home Management Management - Vikhanskiy OS

Management - Vikhanskiy OS

Chapter 1. THE PERSON IN THE ORGANIZATION

The golden rule should be

Read differently: do not do to others

That, in your opinion, they

Should do to you. Their taste

Can differ.

B. Shaw

The basis of any organization and its main wealth are people. There was a time when it was believed that a machine, machine or robot would dislodge a person from most organizations and finally establish the primacy of technology over the worker. However, although the machine became the master in many technological and managerial processes, even though it displaced a person partially or even completely from separate organizational units, the role and importance of the person in the organization not only did not fall, but also increased. At the same time, the person became not only the most valuable "resource" of the organization, but also the most expensive. Many organizations, wishing to emphasize their weight and scope of activity, are not talking about the size of their production capacity, volume of production or sales, financial potential, etc., but about the number of employees in the organization. A good organization strives to use the potential of its employees to the maximum extent possible, creating all conditions for the fullest return of employees at work and for intensive development of their potential. All this is one side of the interaction of man and organization. But there is another aspect of this interaction that reflects how a person looks at the organization, what role it plays in his life, what it gives him, what meaning he puts in his interaction with the organization.

The overwhelming majority of people spend almost their whole adult life in organizations. Beginning with nurseries and ending with a home for the elderly, a person consciously or unconsciously, voluntarily or under compulsion, is interested in or with complete apathy in the life of the organization, lives by its laws, interacts with other members of the organization, giving something to the organization, but receiving from it Also something in return.

When interacting with an organization, a person is interested in various aspects of this interaction, about what he should sacrifice for the interests of the organization, what, when and in what volumes should he do in the organization, in what conditions does he work in the organization, with whom and for how long to interact , What the organization will give him, etc. This and a number of other factors determine the person's satisfaction with the interaction with the organization, his attitude to the organization and his contribution to the organization's activities.

Establishing an organic combination of these two aspects of human-organizational interaction is one of the most important tasks of management, as it provides the basis for effective management of the organization.