves the alternation of types of work and production operations, when workers periodically exchange jobs during the day, which is typical mainly for the brigade form of labor organization;

Improving working conditions is the most acute problem of today. The new level of social maturity of the individual denies the unfavorable conditions of the working environment. Working conditions, acting not only as a need, but also as a motive for working with a certain return, can be both a factor and a consequence of a certain labor productivity and its efficiency.

CONCLUSION

The general crisis in Russia has affected all spheres of activity, only a few enterprises have retained their potential and continue to develop in these conditions. One of the reasons for their "survival" is effective personnel management.

The process of loss of an employee's interest in work, which is imperceptible to the untrained eye, and his passivity brings such negative results as staff turnover. The leader suddenly discovers that he has to delve into all the details of any business performed by subordinates, who, in turn, do not show the slightest initiative. The effectiveness of the organization falls. Effective activity is possible only if employees have the appropriate motivation, that is, the desire to work.

A well-designed work should create intrinsic motivation, a sense of personal contribution to the output. A person is a social being, which means that a feeling of belonging can cause deep psychological satisfaction in him, it also allows him to become aware of himself as a person.

Financial rewards for professional success should be systematic and based on clear objective criteria. There are no uniform methods of personnel motivation that are effective at all times and under all circumstances. However, any method used by a manager is based on the firm's chosen HR strategy.

Stimulation of labor involves the creation of conditions under which, as a result of active labor activity, the employee will work more efficiently and more productively. Although incentives motivate a person to work, they are still not enough for productive labor. The system of incentives and motives should be based on a certain base - the normative level of labor activity. The purpose of incentives is not only to induce a person to work in general, but to induce him to do better (more) of what is conditioned by labor relations.

The company is successfully developing in the context of the general crisis, relying on effective personnel management. Labor motivation is carried out across the entire spectrum of workers' needs.

The company employs 639 people, for many of the families of whom the salary at JSC "Samara bakery plant No. 2" is the only source of income. The number of employees at the enterprise has been steadily growing over the past 6 years, there is practically no staff turnover.

This allows us to conclude that effective motivation and stimulation of labor can get an effect not only in economically prosperous countries. The focus on the human factor yields convincing results even in a crumbling economy.

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Motivation

Russian enterprises are also beginning to understand the urgency of this problem. This is how, for example, staff training is organized at the Russian firm Vitapharm. Training is part of the personnel selection and certification procedure. A month after hiring, employees are invited to training. It takes about two weeks with a frequency of classes three times a week. The firm has developed its own teaching materials. Such training is built in the form of a business game; employees are taught how they should work, what can and cannot be done, and why. Then the appropriate exercises are performed. After a few months after completing a course of lectures, trainings on mutual communication and business games, the employees are assigned certification. At this stage, the people who are most successful in the job are identified. Based on the results of the certification, an order is issued on the material remuneration of these employees for the next six months. At the same time, the circle of specialists is determined, which the firm is going to train in the future for work as managers.

Most people enjoy the feeling of being useful at work; they want to feel part of the organization they work for. It is necessary to inform employees about the work of the enterprise, as this helps them to understand the essence of what is happening. Since belonging is a two-way process, it is important to seek the opinions, judgments and views of employees. The manager should create conditions in which employees themselves will voluntarily strive to achieve the goals of the enterprise. At the same time, feedback should be established, providing information on the effectiveness and quality of work.

Interest in work plays a significant role in the behavior of employees. Many people are looking for a job that requires skill and is not too easy. The very content of the work can motivate workers. Unfortunately, many jobs are boring and not demanding. A manager can do a lot in this direction, having studied how the work is organized, to what extent there is interest in it. Even clearly performing options can be rearranged so that they bring more satisfaction, and therefore, stimulate the employee to increase productivity.

Practical measures for one's own development are largely linked to the stages of a person's service career. It is noted that a person goes through various stages during his labor activity. For many reasons, the critical phase occurs mid-career. Different factors motivate differently at different stages of tenure. The decisive moment is the duration of a person's performance of the same work, which does not change in content.

Studies have shown that a person who has worked for a certain time at one place gradually decreases motivation and work efficiency. When an employee comes to a new place, regardless of his previous experience, he starts with very low efficiency, because he needs to adapt to new conditions. The addiction can last up to a year. During the first year of work, the basis of motivation is the understanding of the significance of the tasks to be solved, while the problem of independence in the work of the employee is not of interest. In the interval between the second and the fifth year, independence is the most important factor in motivation. Feedback is of interest during the early years. It is after two or three years of work in one place that the employee works most productively. On average, a person's effective work cycle at the same workplace is about 5 years. After 5 years of work in the same place, no factor provides job satisfaction, achievements are significantly reduced. Work can get boring, interest in it disappears. Instead of motivation factors associated with work, motivation is born from selfish motives (entertainment events, solving their own issues during working hours).

One of the options for increasing interest in work and creating additional motivation for work is staff rotation (replacing one employee with another).

Promotion is not always possible in the current situation at the enterprise. If the manager is sure that the employee is not yet ready to work in a higher position, he can simply entrust him with another, new for him, area of work. Job novelty often motivates the employee to get better promotions. Moving to an equivalent position in another division of the enterprise forces the person to work actively again, to achieve the position that was achieved in the previous place. Horizontal rotation of personnel first became widespread in Japan, but then the practice of moving workers to equivalent positions within the enterprise was adopted by companies from other countries.

There is practically no experience of horizontal rotation at Russian enterprises. This is primarily due to the fact that market relations in the country are only developing and Russian companies still have conditions for the rapid career growth of employees.

Thus, the motives of people's labor behavior are determined by such material and social factors as decent remuneration for work, work environment, safety, a sense of belonging, the opinion of colleagues at work, the attitude of their immediate superiors, as well as what employees think about their enterprise.

Although socio-psychological factors have a significant impact on the behavior of a Russian worker, however, money and additional material benefits in modern Russian conditions play a decisive role in motivating workers.

It is believed that in order to change an employee's attitude to work, one should always start with positive means of motivation. However, there are people who do not lend themselves to motivation. This is especially true in our country. Therefore, if positive means are powerless, negative ones must be used, even if they cause a conflict in which it will be impossible to control the employee. Russian managers need to make wages strictly dependent on the results obtained, and if workers are unwilling to work, they should not be re-educated, but fired,

Taking into account the above, the following main criteria for motivation can be formulated:

most people are satisfied with the work they do. Of particular importance is the recognition of the results of the employee's activities by his colleagues and management;
in their workplace, people want to show what they are capable of; they seek to participate in shaping the manager's decisions on issues related to their competence;
a person wants to express himself in the results of labor, if they are noticed and approved by other people. Therefore, the standards for the performance of tasks should always be high, so that the dignity of the employee does not suffer, and the results of the activity are specific;
most people have their own point of view on how to improve their work. The manager needs to create conditions for the implementation of such plans;
it is important for a person to feel that he is indispensable for the collective. The manager must make this clear to every employee and the team as a whole;
people strive for success because success is an accomplished goal. The employee will put maximum energy into an achievement that he has set for himself or in the development of which he took an active part;
success without recognition leads to disappointment. Recognition and appropriate encouragement can be both material and moral;
by the way and in what form employees receive information from the manager, they assess their real importance in the eyes of management. If access to information is difficult, then the degree of employee motivation will decrease;
the manager cannot make decisions regarding certain changes in the work of employees without their knowledge, even if these changes are of a positive nature;
each person needs information about the quality of his work. An ordinary worker needs it more than a leader. Information must be prompt, large-scale and timely;
any job benefits from the greatest possible degree of self-control;
increased requirements for employees, which give a chance for further development, are perceived by them much more readily than understated ones. This is due to the fact that most people strive to acquire new knowledge in the process of work;
the initiative of employees is reduced if their diligence only leads to additional workload and is not compensated by wages;
the organization of production should allow the employee to be the boss at his workplace. This increases the degree of responsibility for the results of labor.

Objectively, any person, being in a working environment, initially experiences, due to the peculiarities of human nature, certain doubts about the possibility of successful work. This may be a concern for the following reasons: the job is not profitable; work is useless; not enough information; work is unattractive and boring; failure in work is possible; there are more important and urgent matters; work creates unpleasant sensations; it is not clear enough where to start work; incompetence.

The manager needs not only to anticipate the possibility of such a situation developing, but also to take appropriate measures to resolve it. In particular, it is advisable to compile a list of possible options or methods for solving the problem.

You should divide the work into parts, start small and uncomplicated. It is necessary to assess the degree of possible failure and critically reflect on the complexity of the work, which may be exaggerated. It is necessary to determine the intermediate results, having achieved which, the manager must reward himself and the employees. In any case, the manager must have a set of actions. You should try to find a positive result even in an unprofitable, non-prestigious job and motivate people accordingly,

In working with personnel, the manager should strive for the optimal motivation option (Figure 5.1).

An increase in the amount of work performed (O) (can be carried out in terms of the total volume of production, in value terms, as well as for a specific employee in personal terms. In turn, the enrichment of the content of the work (P) occurs when the work becomes more interesting, requiring more return To do this, the manager should organize work in such a way as to maximize the potential of employees, establish feedback that allows the employee to evaluate his work, increase the feeling of his personal independence and identity.

The best option (X) is a combination of a lot of interesting, satisfying work. It is to this option for each employee that the manager who organizes the activities of the team should strive.

Insufficient consideration of the motivation of workers' labor leads to negative results, as evidenced by the experience of our country. Lack of a sufficient number of effective human resources, a low degree of labor motivation are the main reasons for the unsatisfactory performance of many Russian enterprises. This happens because people for a long time did not feel their importance, they are not ready in the socio-psychological terms, heads of enterprises and organizations in Russia often face unwillingness of people to work, especially in low-prestigious professions. In our country, in which for a long time the management system had a command character and was based on strict hierarchical subordination of economic processes to the will of the center, a special type of workers has been created, who often have no interest in effective and high-quality work.

The workers did not have sufficient incentives to work, which is explained by a number of economic and social factors: wages did not depend significantly on the results of labor, which were more quantitative than qualitative; wages were equal in nature; the encouragement of workers was mostly moral; there was no opportunity to make independent decisions, there was complete dependence on the leadership; the morality of material equality of all citizens prevailed in society, which suppressed the desire to receive high incomes by honest labor; there was no fear of losing a job, since there was no unemployment,

It is impossible to immediately and completely solve such an important problem, this requires a change of one or several generations, and it is vital to try to find ways out of this situation.

It is especially important for a manager to improve the system of employee motivation in a critical situation of the enterprise, which may arise, for example, in connection with the deterioration of the market conditions and the inefficiency of the enterprise. The usual options for motivation, associated, for example, with money, become unavailable. In such a situation, the manager must act vigorously and sufficiently flexible.

The leader should focus on supporting people. It is necessary to abolish the official service relations in management that existed before the crisis. You should take the position of a comrade-in-arms, not a boss; exchange more information with employees and more often tell them that now everything depends only on them. The manager should remind his subordinates that if the enterprise is pulled out of the crisis, they will have great chances to make a career here. The best means of motivation in a crisis situation is work. In order for employees to devote less time to emotional experiences, they should be loaded with specific tasks and even increase the volume of work. The threat of losing a job affects a person even without the help of a manager. Therefore, the manager is not recommended to constantly remind employees that they may become unemployed. If an employee does not trust the manager, then the threat of losing their job will only ruin their relationship. It is necessary to distinguish between individual and group motivation. It is known that individual and group needs of a person do not always coincide. Hence, what can motivate the work of a particular employee is sometimes not a motivating factor for a group of employees. The reason for this phenomenon lies in the individuality of people with different worldviews, upbringing, education, attitude to material and spiritual values. Therefore, establishing the relationship between individual and group motivation consists in solving the problem of combining individual and group goals and interests.

Studies have found that one of the important factors of motivation is the manager's personal recognition of the employee's achievements. Even a simple request from a manager to a subordinate to take part in the preparation of a particular decision acts motivating. Options for personal motivating techniques can be: oral congratulations, written congratulations, public encouragement, promotion of an employee up the career ladder, etc.

Meanwhile, in most cases, production activity is collective, therefore, considering the work collective as a group allows the manager to establish and develop relationships between individual workers in the production process.As group motivation increases, individual motives of a particular employee are partially replaced by group ones. This is reflected in the improvement of the psychological climate in the group and the company as a whole, leads to an increase in labor productivity and the creation of conditions for successful joint activities for the benefit of the enterprise.

The effectiveness of a team's work depends on its size, composition, cohesion, as well as the functionality of each of its members.

Studies have shown that groups with an average of 5-10 members tend to make more accurate decisions and work more efficiently. As the team grows, communication between its members becomes more complicated, it becomes more difficult to reach agreement on issues related to the activities of the group. Increasing the size of the team also reinforces the tendency towards informal division of the team, which can lead to the emergence of conflicting goals.

The composition of the group, which is understood as the professional level of training of workers, the degree of similarity of individuals, their points of view, is also of great importance. It is extremely important for the manager to use the different perspectives of the group members in finding the optimal solution, therefore it is recommended that the team of employees, if possible, consist of dissimilar personalities. A manager who seeks to benefit from the different perspectives of employees must make an effort to avoid consensus. It is necessary to inform the group members that they are free to express any information, express any opinions or doubts about the issues discussed and should listen to different points of view and criticism.

Cohesion (“the feeling of being together”), which is expressed in the gravitation of members of the group to each other in achieving consistent goals, contributes to the increase in work efficiency. Employees must understand that, first of all, the fate of the enterprise depends on their joint work. It is no coincidence that many leading Western companies, in particular the Swedish company Volvo, have moved from the conveyor system of organizing production to more efficient group work. As you know, the conveyor system is more characterized by impersonal work, in which the worker performs monotonous, repetitive operations alone. The introduction of the conveyor system at the beginning of the XX century. contributed to the rapid development of mass production of products. Therefore, the transition to group methods of work may seem wrong. But in fact, the results indicate that the group system of organizing work and its motivation are much more effective. The system makes it possible to increase workers' understanding of the need to show concern for the fate of their enterprise and their direct participation in achieving positive work results. The interest of workers is growing, which stimulates a sharp increase in labor productivity and a decrease in staff turnover. An equally important factor influencing effective production activity is the functionality of the team members. These are the individual characteristics of a person, laid down by upbringing and education, and include the work skills of a given employee, his qualifications, ability to learn, as well as awareness and accumulated experience.

The ideas of group motivation form the basis of the concept of corporate culture, which has become widespread in modern theory and practice of management. Corporate culture is the sum of universal and professional values and beliefs that employees of the enterprise share with the manager. The basic principles of the formation of corporate culture, which should be guided by the manager, are as follows; fair assessment of labor, stimulation of responsibility; development of initiative, respect for a person, providing a person with opportunities to unleash his potential. How to form a corporate culture in a team? First of all, the manager must in every possible way encourage the open and uncompromising expression of his employees of different opinions and points of view. For example, the motto of Fortune magazine (USA) reads: “Demonstrate composure in crisis situations. This encourages those around you to stay calm and act thoughtfully. Encourage the emergence of different points of view. If you are surrounded by people who only say "Yes" to you, then either you yourself or they are not in their place. " Another example is the principle of the American corporation IBM: “Every company needs true dissidents. Fortunately, people who refuse to walk in formation have never been transferred to IBM ... We like it when people are rooting for the cause, not afraid to express their opinion. The worst of the critics are more useful than the best of the singers. "

There is another problem. How can the employee's motivation and his knowledge of the manager's competence be interconnected? It turns out that if an employee sees an ideal in his manager, he chooses imitation of his behavior as the motive of his behavior.In this case, the manager will have no or almost no need to try to influence this subordinate, And vice versa, if the subordinate does not follow the wishes of the superior leader, he has lack of motivation. In this case, it is assumed that the results of the labor process cannot be achieved without the threat of punishment. Motivation to perform work in this case will depend on the conditions under which the employee either voluntarily tries to repeat the behavior of his idealized leader, or will be in a state of agreement with his views (Figure 5.2).

The manager should be aware that motivated work is not always and not always productive. Ability to work and motivation to work are two independent factors that can vary significantly from worker to worker (Figure 5.3).

It is clear that the best for the company is employee A, He is competent, capable and at the same time motivated. Employee B is capable but not motivated. He does not want to work efficiently and productively. In order for such an employee to work as productively as employee A, it is necessary to carry out appropriate methods of increasing motivation or to identify unmet needs. Employee B is also problematic for the enterprise, since his desires do not coincide with his capabilities. Such an employee will look like overly active in the team. To benefit from the high level of motivation of such an employee, the manager should focus on improving his capabilities (for example, training or selecting a job in which his capabilities will most closely match his desires). Employee D is one of the categories of employees that you need to try to get rid of, since the costs of their training and motivation are unlikely to ever pay off in the future.

Needs

The need is the determining cause of a person's actions, the primary source and driving force of his activity. All other concepts used in describing human behavior (attitudes, values, interests, motives, etc.) are derived from needs and are generated by them. There is a great variety of these needs to be remembered. Needs are partially and very biased reflected in the consciousness of a person, they are realized by him. To realize means to get an actual or potential opportunity to communicate your knowledge to another.

As you know, the most difficult to manage is the regulation of the incentives of a person, in which he has a desire to work in such a way as to contribute to the achievement of the goals of the organization. To achieve the goal means to achieve effective management of the enterprise. However, a manager should not forget about the innate priorities of human nature: in the first place are always personal interests, in the second - group interests, and only in third - public ones.

What is the range of needs that induce people to take certain actions, including the nature, volume and content of work?

For centuries, people have tried to explain the behavior of their mind, feelings and will. The rejection of the view of human thinking as the source and driving force of his activity, the recognition of needs as the determining cause of human actions is the greatest achievement of scientific thought. It served as the beginning of a truly scientific explanation of purposeful human behavior.

“People are accustomed to explaining their actions from their thinking instead of explaining them from their needs (which, of course, are reflected in the head, are realized),” said the classic of political economy F. Engels. That is why the question of needs, their classification, mutual subordination and interaction is the main problem that must be solved when considering the motivation of work.

The genius Russian writer FM Dostoevsky, who is called the “psychologist of psychologists,” in the novel The Brothers Karamazov points out three fundamental needs (or three groups of needs) inherent in people and determining their behavior in the natural and social environment. He begins with "bread" as a collective concept that has absorbed the entire totality of material goods necessary to maintain life. Dostoevsky is fully aware of the role that "bread" plays, and vividly describes how many people are forced to sacrifice in the name of satisfying their material needs. "Feed, then ask them for virtue!"

The need for knowledge is the second fundamental need, according to Dostoevsky; "For the mystery of human existence is not only to live, in what to live for."

“The need for worldwide connection is the third and final torment of people. Always mankind as a whole has striven to establish itself without fail worldwide, "- said F.M.Dostoevsky.

Since then, science has gone far ahead. Now we know much more about the most complex dialectic of the relationship between the material and spiritual needs of an individual and society as a whole. But one cannot but do justice to the insight of the writer, who grasped the really fundamental significance of the three groups of needs he named.

Here the classification of F.M. Dostoevsky surprisingly exactly coincides with the classification of the great German philosopher G. Hegel. “Surveying the entire content of our human existence,” Hegel writes, “we already find in our everyday consciousness the greatest variety of interests and their satisfaction. We find an extensive system of physical needs, for the satisfaction of which a large and extensive network of industrial enterprises, trade, shipping and technical arts work. Above this system of needs, we find the world of law, laws, family life, the isolation of estates, the entire multi-embracing area of the state. Finally, we find an infinitely specialized and complex activity taking place in science, a body of knowledge and knowledge that encompasses everything that exists. "

To live, learn and occupy a certain place in a group, interacting with other members of it - these three words can really denote a huge variety of motives and activities dictated by them.

In the XX century, the theory of needs was further developed. Let us dwell on some of them that have received the greatest recognition in management theory. The famous scientist F. Herzberg, investigating the problem of motivation for the work of engineers and employees of one of the enterprises, came to the conclusion that it is necessary to distinguish between two main categories associated with work. The first is the factors determined by the objective conditions in which the work is carried out (F. Herzberg called them "hygienic"). These include: the policy of the administration of the firm; working conditions; earnings; interpersonal relationships with bosses, colleagues and subordinates; the degree of direct control over the work. The second category is motivation, which is most directly related to the nature and essence of the work performed. Motivation factors are: success; career advancement; recognition and approval of work results; high degree of responsibility; opportunities for creative and business growth.

The fundamental difference between the first category is that the presence or absence of hygienic factors cannot motivate a person accordingly. At the same time, the presence of factors of the second group causes people to enjoy work and increases the degree of motivation. It is these factors that a manager should first of all pay attention to when working with personnel.

F. Herzberg proposed a method of "enriching labor", which he considered the best way to increase the productivity of workers and, at the same time, the degree of their satisfaction with their work. The theory of "enrichment of labor" is based on the assumption that workers must be necessarily interested in the quality performance of work in a particular profession. To achieve this goal, every work performed must have three distinctive features. First of all, it must be rational, necessary, significant, the Employee, on the basis of his own system of values, his own consciousness, must understand the importance and necessity of the work performed. It is required to be able to explain this to all performers. Nothing is more harmful than doing unnecessary work. Any task set must present certain reasonable requirements to the employee, both in terms of the quality of the labor expended and its effectiveness. The performance of the work should involve a certain amount of responsibility of the contractor. This responsibility includes freedom of action in performing certain operations, regardless of petty tutelage and strict administration from above.

Another scientist D. McClelland believed that people have three basic needs: power, success, involvement.

The need for power is expressed in the desire of a person to exert influence, to influence other people. The specificity of the manager's activity allows to fully realize this need both personally and among his employees. The need for success can be met by the successful completion of the work or by a separate stage of it. The manager has great opportunities here. It is necessary to clearly define the boundaries of work in terms of volume or timing and provide employees with the necessary means of motivation.

The need for involvement is the desire of people to socialize, provide mutual assistance, and build friendships. Satisfaction of such a need is possible, for example, by organizing business meetings by the manager, at which each employee has the right to speak out on a specific issue of the enterprise's activities.

The most popular was the theory of needs by A. Maslow, who proceeded from the recognition that a person has many different needs, He differentiated them into five main categories:

physiological needs, the satisfaction of which is necessary for human survival (food, water, shelter, clothing, rest, etc.);
the need for security and stability (guarantee of employment, insurance, protection, financial independence);
social needs (good human relations, belonging to a social group);
the need for respect (recognition from other people);
the need for self-expression (self-affirmation as a person, participation in decision-making, desire for creativity, awareness, realization of potential opportunities).

The hierarchy of A. Maslow's needs in a slightly modified and supplemented form is shown in Fig. 5.4.

This hierarchy of needs is based on the fact that people are stimulated by the desire to meet more and more elusive needs. These needs can be ordered as their importance and accessibility to a person increases. The needs of the 1st and 2nd levels are basic (dominant, primary) related to ensuring survival in the environment; needs of the 3rd - 5th levels - higher (secondary). After the needs of the lowest level are satisfied, the needs of the next level become dominant. In other words, the needs of a lower level must be satisfied before it becomes possible for a given person to fulfill the needs of a higher level.

Figure A characterizes the quantitative side of a person's needs. This means that the number of people who have higher needs in accordance with the hierarchy is gradually decreasing. In other words, there are relatively few people striving, for example, for self-realization. At the same time, the truth on earth is a person who could live without food and water.

Figure B, in turn, shows the qualitative side of a person's needs. The figure shows that the importance of secondary needs is incomparably higher than primary ones. This suggests that a modern civilized person not only wants to provide himself with everything necessary for a full life (housing, food, clothing, transport), but also constantly strives to improve his professional and cultural level (study, theater, sports).

In every person there is potentially a continuous desire to achieve more and more heights in society, to satisfy more and more difficult to realize needs. It is this desire to meet their ever-increasing needs that is the main reason for the interest in work. Various needs theories generally do not contradict each other, but mutually complement each other. They reflect the versatility and non-standard nature of the motivation process and predetermine the need for an integrated approach to solving this complex problem.

In a manager's job, the most difficult part of the job is creating the conditions for employees to satisfy a need of a higher order. There are methods that have shown themselves well in management practice.

Thus, social needs can be met by providing employees with jobs that facilitate business communication. It is necessary to create in the team the atmosphere of a united team working for the final result. It is recommended to hold regular staff meetings to discuss topical issues of the enterprise. It is necessary to create favorable conditions for the manifestation of social activity by workers, for example, their participation in the charitable activities of the enterprise.Finally, it is advisable to keep informal groups and their leaders in the team, if this does not interfere with the performance of production tasks. Examples of such informal groups include members of environmental organizations, fans of sports teams, philatelists, and lovers of classical or popular music.

The need for respect is realized by providing employees with more meaningful, interesting work, if there are appropriate opportunities for this. The manager should provide feedback to subordinates in accordance with the achieved results of work, which will lead to an objective assessment of their efforts. It is recommended to involve employees in defining the goals of the enterprise and in making the necessary decisions. In this case, the staff of the company will feel their involvement in the common cause. A manager can be delegated additional rights and powers to subordinates so that employees increase their professional experience. The most capable workers who have shown real success in work should be promoted up the career ladder. Finally, in order to improve the competence of employees, the manager must organize an ongoing process of retraining and advanced training of personnel.

The most difficult task for a manager to accomplish is meeting people's needs for self-realization (self-expression). Difficulties here stem from the perception of a person as a unique and at the same time complex personality. The main directions for the implementation of such needs are: ensuring the necessary conditions for the professional growth of employees and, if possible, the full use of their potential; providing employees with difficult and responsible work; development of employees' creativity; participation in making difficult and responsible decisions; provision of work requiring independent decision-making. In this case, the prerequisites are created for the transformation of labor from a means of earning into a means of self-expression and personal development.

Delegation

For the successful operation of the enterprise, the manager needs to timely distribute and properly organize the powers of his employees. The term "authority" usually means that a particular person has certain rights to use the resources of the enterprise. Only with the necessary credentials can production jobs be successfully completed. In the activities of any company, sooner or later there comes a period when it is required to redistribute power functions within it.

Responsibility must be vested in all levels of government, down to the lowest. Responsibility is the commitment to meet the challenges that need to be addressed. When starting to perform work, the employee assumes responsibility for its successful completion in exchange, first of all, for the payment of his labor. Employees need a certain amount of responsibility for the work entrusted to them. If you ignore such a need, there may be a threat to the development and even the existence of the company. Usually people leave their former place of work to where such responsibility is given to them.

Delegation in management is the transfer by a manager of authority and responsibility for the performance of tasks to one or more subordinates (Figure 5.5).

With the help of delegation, the manager distributes among the employees the tasks that must be completed in order to achieve the goals of the organization. If there is no delegation, then the manager is obliged to solve the problem on his own. This is not easy to do, as it will take more time to complete the job under these conditions, and the manager's ability must be exceptional. The quality of the manager's work is assessed by the ability to delegate rights and responsibilities to subordinates. As the company grows, the number of tasks solved by managers increases immeasurably. Therefore, the relevance of delegation in these conditions only increases. The manager can carry out delegation only under the conditions when the subordinate has accepted the powers addressed to him. Taking on the authority to perform a specific job, the employee thereby begins to bear a certain responsibility to the manager for completing the task efficiently and on time. Responsibility for the final result of the work remains with the manager. A feature of the delegation of powers is that they can be transferred not to a specific person, but to the position that this employee holds. When changing the place of work, the employee acquires new powers.

Within the limits of a particular organizational structure, the powers of employees are limited to certain limits. The limitation of powers is carried out with the help of oral or written orders, instructions, job duties, internal regulations, etc. There are several types: powers (Fig. 5.6).

Linear powers are transferred directly from the manager to the subordinate and, if necessary, further, to other subordinates. The line manager can operate within a specific organizational structure without coordination with other leaders. An example in this case can be the work of a shop manager at an industrial enterprise, the range of rights and responsibilities of which allows him to act completely autonomously.

Administrative powers are based on the delegation of various functions to the management apparatus. The latter can carry out activities of consulting line management on technical policy, legislation, work with personnel, etc. In addition, the administrative apparatus performs numerous functions of servicing line divisions in planning, financing, material and technical support, and product sales. Finally, there is a certain specificity of the activity of the management apparatus. We are talking about the functions of assistants and secretaries, without whose work it is difficult to imagine the activities of a modern leader. The types of administrative powers are:

a) advisory powers. This is a variant of administrative powers, in which line managers can apply to the relevant services of the administrative apparatus for advice and receive the necessary consultations, but they are not obliged to accept them for unconditional execution;

b) parallel powers. The purpose of such powers is to establish a system of balanced power that contributes to the creation of effective control and the prevention of errors in work. An example of this is the declared independence of the three main branches of government from each other in any democratic state: legislative, executive and judicial. The parallel authorization variant can be used to control financial expenses in an enterprise. Example: the need for two signatures (director and chief accountant) on payment orders sent to the bank;

c) functional powers. The management apparatus, endowed with functional powers, can either start or deny a certain course of action as directed by the manager. This is usually due to the need to maintain a unified approach to performing a specific job, for example, collecting initial data for subsequent analysis on certain forms of accounting in all departments of the enterprise.

The general tendency to increase the scope of powers is directed but upward: from the lowest levels in the management system to the highest (Fig. 5.7).

The problem of effective delegation of authority is of particular importance for managers at the highest level of management. This is primarily due to the overworking of such managers. Therefore, in modern enterprises, if these are not very small firms, higher-level managers can fulfill their duties only on the condition that they delegate some of their powers to other leaders at lower levels of management. Thus, some managers constantly work closely with other managers.

The management system, called "Managing Managers", involves the setting of specific tasks and the implementation of self-control as the basis of the delegation process. Every manager who has been delegated authority should be able to monitor his own performance by analyzing his own successes or failures. This opportunity for self-control is more stimulating for employees.

However, it should be noted that there are no managers with unlimited powers. Limiting factors here can be, for example, laws, local government policies, trade unions, shareholders, company founders, etc. In addition, managers cannot delegate to subordinates powers that are contrary to the norms of human morality, ethics, as well as national and religious traditions accepted in society.

How effectively a manager delegates his powers can be judged, for example, by his ability to work with business papers. As you know, the flow of documents sometimes literally overwhelms managers. Meanwhile, the ability of a manager to free up precious time for productive work can testify to his qualifications as a leader. There are managers who push the principle of delegating responsibilities to the point of absurdity, trying to get rid of the document as quickly as possible. Such a manager believes that subordinates exist to do all the work. Typical examples of resolutions of such a leader are: "Please decide" or "You need to figure it out." In this case, the manager manages to quickly free his desk from the mountain of papers, loading his subordinates to the limit. But this does not bring much success, since the subordinates do not fully understand what they should do. As a result, the manager often has to listen to the complaints of higher-level managers about the low quality of the documentation coming from his department, and the violation of the timing of its preparation.

Delegating tasks and powers has both positive and negative aspects. The positive aspects of delegating responsibility include the following: the manager is freed from some of the execution and control functions; subordinates are creative; employees acquire the skills of independent and responsible work. Negative sides of delegation: there is a threat of non-performance of work, deterioration of its quality; the emergence of competition to the manager among individual employees is possible; the process of making final decisions becomes more complicated.

Basic rules of the manager's work when delegating authority: understanding the main goals of the problems being solved when delegating authority to subordinates; delegation of authority primarily to capable, proactive employees; an objective assessment of the possible risk; regular consultation and control over the work of employees.

Motivation, Needs and Delegation. What needs to be done for employees to start working effectively Firm management functions ___________

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INTRODUCTION

Therefore, domestic enterprises have to go through trial and error, independently feeling the most appropriate and effective methods of organizing and encouraging labor.

Leaders of thriving firms like to say that the greatest potential in their businesses lies in their people. Therefore, you need to learn how to effectively manage personnel, and the way to this lies through understanding a person's motivations.

Only knowing what motivates a person, what prompts him to activity, what motives lie at the basis of his actions, one can try to develop an effective system of stimulating labor.

Therefore, in this work, we need to find out how certain motives arise or by what causes, how and in what ways motives can be brought into action, what incentives are at the disposal of the governing bodies, and how personnel are stimulated for effective and productive work.

CHAPTER 1. Motivation and incentives for employees

1.1 The role of staff motivation and incentives in the work process

One of the main tasks for enterprises of various forms of ownership is the search for effective methods of labor management, ensuring the activation of the human factor. The decisive causal factor in the performance of people is their motivation.

Table 1.1

The difference between the concepts of management theory of the United States and Japan

Small investment in training

Learning specific skills

Large investment in training

General training

External factors come first

Short term rent

Internal factors come first

Long term rental

Direct employment contracts

External incentives

Implied Employment Contracts

Internal incentives

CONCLUSION

The general crisis in Russia has affected all spheres of activity, only a few enterprises have retained their potential and continue to develop in these conditions. One of the reasons for their "survival" is effective personnel management.

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