Creating a system for managing the social development of an organization is a step-by-step process. At the same time, at each stage the goal, content and methods of activity, required resources and expected results are determined (Table.

The purpose and content of the first stage is to monitor the social situation in the organization, during which the social situation, social needs and expectations of various categories of personnel are studied using different types surveys, which will create an information base for determining priority areas of social policy. Sociological specialists and a sociological research laboratory can be involved in this work, which will ensure the scientific validity and effectiveness of the activity.

The second stage is fundamental, since here the principles and norms of socially oriented activities must be developed on a collegial basis. It is most advisable to organize this work through the widespread involvement of personnel and group discussion, possibly involving external experts, organizing business games, and brainstorming sessions. As a result, a concept for the organization's social policy should be created.

Simultaneously with this activity, work should be carried out to create an organizational mechanism for managing social development - structural divisions, services and public organizations, their organizational design and provision of personnel, training of specialists, development of job descriptions and regulations, and the budget of the service.

The development and adoption of a collective agreement (social code) and other regulatory documents during negotiations with employees and with the participation of initiative groups will become the foundation of the management system and the creation of a regulatory framework regulating the activities.

The implementation of specific social programs involves the planning and implementation of activities by employees of specialized departments and services, the organization of their interaction with public organizations, as well as financial support.

To activate the social position of the workers themselves, it is necessary to involve them in participating in the creation of a management system at almost all stages of activity in various forms. Thus, at the first stage they can participate in a survey, at the second - the development and discussion of regulatory documents, at subsequent stages - in monitoring the distribution of social benefits, etc.

We have identified the assessment of the effectiveness of the implementation of socially oriented activities as an independent stage. As shown above, assessment methods can be social audit, self-assessment and expert assessment. The result should be the receipt of objective information to adjust the goals, content and forms of activity.

Thus, the activity to create a management system is stage-by-stage and cyclical in nature, at each stage it has its own specifics and, when entering a new cycle, ensures high-quality new level management of social development of the organization

1. Currently, a current trend in the field of management is the active development and application of social technologies that ensure the development of social relations and the improvement of social processes.

2. Social technologies are a method of management, algorithmized actions for the implementation of social programs and projects.

3. The technology for developing a social program is a step-by-step process that at each stage has a goal, methods, and methods of systematically organized activity.

Stages of creating a system for managing the social development of an organization

Purpose of activity	Content activities	Ways and methods of activity	Required Resources	Expected results
1	2	3	4	5
Monitoring the social situation	Studying the social status, social needs and expectations of personnel	Statistical data, questionnaires, interviews, observation	Organizational, labor - work of the laboratory of applied sociological research, financial - research budget	Creation of an information base for determining priority areas of social policy
Rationing	Development of principles, norms, rules of socially oriented activities	Organizing the work of experts, initiative group, public council (focus groups, brainstorming)	Work of organizers and moderators	Developed concept of social policy
Creation of organizational structures	Organizational design of relevant departments, public organizations, selection and training of personnel	Development of regulatory documents - regulations, job descriptions	Financial - service budget, labor - activities of specialists	Ensuring the implementation of social policy by organizational and human resources
1	2	3	4	5
Regulatory support	Development of a collective agreement (agreement), social code, provisions on social protection (assistance, support)	Negotiations with representatives of workers and public organizations		Availability of a legal framework for social policy
Development of social programs	Determination of specific forms and activities, resource planning	Software-targeted	Organizational - work planning, temporary - determining the deadline for completing planned activities	Availability of social programs
Implementation of priority social programs	Conducting program events	Activities of department specialists and members of public organizations	Program budget	Improving the social status of workers, increasing staff satisfaction and quality of work
Assessing the effectiveness of social oriented activities	Development of evaluation criteria and carrying out evaluation procedures	Self-assessment, expert assessment, social audit	Organizational, labor - the work of experts, financial - the project budget	Obtaining objective information to adjust the goals, content and forms of activity

Information, organizational, regulatory and financial support are mandatory conditions for the successful implementation of a social program.

5. The creation of a system for managing the social development of an organization in an organization is a social technology and includes a number of successive stages and targeted actions.

Test questions and assignments

1. Describe the main provisions of social technology based on definitions.

2. Name the participants in the interaction when implementing social technologies.

3. Conduct an analysis of socio-technological and innovative approaches to the study of social processes of an organization, highlight the specifics of each.

4. What is the main form of implementation of the organization’s social policy?

5. With which ones? social projects and programs of organizations Are you familiar with them?

6. What principles underlie the development and implementation of social programs?

7. Analyze the components of program-targeted management.

8. Name methods for assessing the effectiveness of the implementation of social programs.

1. Ivanov, V.N. Social technologies in the modern world / V.N. Ivanov. - M., 1996.

2. Kravchenko, A.I. Applied sociology and management: textbook. allowance / A.I. Kravchenko. - M., 1999.

3. Social technologies: explanatory dictionary / resp. ed. IN AND. Ivanov. - M., 1995.

The successful activity of any organization depends on the high efficiency of the joint work of the employees employed in it, on their professional training, qualifications, and on the extent to which working and living conditions contribute to satisfying the material and spiritual needs of people. An important object of management of the organization as an integral system in modern conditions is the development of the social subsystem. This subsystem is formed by the personnel themselves with their differences in demographic and professional qualification characteristics, the social infrastructure of the organization and everything that one way or another determines the quality of life of employees, i.e. the degree to which their personal needs are satisfied through work in a given organization.

The social development of an organization presupposes qualitative changes for the better in its social environment, in those material, social and spiritual and moral conditions in which the organization’s employees work and live.

The main directions of social development of the organization are:

1. Improving the social structure of personnel, its demographic and professional qualification composition, including regulating the number of employees, increasing their general educational and cultural-technical level.

2. Improving ergonomic, sanitary, hygienic and other working conditions, labor protection and ensuring the safety of workers.

3. Stimulating effective work, proactive and creative attitude to work, group and individual responsibility for performance results.

4. Creation and maintenance of a healthy socio-psychological atmosphere in the team, optimal interpersonal and intergroup connections that contribute to the development of the intellectual and moral potential of each individual, and satisfaction with joint work.

5. Ensuring social insurance of workers, compliance with their social guarantees and civil rights.

6. Increase in the standard of living of workers and members of their families, satisfaction of needs for housing and household equipment, various services, full use of leisure time.

Two groups of factors affecting the social environment of an organization can be distinguished.

The first group of factors is external to the organization. These factors include the level of development of the country’s economy as a whole, in its region; main directions and content of the state's social policy. Undoubtedly, the spiritual and moral state of society, which determines the characteristics of labor morality, work ethics, established traditions and moral principles in relation to work, can also have a significant impact on the social development of organizations.

The second group of factors relates to the internal environment of the organization, among them the following can be noted:

Material, technical, organizational and economic capabilities of the organization: its size, territorial location, production profile, volume of products (we provide services), state of fixed assets and technical level of production, content and organizational forms of the labor process, form of ownership, financial position, business reputation;

The state of social infrastructure, including a set of facilities intended for the livelihoods of the organization’s employees and their family members, and to meet social, cultural and intellectual needs;

The level of social protection of workers ensured by social insurance measures, compliance with social guarantees established by current legislation, collective agreements and individual employment contracts;

The state of labor conditions and safety, including technical equipment of labor, compliance

sanitary and hygienic standards, level of labor severity, provision of personal protective equipment, labor safety, availability and convenience of household premises;

System of motivation and stimulation of labor, material remuneration of labor and family budgets.

This factor is determined by the forms and types, as well as the size of remuneration received by employees for work, as well as the size and structure of the income and expenditure parts of the family budgets of the organization’s employees;

Level of development of interpersonal relationships with representatives of the administration, with work colleagues;

The state of organizational culture, including social norms and values ​​accepted in the organization;

Non-working time, the structure of its use and ways of spending leisure time have a significant impact on the lifestyle of workers, their moral values, and civic position.

The factors listed above determine the content of the necessary changes in the social environment of the organization, aimed at the rational use of the organization's potential capabilities and the achievement of its main goals.

Managing the social development of an organization is a set of methods, techniques, and procedures that allow solving social problems based on a scientific approach, knowledge of the patterns of social processes, accurate analytical calculations and social standards. It represents an organizational mechanism for systematic and comprehensive influence on the social environment, the use of diverse factors influencing this environment.

The components of the process of managing the social development of an organization can be: diagnosing the social environment of the organization and drawing up a social passport of the organization on this basis, developing a plan and programs for social development, monitoring their implementation.

Diagnostics of the social environment of the enterprise and the level of competitiveness of personnel allows us to determine the factors influencing the formation and satisfaction of the needs of employees in the field of social development. To create an information base that is subject to analysis during the diagnostic process, sociological methods (questionnaires, interviews with employees, expert surveys of managers) can be used along with statistical ones.

An important tool for managing the social development of an organization can be organizational and personnel audits, the content of which is to assess the compliance of the structural and personnel potential of the organization with its goals and development strategy. Typically, an audit is carried out with the aim of preparing for making strategic decisions on business development and developing a program for reforming the organization. In our opinion, the results of a personnel audit can also be used to improve the social subsystem of the organization.

The main method of managing social changes in an organization is planning the social development of the organization.

Social planning began to actively develop in the mid-60s of the twentieth century within the framework of the largest production associations and enterprises. 20 years later, social development plans have become mandatory for all industries National economy and their medium and large enterprises. During the period of economic reform in the 90s, elements of planning in the activities of enterprises were reduced to a minimum. In conditions of survival, issues of social development have become irrelevant. In recent years, in many production organizations, work in the field of planning various aspects of activity has been resumed and acquired a qualitatively new content.

The basis for planning the social development of organizations should be based on a normative principle, meaning that the planned target for the development and improvement of any social process is determined on the basis of a comparison of the actual state with a certain standard value, which is a specific quantitative measure of achieving a certain social goal. Unfortunately, the issues of rationing social development have not yet received proper scientific development. So far, the system of state social standards, enshrined in relevant regulations, has been the most developed in this regard. Therefore, one of the primary tasks in the field of managing the social development of an organization is the development of scientifically based standards that should be used in diagnosing the condition and developing plans for the social development of organizations.

Bibliography

1. Bashmakov V.I. Management of social development of personnel / V.I. Bashmakov, E.V. Quietly new. – M.: Publishing house. Center "Academy", 2014.

The social structure of a team is a structure that is determined by the composition and combination of various social groups within it. A social group is understood as a set of workers who have some common social characteristic or property that unites them, for example, level of education, profession, work experience, etc. The social structure of a team is an important parameter that influences the efficiency of an enterprise.

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In this section we will talk about the subject of managing the social development of an organization, its place in the organizational structure of enterprise management, the main functions of management and methods of their implementation.

Building a system for managing the social development of an organization is based on a number of basic principles. These principles, in essence, do not differ from the universal principles that must be followed when building any system or subsystem of organizational management. The main one, the determining one, is principle of consistency . All other principles logically follow from the principle of consistency.

The content of the principle of systematicity follows from the essence of the systems approach. In accordance with its provisions, an organization is a system, that is, an integral set of interrelated elements. Each of these elements is also a system (subsystem), that is, it has a certain autonomy, its own structure, and functional specific properties that determine its place in the large system of the organization. The combination of subsystems determines the unique properties and quality of the system as a whole. It follows from this that it is impossible to arbitrarily manipulate subsystems without damaging the functioning of the system as a whole.

From the principle of systematicity it follows principle of subordination, Whereby the goals of managing the social development of an organization are subordinate in relation to the main economic goals of the organization.

The next important principle, called principle of necessary diversity, requires that the system for managing the social development of an organization corresponds to the complexity of the latter in terms of the composition of the functions it performs and the ability to respond to changes in the social subsystem.

Sensitivity principle suggests that the social development management system should be sensitive to the negative impacts on employees of the organization of other subsystems, primarily the production and technological subsystem.

Completeness principle prescribes the need to cover all social aspects of the organization’s functioning with management influence.

Following principle of rationality should ensure simplicity and cost-effectiveness of organizational decisions.

Structural units that implement the functions of social management in an organization are created if there is a sufficient amount of work for these functions, which, in turn, is determined based on the number of employees of the organization, their social needs and the resource capabilities of the organization.

The organizational structure of managing social processes at an enterprise is formed in accordance with the accepted scheme of division of labor associated with the development, adoption and implementation of decisions relating to the social sphere. First of all, it depends on the size of the enterprise. The larger the enterprise, the greater the number of employees, the more complex their social composition and, consequently, the more complex the social management structure. This is due to the fact that with a sufficiently large number of personnel, the size of certain categories of employees, differing in functional, job title, qualification, demographic and other important characteristics, also increases, becomes quite numerous and requires special attention of management subjects. For example, in monitoring compliance with labor legislation relating to those categories of workers for whom certain social benefits and guarantees are established (teenagers, pregnant women and women with children under the age of 1.5 years, etc.).

Due to the nature of the functions and tasks of social management, social process management units in an organization interact most closely with the units of the personnel management system, being in fact one of its links.

From the personnel management system they receive information about the number and personnel of the organization’s employees, the use of working time, labor standards, compliance with labor regulations, absence from work due to illness, due to industrial injuries and other reasons, about professional qualifications, social demographic and other characteristics necessary for analysis, forecast and development of social standards. This information also includes data on the income of workers and members of their families, provision of housing, transport, medical services, various types of social protection and guarantees.

Functional departments involved in scientific and technical development and production planning, present data that makes it possible to determine future trends in changes in the number and composition of jobs, and the content of labor functions.

The domestic practice of managing social development is characterized by the presence of two fundamentally different approaches to building an organizational structure for managing social processes.

The first approach is traditional- is that The social development service is considered as an independent structural unit of the organization's management apparatus in relation to the personnel management service. It can be considered a certain tribute to the practice of personnel management that developed during the Soviet period, which was determined, on the one hand, subordination of economics to politics, with another - professional weakness of the personnel service, the lack of certified personnel management specialists.

The second approach is rational, based on world practice - based on the fact that the subject of personnel management (HR service), i.e. the one who develops and implements a certain social policy, must have all the necessary management resources for this. In particular, he must not only have formal law make decisions about hiring new employees, but also really influence personnel and, therefore, social policy as a whole: determine the main goals and conditions of employment, such as wages, working conditions, the range of social benefits and guarantees, really influence other significant factors on which the attractiveness of labor and work in a given organizations.

By virtue of the logic of common sense and its content the function of managing social development should be performed by a structural unit of the organization's management system that carries out the function of personnel management. This is quite natural, since we are talking about using complex factors directly affecting the labor behavior of employees.

This is exactly the case in Russian companies, the management of which is organized according to Western models, as well as in Western companies themselves. As an example, we give a typical diagram of the organizational structure of the personnel management system of one of the Western companies (Fig. 7).

From Fig. 7 you can see that the personnel management service comprehensively implements full range of functions directly related to meeting the social needs of workers. This is the main advantage of this scheme. At the same time, special units have been allocated to provide social (in a narrow sense) and medical services: social services sector And health services sector. I am engaged in the development of a plan or program for social development and the preparation on their basis of a draft collective agreement and its conclusion labor relations sector. Particular attention should be paid to this circumstance, since it speaks of the decisive importance of managing the social development of an organization as a factor in stable labor relations that ensure the normal functioning and successful operation of the organization as a whole as an economic entity.

In Fig. Figure 7 shows the organizational structure of personnel management for a fairly large company with 1000 or more employees. Of course, the management structures of smaller organizations will not have such completeness and differentiation of social functions. Here, the function of managing social development can be entrusted to individual employees or one employee of the personnel management service (if there is one) without creating a special unit. This function can be performed unconsciously or within extremely limited limits.

However, it should be understood that even a small organization with a few people must take care of the social side of its activities as the basis for sustainable existence as a market entity. In practice, the implementation of the social management function in small organizations is expressed in providing its employees with a certain set of social benefits, the so-called social package.

Rice. 7. Approximate diagram organizational structure of the personnel management system of a Western company

The main content of the activities of the unit entrusted with the function of managing social development is determined by the composition and algorithm of interaction of the main elements of the mechanism for managing social development according to the general diagram presented in Fig. 4. His activities All in all consists of solving the problems discussed in the previous section. Specifically, its volume and content depend on the actual characteristics of the organization: size, industry profile, age, general strategy, availability of management resources. In any case, the greatest efforts are associated with the collection, processing and analysis of information that serves as the basis for drawing up a plan or program for social development. Development of a plan (program) for social development and creation of conditions for its implementation, ensuring necessary resources and control are the main prerequisites for successful management in general and management of social development in particular.

The above, of course, does not mean belittling the role of other components of the social management process, such as goal setting social development and development of a regulatory and methodological framework making decisions in this area.

Compared to Western companies, the organizational management structure in many domestic companies, formed in Soviet times, is built differently. The difference lies in the administrative division three groups of functions:

– functions traditionally performed by human resources departments of enterprises: hiring workers, training, job transfers, accounting for personnel and maintaining personal files, certification, etc.;

– functions of organization, regulation and remuneration;

– functions social management (in the indicated sense).

In fact, this means that these functions are implemented by structural units located in relatively autonomous functional blocks, subordinate different top level managers. For example, to three deputy directors: by personnel(to staff), on economic issues, everyday life and social issues. So, as shown in Fig. 8. With such a management organization scheme, the status of head of personnel management service. He is deprived of independence in the development and implementation of a personnel management strategy, since resolving key issues of stimulation and motivation of work, which necessarily includes the creation of a set of appropriate social and living conditions for employees, are beyond his competence. One could conclude that such an approach to the organizational structure of enterprise management is a tribute to tradition or evidence of a certain inertia in management thinking. However, this is not entirely accurate. Rather, it (the approach) is conditioned a shortage of senior managers with the necessary social competence, a sense of social responsibility and a level of training that allows them to competently manage the complex of listed functions that ensure the effective use and development of the organization’s human resources.

Rice. 8. Traditional diagram of the organizational structure of managing social processes in a domestic organization

With a systematic approach to solving issues of social development, an organization cannot do without interaction with local (municipal, regional) authorities in the social sphere. Cooperation between enterprises and local authorities in the development of the social sphere makes it possible to resolve these issues on an integrated basis, taking into account the interests of the population. However, during the years of reforms, this interaction was most often associated with the transfer of social facilities on the balance sheet of enterprises to municipal ownership.

Monetarist economic theory believes that the development of the social sphere of enterprises reduces their competitiveness. During the privatization process, this formalistic point of view had a decisive influence on the behavior of economic entities not burdened with social responsibility. Over the decade of reforms, the number of enterprises containing social sector objects on their balance sheets has decreased several times. If in 1990 about 70% of enterprises maintained various social facilities, then in 2002 such enterprises amounted to less than 10% (O.V. Lazareva, CEFIR). In a number of cases, the maintenance of such facilities became simply unaffordable for privatized enterprises and turned out to be an additional source of non-production costs for them. At the same time, local authorities, having taken ownership of the social facilities of enterprises, often themselves could not ensure their normal operation. As a result, most of the population is left without children's, sports and leisure facilities, without normal medical care and the opportunity to relax, without normal living conditions, without heat and electricity. This cannot but have a negative impact on the performance of personnel, labor productivity and the efficiency of the region’s economy as a whole. We have already spoken above about the enormous social losses caused by the formal “market” attitude towards the social sphere. At the same time, a considerable part of the leaders showed foresight and social responsibility. They did not rush to get rid of social facilities, understanding their motivating role in the attitude of workers to work. Much here also depends on the social responsibility of local leaders. For example, thanks to the position of the governor of the Kemerovo region A. Tuleyev in Kuzbass it was possible to combine an “almost socialist system social guarantees and attract serious private capital to the regional economy." The experience of solving social issues at Cheboksary Aggregate Plant OJSC is very interesting and instructive.

During the crisis of the 90s, this enterprise managed to avoid production stops and mass layoffs and at the same time preserve a large social complex: 9 dormitories, a clinic, a trading house, a sanatorium, a recreation center, a children's camp, a stadium, a hotel, a club, and a greenhouse. The services of this complex are used not only by employees, members of their families and veterans of the enterprise, but also by city residents. This example, as shown by the results of the annual All-Russian competition of enterprises with high social efficiency, is not isolated.

After the new Labor Code of the Russian Federation entered into legal force (see Appendix 3), the regulatory framework for managing social processes in an organization, from the formal side, became more consistent with the new social status of workers as hired labor. This compliance is ensured by the institution Institute of Social Partnership , designed to balance the interests of society, the state, employers and employees. The Institute of Social Partnership provides the legal opportunity for the workforce to defend their social rights, taking into account the quality of work and labor productivity. In the future, the role of this institution as a tool for managing the social development of business organizations will increase, so it is advisable to pay additional attention to this topic.

Department of Social Psychology of Management

(project topic)

Course project

in the discipline "Management of social development of an organization"

Explanatory note

DM M311.12.00.00.00 PZ

Head Developed

teacher student gr. ________

________________ __________________

(signature) (signature)

_____________ __________

(date of inspection) (date of inspection)

Brief review:

____________________________________________________________________

____________________________________________________________________

____________________________________________________________________

____________________________________________________________________

____________________________________________________________________

____________________________________________________________________

____________________________________________________________________

_________________________________

( record of admission to defense)

________________________________ _________________________________

(evaluation based on the results of the defense) (teachers’ signatures)

Federal Agency for Railway Transport

Siberian State University communication lines

Department of Social Psychology of Management

Course project assignment

by discipline

"Management of social development of an organization."

to the student _______________________. Group (code)______________. Option No.______.

Initial data common to all options:

Initial data determined (selected) by option number:

1. Theoretical part

The essence of social planning.

Levels of social planning

Forms of social planning

Social planning methods

Indicators and criteria of social development

Structure of the team social development plan

Sociological service as a subject of planning

Objectives and structure of management of social development of the organization

Main functions of social service

Resources and reserves of social planning

2. Technical and economic characteristics of the enterprise

Contents, volume, labor intensity and schedule

Deadlines for verification: December 18 -23, 2006 . Duration of protection: December 25 – 29, 2006

Main literature:

1.Volchkova L.G. Planning for socio-economic development. St. Petersburg 1999-60s.

2. Vorozheikin I.E. Managing the social development of an organization: Textbook. - M.: INFRA-M., 2001-176 p.

3. Kurbatov V.I., Kurbatova O.V. Social design: study. Manual. - Rostov-on-Don, 2001 - 416 p.

Introduction………………………………………………………………………………………5

1.Theoretical foundations of social planning

1.1. The essence of social planning…………………………………………………….7

1.1.1. Levels of social planning…………………………………….…………...7

1.1.2. Forms of social planning…………………………….……………………….9

1.1.3. Methods of social planning……………………………………………………11

1.1.4.Indicators and criteria of social development…………….………………………...14

1.2. Structure of the team’s social development plan…………………………………….....16

1.3. Sociological service as a subject of planning…………………..…………………..24

1.3.1. Objectives and structure of management of social development of the organization……………..24

1.3.2. Main functions of social service…………………………………………….….33

1.4. Resources and reserves of social planning……………………………………….….41

2.Practical part

2.1.Technical and economic characteristics of the enterprise……………………………………………………………45

2.2.Staffing of the enterprise………………………………………………………………..49

2.3.Structure of the social development plan………………………………………………………………………………51

Conclusion………………………………………………………………………………………………………….59

References………………………………………………………………………………………61

Introduction

The issue of planning the social development of an organization in modern society and specifically in organizations plays a huge role. Social planning implies the timely identification of problems in the development of the social structure, assessment of the main indicators of its condition, collection of information, determination of the actual state of affairs, establishing priorities for solving social problems, i.e. determining the goals and objectives of the plan, developing a draft plan, as well as identifying resources for it execution. Social planning is necessary in every organization for the effective functioning of social processes.

The object of my research is social development. Then the subject of research became social development planning.

When conducting the research, I set myself the following goal: to identify the main features of social development planning that need to be taken into account when developing a plan.

During the research process, to achieve my goal, I performed the following tasks:

1) study the theoretical foundations of social planning;

2) conduct a comparative analysis of performance indicators and the real state;

4) study the structure of the organization’s social passport;

5) conducting practical research using the example of an existing specific organization (drawing up a plan for the social development of the team).

In the first part of my course work, I examined the theoretical foundations and principles of social planning. It also describes the essence and problems of the theory and practice of social planning.

The second part describes a practical study on the chosen topic, using the example of a branch organization of the departmental security of the Krasnoyarsk Railway. After analyzing the enterprise according to the points of the social passport, we developed a plan for the social development of this enterprise. Based on the information provided in the form of graphs and tables, we also made conclusions and forecasts for the development of the organization’s labor potential.

1. Theoretical foundations of social planning.

1. 1. The essence of social planning.

The development of society should not be spontaneous and unpredictable. Historical practice suggests that society can then purposefully change when it plans its change systematically, based on scientific data. This suggests that optimal scientific management of social life requires considering social planning as a unity of cognitive and social-transformative activities, as well as seeing its specificity in all spheres public life- economics, social sphere, politics, spiritual life, etc.

Social planning is a scientifically based determination of goals, indicators, tasks (timing, pace, proportions) for the development of social processes and the main means of their implementation in the interests of the entire population.

1.1.1. Levels of social planning

Levels of social planning are usually distinguished in connection with the level of social organization at which a particular social change or social transformation is carried out.

The first level of planning is planning the social development of work collectives. Different types of production teams require different methods when planning their development. The accumulated experience shows that at the level of the workforce, the most effective plans were those that were based on the following principles.

Principle 1. What and to what extent an employee is able to do for the successful development of production and how he himself will change under the influence of scientific, technical and social progress.

Principle 2 . The effectiveness of social development plans depends on the conditions that a collective can create for a person, the specific advantages that he can receive in the process of distributing material and spiritual benefits. The essence of the issue is to ensure the unity of efforts made by the state to improve the standard of living of workers and the opportunities available to a specific production or region. The most important aspect of the implementation of this principle is the improvement of material and moral incentives. In recent years, many proposals have been made and a number of experiments have been conducted to increase people's interest in the final results of their work.

Principle 3. The processes of human interaction with a production organization, city or region (and, consequently, with the entire society) should not occur spontaneously, accidentally, spontaneously, but should be an expression of conscious activity, the participation of members of work collectives in managing these processes.

At the regional level, social planning is a special form of targeted regulation of social processes at the level of the republic, region (region), economic region and other administrative units. To solve the problems of effective functioning of the entire social organism, equalizing the levels of social development in a territorial context and especially regulating migration flows, rational use of labor resources, developing national relations, distribution and consumption of cultural values ​​is of great importance. As experience has shown, the main goal for regional social planning is to create favorable conditions for labor and Everyday life.

Planning at the level of economic regions must necessarily take into account that each of the social processes - the development of a nation, increasing the standard of living of peoples, population migration, improving the education system - requires finding something that characterizes its essence and specificity in a given region. In addition, when studying the social process, it is clarified what distinguishes it from similar processes in other regions of the country. One of the main conditions is the optimal combination of sectoral and regional planning in the interests of the effective functioning of society. Features of regional planning for economic regions is also compliance with the principle of consistency, determined by a set of indicators. In addition, the problems facing a republic or region do not always coincide in their relevance with the national ones.

1.1.2. Forms of social planning

Forms of social planning differ, first of all, as follows: firstly, targeted planning, secondly, planning using indirect (economic and social) levers.

Specific, or, as we now say, targeted planning includes the development and justification of a system of tasks, which is brought to the attention of various government or public organizations. At this level, tasks are set upon achieving a certain level of social development. The important thing is that, first of all, this concerns the rational relationship, proportions in the development of social processes. Such ratios reflect the real state of society, the trends of its progress, the level of achievements of science and technology, and the needs of people.

At its core, social planning is associated with determining the time frame required to complete a given task. Obviously, the more complex the goal, the more time is required not only for a comprehensive scientific justification of the decision being made, but also for its implementation. The time length of the planning period cannot be specified a priori and must be built on the basis of the unity of qualitative and quantitative indicators. It should be noted that the experience of targeted planning has largely discredited itself, because it gave scope to command methods, ignoring the scientific basis for determining guidelines for social development and change.

When planning social processes using indirect levers, specific conditions, opportunities and needs are studied in detail. At the next stage, it is determined which elements and components are not amenable to state and public regulation. In relation to them, the task is to quantify and forecast them in order to make appropriate decisions in order to weaken or neutralize negative consequences and negative results.

In reality, the planning process itself also identifies those variables that can be influenced and which, strictly speaking, are the objects of social planning and regulation. To minimize the amount of labor costs that do not require qualifications or heavy physical labor, in addition to planning technical progress, it is necessary to regulate the growth of worker qualifications. Plans to increase their professional level involve, first of all, the elimination of certain types of labor. Then they should reflect changes in the content of work in many professions. And finally - this is especially important - many of the specialties will remain only as a stage in a person’s working life.

Many social processes are characterized by the fact that they have limited conditions in their development. Planning for these conditions is necessary to determine the area of ​​freedom. This is due to the fact that social planning, on the one hand, is based on the availability of material, financial, and labor resources. But, on the other hand, any social process is interconnected with other phenomena, and therefore it is impossible not to take into account what impact the measures taken will have on related areas of social development.

It is very important to take into account the interests of specific social groups when social planning. When solving economic problems, the interests of the entire people and individual social groups basically coincide, but this cannot be said about other spheres of public life. Thus, the goal in the sphere of production is to minimize costs when implementing the task. To strive to minimize costs when planning social processes means to deliberately infringe on the interests of certain social groups. Maximum social results are not always achieved by minimizing costs. And this is one of the most important goals of social planning.

It should be noted that these two forms of planning do not exist in their pure form. However, planning through indirect levers has become particularly relevant in connection with the implementation of economic reform in the country.

1.3. Social planning methods

Planning methods are determined by the specific tasks that are set during the development of social relations and social structures. General planning methods are characterized by what objective laws of social development the possible ways of achieving goals are based on, what they are aimed at and in what organizational forms they are embodied.

For a long time, the leading method of planning was the balance sheet, which arose as a way to ensure connections between the needs of society and its capabilities with limited resources. Currently, methods associated with the existence of market relations are coming to the fore, when it is especially important to see the social consequences of decisions made, to be able to coordinate the interests of all participants in the transformation, providing them with favorable conditions for the manifestation of creative activity.

The scientificity and validity of social planning largely depends on the use of the normative method. The requirements of this method serve as the basis for compiling indicators of social development at various levels of social organization of society. It is the standards that make it possible to carry out calculations and justify the reality of planned targets, to determine guidelines for the development of many social processes and relations.

Let us highlight some generally applicable methods of social planning that allow planning at various levels.

A. Analytical method of social planning.

The analytical method combines analysis and generalization. Its essence boils down to the fact that during planning, social progress is divided into its component parts and on this basis the directions for implementing the intended program are determined.

The method of options is becoming increasingly important, the essence of which is to identify several possible ways to solve social problems in the presence of the most complete and reliable information possible. Its variety is the method of variant approximations: first, on the basis of the available initial data, a possible path is determined in the order of the first approximation, and then successive refinements are made. The use of this method is associated with the search for the optimal solution to a particular social problem, with the correct choice of priorities.

b. Complex method social planning.

The integrated method is the development of a program taking into account all the main factors: material, financial and labor resources, performers, deadlines. Its application presupposes compliance with the following requirements: determining the pace and proportions of development of the social process, its statistical and dynamic model and developing the main indicators of the plan.

In social planning, the problem-target method began to be used , which is usually associated with solving urgent key problems of public affairs, regardless of their departmental affiliation.

A social experiment that has received widespread recognition , during which the mechanism of action of objective laws and the features of their manifestation on the basis of one or more social institutions is clarified. The conclusions obtained help to correct the course of development of the planned process and test the predicted provisions and conclusions in practice.

V. Economic and mathematical methods.

The name of the group of these methods is quite arbitrary. In reality, we are talking about a different amount of analysis when using the planning methods already listed above. Mathematical methods do not cancel social analysis, but rely on it and, in turn, influence its further improvement.

Currently, quantitative analysis is based on methods such as linear programming, modeling, multivariate analysis, game theory, etc. But all these formal logical quantitative procedures are assigned the role of a specific tool necessary for solving various problems.

In planning theory and methodology, it is important to be able to apply quantitative characteristics. Quantitative analysis must always be compared with common sense so that there is no absolutization of quantitative characteristics. Thus, quantitative analysis and economic and mathematical tools play an important, but not self-sufficient role in planning. They need constant development and improvement, constant correlation of their results with the social goals of society.

1.4. Indicators and criteria of social development

Quantitative and qualitative characteristics of the level of development, state, trends and directions of social dynamics, used in planning to assess the compliance of the actual situation with scientifically based requirements, are called social indicators. In the most complete form, indicators of all spheres of social life, primarily scientific, technical and economic development, are determined and calculated on the basis of statistical data. In order to identify all the main parameters of social processes, special studies are carried out to assess their condition at the level of society, region or sectors of the national economy.

When identifying the level of development, two more important indicators are used: a) general, by which it can be established whether the process and phenomenon being studied is lagging behind, ahead or at its level in a given republic, region, city, district, after which measures are taken to enhance or stagnate the impact ; b) regulatory, on the basis of which compliance with scientifically based requirements is also determined. These indicators may not coincide with those existing both in the country and in the region, but they characterize the degree of development or perfection of this phenomenon. Sometimes actual indicators of social development of similar objects are taken for comparison. The use and comparison of indicators makes it possible to determine the place of the process or phenomenon being studied within the entire society.

Social development indicators also characterize objectively emerging directions of development and indicate favorable trends or, conversely, the effect of negative factors. In this regard, it is very important to use development indicators for a five-year, ten-year and longer period, by which one can establish the degree of achievement of the set goals and the possibility of clarifying them based on a specific situation. Based on the characteristics of the state and the identification of development problems, measures are developed to stimulate processes in which society is interested, and at the same time to limit the phenomena that are the subject of concern, or to stabilize conditions that, in general, may correspond to urgent social needs.

With quantitative and qualitative analysis spheres of public life, indicators are used that can be measured and which can be given quantitative and qualitative interpretations. Much attention is paid to the infrastructure (material base) of social development, which is calculated per 10 thousand population or per number of settlements (in rural areas). A similar technique is used to calculate another type of indicator - staffing.

It is obvious that the development, justification and application of social indicators are aimed at making scientifically based management conclusions aimed at increasing the efficiency of social planning and its effectiveness in solving both general and specific problems of social development.

1.2. Structure of the team social development plan

When developing the social sections of the plans, the focus is on improving working conditions for all categories of personnel, creating a social service sector directly at work, developing social infrastructure and providing conditions for a healthy life and recreation not only for workers, but also for their families.

The workforce undertakes to help strengthen the family, create favorable conditions for women to successfully combine motherhood with participation in work and public life, take care of war and labor veterans, pensioners and children, allocating their own earned funds for this.

Such people do not go unnoticed important questions, such as training and retraining of personnel, improving their professional qualifications, involving all workers, and especially young people, in active social life.

The area of ​​social planning includes the effective use of free time by members of the workforce, the development of each employee as an individual, the creation of normal moral psychological climate in all areas of production, the implementation of communist education and spiritual progress in the workforce, the formation of a healthy lifestyle.

The fundamental principles of planning were formulated by V.I. Lenin. The most important of them are the interconnectedness and consistency of plans, their scientific validity, the combination of long-term and current planning, comprehensive accounting and control of the implementation of plans. All these principles are used in social planning.

The comprehensive dynamic interdependence of technical, economic and social factors, the interrelation of interests and needs of the individual, groups, collectives and society as a whole predetermine the complex nature of social planning.

An integrated approach makes it possible to link the social development of a team with the overall socio-economic development of the region and industry, and to accurately determine its role in the joint actions of enterprises, industries and local Councils of People's Deputies aimed at achieving social progress. This makes it possible to avoid the dispersion of material, financial and other resources; more successfully resolve issues of improving the qualifications of workers, redistributing them among areas of employment, providing housing, transport, trade, consumer and cultural services, organizing leisure and recreation.

Among the important features of social planning, it is necessary to highlight its optimality. From the variety of options for planned solutions to social problems, one should always choose the option that, given the available capabilities and resources, allows the needs of workers to be satisfied to the greatest extent and in the shortest possible time.

The practical significance of social planning is realized only if its content is specific and targeted. In many industries and enterprises, methodological recommendations on social planning have been developed, which are very diverse and differ significantly from each other in content and methodological approach.

Based on the generalization of experience in drawing up social development plans, Profizdat has issued methodological recommendations for planning the social development of the collective of a production association (enterprise). They are exemplary and can be used as a supplement to the standard methodology for developing a five-year plan for the economic and social development of an association (enterprise), taking into account the needs and capabilities of specific work collectives.

The methodological recommendations reveal the essence of the social development of the enterprise team, provide a methodology for social planning, and discuss issues of organizing the development and implementation of a plan for the social development of the team.

Of particular interest are the appendices to these guidelines. In particular, the five-year plans propose to significantly expand the number of basic indicators of social development of production association teams. The appendix comprehensively examines the social infrastructure of the enterprise, provides specific indicators and units of measurement. Attached is also a program and tools for basic and local sociological research. The methodological recommendations reveal the content of individual target programs and the technology for their development. The list of social standards proposed in the methodological recommendations for all sections of the plan is important for the practice of social planning.

These methodological recommendations contain a large set of indicators that can be successfully used in determining the paths of social development of a particular group. At the same time, many issues, including those arising from the Law on State Enterprises (Associations), remained unsolved or fell out of sight of the drafters of the recommendations.

This necessitates further work to improve the structure and content of the enterprise’s social development plan. The content and indicators of this plan should more fully reflect social changes in the team and be more closely linked with the plans of other enterprises located in the same region.

When developing a social development plan, it is necessary to rely on initial information and targeted programs for solving individual issues of social, technical and economic development of the enterprise.

The social development plan of the enterprise team is an interconnected set of indicators characterizing a scientifically based system of measures provided with the necessary resources, aimed at the comprehensive development of all team members based on the implementation of progressive changes in the social composition of workers, improving living conditions, the formation and most complete satisfaction of the material and spiritual needs of members team. The practice of social planning recommends the following structural elements of the plan:

1. Planning to improve the social structure of the production team. The content of this section is developed in close connection with the labor and personnel plan, as well as with the plan for technical development and labor organization. Particular attention is paid to changes in the number and structure of workers due to mechanization and computer science of production processes, improving the organization of production and labor. The share of unskilled labor in the total volume of labor costs and the reduction in the number of workers employed in work with hazardous working conditions are taken into account. Improving the social and qualification sphere of the production team is revealed as numerous indicators characterizing the number and social composition of workers, level of education and qualifications.

2. Planning to improve working conditions and safety, strengthen the health of workers. The choice of priority direction and the sequence of measures to improve working conditions and safety, and improve the health of workers depends on the specifics of production. To analyze and develop a plan, general, technical, sanitary-hygienic, psychophysiological indicators, as well as indicators of labor safety conditions and the prevention of accidents and possible occupational diseases are widely used.

3. Planning to improve the living, social and cultural conditions of workers and members of their families.

4. Planning educational work in the team and increasing the labor and social activity of workers. The development of this section of the social development plan should be aimed at ensuring close unity of all types of educational work (ideological, political, labor, economic, moral, legal, aesthetic, physical education) in order to achieve an increase in the social activity of workers and improve social relations in the workforce. It is advisable to plan educational work in stages:

· Analysis of her condition

· Identification of trends and problems of its development

· Determination of ways (forms, methods) of carrying out educational work

The main sources for analyzing educational work are data from the administration of public organizations, the results of sociological and other special studies.

The social development plan is the main means of managing social processes at the enterprise. The ability to satisfy the collective's needs for social benefits is determined by the final results of the enterprise's work and the self-supporting income of the collective. Therefore, developing a plan for social development is the work of the entire team.

The main departments responsible for developing a social development plan at the enterprise are the economic planning department and the social development service, which coordinate the activities of all departments of the enterprise in drawing up five-year and annual plans.

Of great importance when developing plans for social development is the scientifically based determination of social priorities, i.e. those social tasks that need to be solved by the enterprise team in the first place. Identification of social priorities is based on analysis and forecast of the social and economic situation at the enterprise, taking into account the interests and needs of various social groups of workers and the team as a whole.

The development of a social development plan provides for:

· analysis of the socio-economic situation at the enterprise;

· determining the priority of solutions to social

· registration of assignments for the development of activities and design of the creation of appropriate social and cultural facilities;

· discussion of the draft social development plan;

· allocation of necessary financial resources for implementation.

The system for monitoring the implementation of the social development plan mainly includes established accounting, reporting and organization of analysis and control.

The development of scientifically based social standards is of great importance for improving social planning.

Social standards are requirements imposed by society (industry, region, team) on a certain aspect (direction) of the activities of the production team. They are expressed specifically in the values ​​of social indicators and record the state (statics) or the pace of development (dynamics) of any aspect of the life of the collective, which are necessary for its normal functioning and progressive development.

Social standards in social planning and management must perform the following basic functions:

1)planning tool i.e. they serve as justification
control figures and planned targets for various
directions and indicators of social development of teams.

Social standards ensure mutual coordination of social programs and plans at various levels: the industry and its sub-sectors, associations and enterprises, the city and the enterprise, the enterprise and its divisions. One of the channels for such coordination is the detailing of the standards established for a social object more than high level, for objects of the lower level;

2) basis for analysis to evaluate dynamics
changes social object, compare different objects with each other.

Unlike economic planning, where the application of a normative approach is based on developed theory and rich practice, in social planning there is significant experience in the design and use of only sanitary and hygienic standards, as well as standards for such indicators as the provision of housing, childcare facilities, and services healthcare, production areas, household premises, etc. Specific standards for improving general and special education, developing spiritual and physical culture, creative, labor and social activity, optimizing staff turnover and some others began to be determined only in recent years..

The development and use of social standards in the planning and management of social facilities represent a deeper and more specific level of social planning. Only with their help can a real transition be made in this area from practice based on the results achieved in the past to truly targeted planning, taking into account long-term tasks and the actual level of social development achieved, transform it from the initiative of individual teams into systematic national activity within the framework of a comprehensive economic and social planning. Social standards should become a criterion for assessing the achieved level of development of the social sphere and an important tool for distributing resources between all sectors and regions, based on social priorities.

1. 3. Sociological service as a subject of planning

1.3.1. Objectives and structure of management of social development of the organization

Managing the social development of an organization, as emphasized in the first chapter, is a specific type of management and at the same time an integral part of personnel management, has its own area of ​​manifestation and its own object of managerial influence. As already mentioned, social management involves creating favorable working and rest conditions for the organization’s employees, remuneration and social protection of personnel, maintaining an optimal moral and psychological atmosphere in the team, ensuring social partnership and business cooperation. He is endowed with the appropriate forms and methods, techniques, methods and rules that allow solving social problems on the basis of a predominantly scientific approach to regulating social processes in an organization.

The subject of social management is management units and a circle of officials called upon to deal with issues of social development of the organization and social services for its personnel, endowed with appropriate powers and bearing certain responsibility for solving social problems. The presence of a social service in an organization is all the more necessary because changes in the life of society caused by the acceleration of scientific, technical and social progress lead to an increase in the role of the human factor in work activity and the importance of the personal qualities of workers, increasing the need for social partnership.

In fact, in every large enterprise in foreign countries, especially those that follow the social orientation of the national economy, the management of social processes is separate and specialized. There are management levels that are involved in working with personnel (human resources), regulating social and labor relations and relations with trade unions, providing social services to staff, and spending funds for charitable purposes.

In the Russian Federation, until recently, most enterprises, along with the indispensable personnel, labor and wage departments, had management services that resolved issues of safety, health care, housing and communal services, labor supplies, the provision of personal services for organizing competitions, etc. . With the implementation of measures aimed at the transition from planned, super-centralized management to a socially oriented market economy, the purpose, formation and practical activities of these and other social services have changed noticeably.

In the new conditions, the functioning of such services is determined, on the one hand, by the form of ownership, scale, industry affiliation and location of the organization, and on the other hand, by the quantitative and qualitative characteristics of its personnel, the increased responsibility of entrepreneurs and managers at any level for a more complex decision as production and economic, as well as social tasks. When defining social services, the socio-economic consequences of the privatization of former state property must now be taken into account; fundamental changes in the labor remuneration system, dictated by the establishment of market relations and the commercialization of the provision of an ever-increasing range of social services; reforming various types of social insurance and social assistance; the withering away of a number of former social functions of trade unions. We also have to take into account the fact that real concern for the social sphere is increasingly being shifted to non-state, primarily municipal, bodies and organizations themselves.

Depending on the specific situation, social development management is carried out either by the organization’s directorate itself, or by specially authorized persons, or by autonomous units that are elements of the personnel management structure and social services. A typical version of the organized structure provides for the position of deputy director for personnel with subordination to him of divisions (departments, sectors or groups) and individual specialists in charge, in particular, of GP

issues of regulation of labor relations, labor safety and health, labor motivation, social protection, and the functioning of social infrastructure facilities.

If an organization has an extensive network of its own social infrastructure, it is usually managed separately. In this case, a possible structure option would include the position of deputy director for social and domestic issues, subordinating him to management units and officials in charge of housing and communal services, medical and preventive institutions, education and culture, public catering and consumer services, etc. objects of social purpose.

The tasks performed by the social service of an organization have their own characteristics due to the ambiguity of the object of management and the nature of emerging social problems, the uniqueness of methods for achieving social goals, the need for strict compliance with the requirements of social and labor legislation and ensuring close cooperation of all parties interested in social partnership. In Russian conditions, it is necessary to take into account the current state of the domestic economy and social sphere, in which organizations and their personnel continue to experience the negative consequences of the recent significant decline in production and hyperinflation, and managers are faced with serious objective and subjective obstacles in their desire to increase earnings and improve working conditions and everyday life, to increase the interest of workers in new forms of management.

Since the social service, as a subject of management, deals exclusively with people, its primary task is to focus attention on the person, his intellectual and moral potential, the culture of communication and interaction of workers. Providing the desired changes in the social environment of the organization, social service specialists are forced not only to overcome difficulties of an economic and technical nature, but also mainly to deal with socio-psychological, spiritual and moral problems related to people’s relationship to nature, scientific and technical achievements, labor and, it goes without saying, to each other.

The head of an organization, a professional manager, needs to have the necessary minimum of humanitarian and ethical knowledge, psychological and pedagogical tact, and the ability to choose a manner of behavior appropriate to the circumstances. To a certain extent, he should act as an educator who takes into account the psychological characteristics of individuals and social groups, and when choosing options for solving social issues, consult with those whose interests this problem affects.

Social service specialists are required to be extremely attentive to people, to take maximum care of each employee of the organization, to satisfy their requests, and to respect their rights and dignity. They are called upon, using the means at their disposal, to stimulate employees’ interest in business and highly productive work, to develop social activity, and the desire of employees to effectively implement their knowledge, experience and skills. It is important to increase people’s awareness of the importance of discipline, creative initiative and independence, individual and collective responsibility for the results of joint work.

Involvement in the management of social processes is associated with concern for improving the working and living conditions of people, with sincere responsiveness to employee requests for assistance in solving everyday problems, no matter how small they may seem, with a willingness to provide the necessary assistance. At the same time, caution is needed in granting any privileges. Indulgences often divide the team and lead to conflict situations and confrontation. Blind egalitarianism is also contraindicated, of course.

The most important task of managing social development is the use of various types of social and humanitarian technologies as a set of means of streamlining, reproducing and updating the social environment of an organization, as a kind of algorithm for obtaining the desired results in this matter. Such technologies, based on knowledge about a person, about the content and forms of social connections, are used in management activities with the aim of humanizing work, creating conditions conducive to teamwork, free and comprehensive development of the individual.

Humanitarian technologies in working with personnel are usually designed to give scope for the manifestation of individual and personal qualities of employees, optimize interpersonal relationships and the moral and psychological atmosphere in the team, stimulate professional growth, creative initiative and business partnerships. This takes into account the real capabilities of the organization, the industry specifics of its functioning, and the socio-demographic characteristics of the city or region where it is located.

An indispensable component and, therefore, the task of modern, scientifically based management of social development is compliance with social norms - established by society, the state, a separate organization of rules, techniques, patterns of behavior, principles of activity that correspond to generally accepted values ​​and moral ideals. They make it possible to express in a verified and accessible form both the main goals of changes in the social environment and the requirements that are presented to personnel.

In a literal sense, the concept of “norm” means a guiding
beginning, rule. Because the norm, the standard is a certain standard,
to be compared to and judged by
certain events, objects, processes.

Social norms are quantitative, and in most cases
cases, qualitative characteristics of requirements for conditions
human life, social groups. They are treated as legal norms, enshrined in the laws of the country, as well as moral and ethical guidelines, regulated values ​​of social indicators.

The standards of the social sphere, as well as other areas of social life, are formed as a result of the practical activities of people and social experience, scientific research, expert opinions of authoritative specialists. They are expressed in legislative acts, government regulations, industry instructions, regulations of regional authorities, orders of local administrations and other regulatory documents. Mandatory standards require strict implementation, and norms that are advisory in nature serve as methodological guidance in solving social problems.

In particular, Russian standards in the field of social and labor relations establish the length of the working week and the duration of labor leave; the level of physical and intellectual requirements for representatives of certain professions; ergonomic and sanitary-hygienic working conditions; minimum wages, pensions and scholarships, compensation payments and benefits; limits of rational consumption of food, non-food goods and services; average indicators of the provision of housing, household amenities, healthcare, education, cultural institutions, etc.

The program of social reforms currently being implemented in the Russian Federation considers the formation of a system of state minimum social standards to be one of the most important measures to stabilize and improve the standard of living of the population. Some of them have already been established - for example, as already mentioned, the federal standard for the social norm of housing area is determined based on 18 square meters. m of total housing area per family member of three or more people is 42 sq. m. m - for a family of two people and 33 sq. m - for citizens living alone. State authorities of the constituent entities of the Federation establish regional standards, guided by federal ones.

Another federal standard is the cost of providing housing and communal services in the first quarter. m of total housing area - calculated on the basis of a standard set of services for the maintenance and repair of housing, including major repairs, heat supply, sewerage, gas supply and electricity supply, taking into account the average prevailing consumption standards. The federal standard for the level of payments of citizens in relation to the level of costs for the maintenance and repair of housing, as well as utilities, fixes both the share of payments by the population in covering the costs of all types of housing and communal services, and the maximum allowable share of citizens’ own expenses for paying for housing and utilities services in total family income. The ultimate goal of the reform is full payment by the population for housing and communal services with the payment of subsidies to those families whose housing costs exceed 25% of their family income (in this case, of course, social standards for housing area and standards for the consumption of utility services are taken into account).

The cost of living indicator is also a kind of social standard. This value per capita and for the main socio-demographic groups should be determined quarterly on the basis of the consumer basket and data from the State Statistics Committee on the level of consumer prices for food, non-food goods and services, as well as expenses for mandatory payments and fees.

The social service of the organization is obliged to ensure full implementation of social and labor legislation . This means strict adherence to the rules of law regulating social and labor relations in accordance with the Universal Declaration of Human Rights, the Constitution and other laws of the country.

The tasks of the organization’s social service include the development and implementation of activities that ensure social partnership - mutually interested cooperation of employers and employees in solving social problems. The partners are represented, on the one hand, by entrepreneurs and their associations, and on the other, by labor collectives and trade union organizations. Such cooperation, as evidenced by the experience of many countries, is carried out constantly, on a bilateral basis, mainly in the form of collective negotiations at the level of individual enterprises and sectors of the economy, the conclusion of collective agreements and agreements.

It is equally important for the social service to achieve interaction and coordination of its activities with sectoral and regional structures for managing the social sphere, which represent state authorities and local governments. In certain conditions, especially when social tension in a country or region aggravates, they join the permanent participants of the social partnership in order to join efforts at the level of multilateral cooperation in resolving disagreements on issues of wages, income, social minimum, protection of the rights and freedoms of working citizens, and to prevent through mutual understanding during negotiations, the emergence of social and labor conflicts and bringing them to the extreme point - strikes.

It is obvious that social partnership as an effective mechanism for regulating relations at all levels will receive further development. It should be based on the principles of voluntariness, equality and mutual responsibility of the parties, and serve as the most important tool for maintaining cooperation and improving its forms.

At the enterprise level, as noted, the parties to the social partnership are the employer (employers) and the labor collective, whose powers, according to Russian legislation, are exercised by the general meeting (conference) and its elected body - the council of the labor collective. The work collective exercises the right of workers to participate in the management of an enterprise (organization), to make proposals for improving its work, as well as for socio-cultural and consumer services. It considers and resolves issues of concluding a collective agreement with the administration, self-government of the labor collective, and other issues in accordance with the collective agreement.

Participants in the negotiation process to resolve social and labor relations can be representatives of employers' associations - voluntary associations or unions of both individual citizens and legal entities engaged in business activities. Associations of this kind are created to coordinate commercial activities, represent entrepreneurs, and protect their common property and other interests.

The role of trade unions in establishing and implementing social partnerships is great.

1.3.2. Main functions of social service

The functions and the management process itself constitute the content of targeted influence on people engaged in joint activities, on their social connections and relationships. This refers not only to the functions of the social service, but also to the specific forms, methods and incentives that are used to streamline and increase the efficiency of jointly undertaken efforts. Being an indispensable link in the personnel management system, the social service has its own range of tasks and responsibilities, defined as general requirements to the management of social processes and the characteristics of the social environment of a given organization.

The functions of a social service incorporate all known management elements: thoughtful planning based on predictive foresight, regulating and coordinating management, incentive motivation, corrective control and information about the state of the social environment* The proper effect of social development can be obtained only if the social service performs all of these functions. Let's take a closer look at them.

Social Forecasting and Planning - the most important tool for managing social development. It involves a deep and comprehensive analysis of the state of the social environment of the organization; meaningful diagnosis, clarification and explanation of the relationships that develop between its individual parts; foreseeing which solution to a pressing social problem will be most effective. This requires reliable sources of information, which, in particular, include statistical data characterizing the material base and other components of the organization’s social environment; data from the study of social, sanitary and hygienic conditions of work and rest, compliance with safety regulations for work, as well as public opinion and the prevailing mood in the team; determination, using sociometric methods and sociograms, of a more or less complete picture of the existing social connections and relationships of employees, their expectations and preferences in relation to the real capabilities of the organization.

Only on the basis of precise knowledge of specific circumstances
and the general situation, both in the organization itself and in the region,
industry and the country as a whole, you can assess the state of affairs in the social environment, see the prospect of changes in it, choose
adequate methods for achieving change. The forecast should be
subjected to practical confirmation before becoming
a guideline in the development of target programs, planning, design and other management decisions proposed by the social service.

Planning, being a type of rational-constructive activity, means both setting goals and choosing means and ways to achieve them. It will make it possible to act on social processes in the organization with greater expediency and efficiency.

Examples of a systematic approach can be found in the practice of many countries - these are targeted quality improvement programs working life, which since the mid-70s. found distribution at enterprises in the USA and a number of other countries; dating back to the 70-80s. plans for social development at enterprises of the former USSR; national plans for socio-economic development in Japan, which from the mid-50s. large firms and corporations of this country guide themselves when choosing priorities in economics and the social sphere.

IN modern Russia The strategic direction of forecasting and planning the social development of enterprises and other commercial organizations is determined by the Constitution of the country, which characterizes the Russian Federation as a social state striving to create conditions that ensure a decent life and free development of its citizens, guaranteeing their rights and freedoms. The ongoing reforms to liberalize the economy, establish market relations, and streamline the social sphere are subordinated to this common goal. At the same time, social forecasting and planning are difficult due to the protracted decline in production and a sharp reduction in investment, a decline in the standard of living of a significant part of the population, as well as the slow progress of socio-economic transformations at the enterprise level.

Obstacles to the effective functioning of enterprises when establishing market regulation are due primarily to financial costs resulting from the recent (1998) hyperinflation, ill-conceived large-scale privatization of former “national” property, gaps in legislation, and the burdensomeness for enterprises of maintaining social facilities in a market economy. cultural purposes and housing and communal services, a relatively low level of qualifications of management personnel. The process of reasoned choice of social goals and means of achieving them, as well as public control over the implementation of planned measures, is hampered by the lack of reliable information about the actual capabilities of a particular organization.

Organizational, administrative and coordinating functions provide for material, financial, and personnel support for the implementation of targeted programs and social development plans. development of the organization, the use of appropriate social technologies, as well as interaction with related management structures, trade unions and other public associations, state authorities and local governments involved in the social sphere. It is necessary to prepare draft decisions, orders, regulations, instructions, recommendations and other documents on social issues, which certainly comply with the requirements of the current social and labor legislation, established social standards, federal and regional standards.

The main thing when performing these functions is personnel, business and ethical training of workers involved in solving social problems: they must have a high degree of competence, combining general and professional knowledge with the desire to take into account the realities of life.

The development and implementation of notorious programs to improve the quality of working life at US enterprises was accompanied by the involvement of specialists from research and training centers in this activity, the popularization of the experience of successful companies, and the inclusion of new sections on the management of social processes in textbooks on the basics of management. These events were actively supported by the administration of a number of states and many municipalities.

In the former USSR, with the widespread dissemination of social development plans, the training of social service workers of enterprises and the improvement of their qualifications were also not ignored. In addition to standard methods of social planning, specially designed training programs were offered, seminars were held, and short-term courses were organized. Students were introduced to the scientific foundations of the increasing role of the human factor in social production, the possibilities of applying the achievements of sociological and psychological sciences to the management of social processes in work collectives, the content of the state social policy of that time, and the experience of organizing the work of social services directly at the best enterprises.

When implementing the administrative functions of a social service, it is necessary to take into account that the definition of goals and objectives, principles, directions and mechanisms for the social development of any economic organization significantly depends on the organizational and legal form of the enterprise, which limits the degree of state influence and regulatory influence on commercial organizations. This circumstance, characteristic of new economic conditions, makes intolerable the lack of initiative and low level of responsibility of enterprise managers, including in solving social problems.

Incentives involves involvement in active work to implement social programs and plans, ensuring the high effectiveness of the solidarity efforts of workers, encouraging those who take initiative and set a good example for others, implementing the role of the labor council and other representative bodies of workers in the changed conditions. The administration of an enterprise (organization) and the social service are obliged to create appropriate conditions for the activities of trade unions, to use their support in solving common problems and issues, one way or another related to improving working and living conditions, and social services for workers.

It is very important to take into account that the system of work motivation in general and social motivation in particular is an indispensable part of a set of conditions that ensure the effective functioning of all personnel and the development of each individual individual. It is necessary to take into account the mechanism of human activity, which represents a chain of needs, interests, motives, actions and goals, the achievement of one or another degree of satisfaction of needs, the influence of the achieved result on the socio-economic environment. At the same time, it is necessary to take into account the peculiarities of the human psyche: people usually overestimate their needs, and most often tend to want more, not less.

Social programs, as a rule, are implemented as planned work, according to a set schedule. However, sometimes relevant events are carried out on the initiative of the team, on an amateur basis - for example, cleanup days for landscaping the territory of enterprises, residential neighborhoods and countryside recreation areas. Participation in such work, being a manifestation of people’s initiative and enthusiasm, serves as an effective stimulus for their social activity.

Constant monitoring of the implementation of planned activities tions and informing the team about changes in the social environment de is interconnected with obtaining, analyzing and summarizing various information about the social environment of the organization, the changes that occur in it, correlating them with the implementation of the approved plan and targeted social programs. The social service must have a coordinate system for the life of the enterprise with indicators of its social development, i.e. something like a “social passport” (by analogy with a technical and economic passport) as a tool for orientation in solving social problems.

Control is unthinkable without an examination of the working and living conditions of workers, their compliance with the legislation in force in the Russian Federation, social standards and state minimum standards. And this, in turn, involves turning to monitoring (observation, assessment, forecast) of social processes, which makes it possible to identify and prevent negative trends, as well as to social audit - a specific form of audit of the conditions of the social environment of a given organization in order to identify social risk factors and developing proposals to reduce their negative impact.

It is equally important to ensure timely information to staff about the state of the social environment, the improvements achieved in it, as well as about the problems that have not yet been resolved. Comprehensive information support for social development requires studying public opinion and the mood of workers, identifying issues that cause increased attention and the greatest interest.

A special approach deserves assessment of the results of social activities, summing up what has been done in terms of achieved improvements in the social environment, and determining their economic and social effectiveness. Here you need to keep in mind a number of fundamentally important provisions.

It is obvious that the effectiveness of the development of the social environment can be rightfully considered as a certain proportion of the overall effectiveness of the organization, as part of the total effect of the work of personnel. It follows that significant indicators of the effectiveness of social activities may well be the final results of the organization’s activities, characterizing its economic growth, production and sales of products, profit generation, etc.

If overall efficiency is determined based on the goals set as a mathematical correspondence (function) of the results achieved to the funds spent on it, then the effectiveness of social development is nothing more than the ratio between the impact of the social sphere on personnel and the material, financial and other costs of introducing new social technologies, implementation of social events. Typically, indicators of both economic and social efficiency are distinguished.

Cost-effectiveness means achieving noticeable changes for the better in the social environment of an organization at the lowest cost. It can be qualitatively defined and quantitatively measured and can be expressed by statistical data and corresponding indices characterizing, in particular, the growth of labor productivity, improving the quality of goods produced and services provided, increasing profits, staff turnover, level of discipline, etc. The results of economic activity are indicators of social effect, compliance with the social goals of a given organization and society as a whole. The social effectiveness of changes in the social environment of an organization, its definition is based primarily on the recognition of the priority of social goals: the more an activity contributes to solving specific social problems, the more socially effective this action is. The measure of social effect cannot always be expressed in numbers; more often, qualitative indicators are used, recorded in official documents, the results of surveys, questionnaires and other social studies. They determine the scale and useful impact of changes in the social environment of a given organization, including the implementation of targeted social programs, advanced training and professional competence of employees, the moral and psychological atmosphere in the team, the degree of satisfaction with work, its material and moral rewards, and the level of development of social partnership.

In practice, socio-economic efficiency has a generalized form. Often, especially when resources are limited, contradictions and inconsistencies arise in achieving economic and social goals. In such cases, it is important for officials to respect social priorities and to attach primary importance to those benefits and social services that determine the business mood and material well-being of employees.

1.4. Resources and reserves of social planning

The fact that the planned economic system has somehow exhausted itself and is being replaced by a market and competitive system may create the impression that social planning is no longer used as a tool for organized social change. Of course, the opportunities that society had under the planned economic system have largely been exhausted. It is obvious that the next stage in its development is necessary, the opening of deep reserves. Social standards that represent scientifically based quantitative and qualitative characteristics of the optimal state of the social process (or one of its sides), obtained on the basis of taking into account the objective laws of social development and the capabilities of society and aimed at maximizing the satisfaction of the material and spiritual needs of the individual, can breathe new life into social planning. . Their specific historical nature lies in the fact that they reflect the possibilities and needs of social development at a given stage and, accordingly, can (and should) change in the future. At their core, they have a clear quantitative and qualitative certainty, which is a value that characterizes the ideal (desired) goal of development of the planned process. According to this, in order to establish the most effective balance of needs and opportunities in social development, standards are usually tested first experimentally and then on a mass scale (for example, a minimum consumer budget).

It is extremely important that social standards are consistent with each other, because their disharmony leads to no less costs than their absence. Social standards, reflecting general patterns, are differentiated depending on specific national, natural, socio-demographic characteristics and cannot remain unchanged. They involve the use of coefficients, the use of which is especially important in areas of new development, in difficult natural and climatic conditions, in regions with different age and gender structure of the population.

Rationing, as one of the forms of social planning, affected many aspects of human life: work, culture, everyday life, but it barely affected socio-political activity, social and interpersonal communication. Together with some non-standardized aspects of work, activities in the sphere of culture, family and everyday life, this is an area of ​​​​those social relations that have practically not been subjected to quantitative assessment. Due to the fact that in many areas the determination of standards is difficult, it is legitimate to introduce into planning practice the concept of “social benchmark”, which expresses the most possible rational value for the development of social processes, based on the existing indicators of the development of similar phenomena. In reality, in practice this technique is often used: the best indicators of a number of production organizations and associations are taken as the optimal value. They become, in a certain sense, a standard, i.e. a guideline. Such best results can be accepted in a particular situation as the so-called working optimum.

Social standards and guidelines are classified on various grounds. Traditional and generally accepted is the classification of social guidelines and standards according to spheres of human activity (work, socio-political life, culture, everyday life, interpersonal communication). They, firstly, reflect the provision of material resources per 10 thousand people. The practical application of this approach makes it possible to assess the lag, advance or compliance of the level of development of social processes in a region or country in comparison with regulatory requirements.

Secondly, social standards can be expressed in requirements for urban and rural settlements. These standards are related to architectural and planning solutions and the need to organize the rational life of the population. These standards include the provision of rural settlements with schools, cinemas, bus services, trade establishments, etc. When applied to cities, this is the equipment and provision of city microdistricts with everything necessary for everyday life, or the characteristics of the regulatory requirements relating to each citizen, for example, the standard for the placement of green spaces.

Thirdly, there are norms associated with the use of the human-to-human system. In other words, say how many people of one profession or another are there per 1 thousand population, for example, salespeople, teachers, cultural workers, etc. Practice shows that the lower this ratio, the more complaints about the quality of their work, efficiency, maneuverability, and the socio-psychological climate. A certain modification of this requirement may be the provision of personnel per 1 thousand population by type of profession.

Social standards and guidelines can be developed for various levels of social organization of society. Some of them are used for comparison throughout the country, others - only in a certain region, others - in the national economy, and fourth - in a small group of organizations, including primary ones. Social standards and guidelines can be differentiated depending on the social structure of society, because there is no doubt that, for example, problems of advanced training and education in the normative aspect will be different depending on the specifics of each socio-demographic group. And finally, social standards and guidelines change and will change at every stage of development not only of society, but also of every region, every production. The social map of the region and the social passport of the organization have great and not yet fully exploited opportunities for improving planning, which state the diversity of social processes and changes at these levels. Such documents allow ongoing analysis and comparison between planning objects. This is especially clear when planning social development. large region, when considering the state of social infrastructure, a social card or social passport involves the use of different coefficients, which is caused by the objective need to take into account the different demographic structure of the population, natural and climatic conditions or national characteristics. Their use in new buildings and in young cities clearly reveals this contradiction and shows what measures can be taken to solve the problems posed.

The existing experience of social planning shows that usually a social card or passport characterizes, first of all, the social composition of the population, the demographic situation, and then indicators of the labor, socio-political, cultural and family spheres. They often reflect the staffing of social development and its material and technical base, which can be considered and analyzed both in spheres of public life and independently. Such data are supplemented by characteristics obtained in the course of sociological research.

2. Practical part

2.1.1. The departmental security branch of the Krasnoyarsk Railway is headed by a director appointed to the position and dismissed from his position by the General Director of the Federal State Enterprise “Departmental Security” of the Ministry of Railways of the Russian Federation.

The director of the branch ensures the training and retraining of a sufficient contingent of employees for the volume of work performed, as well as the implementation of the program to promote the employment of laid-off workers. He also concludes and terminates employment contracts with employees and determines their job responsibilities. The head of the branch, within the limits of his competence, issues orders and gives instructions that are mandatory for all employees, applies incentive measures and imposes disciplinary action in accordance with the legislation of the Russian Federation.

Deputy directors of the branch, heads of departmental security detachments act on behalf of the director, represent the interests of the organization in government bodies and enterprises, carry out transactions and other legal actions within the powers provided for by them job responsibilities, legislative and legal acts.

The management structure of the FGP branch of departmental security of the Ministry of Railways of the Russian Federation of the Krasnoyarsk Railway can be presented in the form of an organizational and functional diagram (Figure 1):

Figure 1 – Management structure of the departmental security branch

Krasnoyarsk railway

2.1.2. not found

2.1.3,2.1.4. The wage fund in 2004 amounted to 223,758 thousand rubles, having increased by 111.4% by 2003. Compared to 2002, the wage fund increased by 142%. The average monthly salary increased by 110.9% compared to the 2003 level. Wage growth is shown in Table 1.

Table 1 – Average monthly salary in departmental security

Balance sheet profit in 2004 amounted to 1,800 thousand rubles, which is 128.6% more than in 2003. There is an increase in profits by reducing the organization's expenses. The organization's profitability for 2004 was 0.5%. Accounts receivable for 2004 amounted to 700 thousand rubles. due to increased income and failure to timely fulfill obligations of other organizations. Accounts payable in the amount of 30,243 thousand rubles. received due to non-payment of wages for December 2003. The Unified Social Tax (UST) amounted to 5,438 thousand rubles, taxes to the budget - 2,315 thousand rubles, other taxes - 607 thousand rubles.

Savings in accrual for social development of departmental security amounted to 77 thousand rubles. compared to plan.

The consumption of materials in 2004 amounted to 3130 thousand rubles. with a plan of 3150 thousand rubles. Savings against the plan amounted to 20 thousand rubles.

Fuel savings amounted to 7 thousand rubles, gasoline consumption decreased by 3.1 thousand rubles compared to 2003, coal consumption decreased by 4.2 tons.

Electricity consumption for own needs in 2004 amounted to 936 thousand kW. hour, and in 2003 – 931 thousand kW. hour. Compared to 2003, electricity consumption. energy increased by 5 thousand kW. hour due to transfer to email. heating of the shooting team st. Red Cordon.

Depreciation of fixed assets in 2004 was accrued in the amount of 1943 thousand rubles. with a plan of 1902 thousand rubles. Compared to 2003, depreciation was accrued more by 41 thousand rubles. based on indications of the value of the fixed assets.

Other material costs amounted to 736 thousand rubles in 2004. with a plan of 950 thousand rubles. Compared to 2003, savings amounted to 214 thousand rubles. Other expenses in 2004 amounted to 5,013 thousand rubles. with a plan of 6025 thousand rubles, the savings amounted to 1012 thousand rubles.

Profit is determined by the difference between income received from auxiliary activities (PAA) and non-operating profit. Indicators and dynamics of profit of departmental security for 2002 - 2004. are given in table 2.

Table 2 - Profit on the internal affairs regulations of departmental security for 2002 - 2004.

A profit in the amount of 821 thousand rubles was received from auxiliary activities in the departmental security of the Krasnoyarsk Railway. when specifying 570 thousand rubles. The overfulfillment amounted to 251 thousand rubles. or 144% to the plan and 134% to the corresponding period of last year. An analysis of the financial and economic activities of the departmental security of the Krasnoyarsk Railway showed that the organization operates profitably, stably and achieves good results. This is achieved by the results of effective management, the right direction of personnel policy, the creation of a combat-ready productive team of managers at all levels, team cohesion, maintaining and improving the socio-psychological climate in the departments to achieve the assigned tasks.

2.2.Staffing

2.2.1,2.2.2,2.2.4. The regular number of departmental security personnel as of January 1, 2004 is 2068 people, the actual number is 2038 people. The shortage of employees is 30 people - this is explained by the natural outflow of employees and the ban on hiring.

The regular number of departmental security workers as of January 1, 2005 is 2082 people, the actual number is 2022 people. The staff shortage is 60 people. (the reason is the same as last year - the natural outflow of employees and the ban on hiring).

Table 3 – Analysis of departmental security personnel by age

As can be seen from the table, 35.3% of departmental security workers are between the ages of 30 and 40 – this is the most significant group; the groups under 30 and those between 40 and 50 are approximately equal.

Let's analyze the personnel structure by length of service (Table 4)

Table 4 – Analysis of departmental security personnel by length of service

Most of the departmental security personnel have 10 years of work experience, only 138 people have over 20 years of work experience.

Let's consider the average number of employees of the departmental security of the Krasnoyarsk Railway for 2002 - 2004. (Table 5).

Table 5 – Average number of departmental security personnel

Due to a decrease in the number of laid-off workers and an increase in the number of traffic police personnel, the average number of departmental security employees is growing.

2.2.3. An analysis of the staffing level of the departmental security of the Krasnoyarsk Railway is shown in Table 6:

Table 6 – Analysis of departmental security staffing levels.

2.2.5. According to Table 3, it can be revealed that the percentage of personnel of pre-retirement age is small (about 8.8%). Therefore, there are no plans for additional recruitment or renewal in the next 10 years.

2.2.6. Let us analyze the ratio of hired and dismissed employees of the departmental security of the Krasnoyarsk Railway (Table 7).

Table 7 – Analysis of hired and dismissed departmental security workers

The number of hired and fired departmental security workers is decreasing. In 2004, 101 people were admitted, which is 29 people less than in 2003 or 3.5%. The decrease in the number of people hired is explained by the fact that the wage fund is limited and hiring from outside is prohibited (except for transfers from other road enterprises due to a reduction in the number and from the Siberian Department of Internal Affairs for Transport).

2.3.Social development plan

2.3.1. Data from paragraphs 2.2.1-2.2.4.

2.3.2,2.3.4. The motivation of departmental security workers is also manifested in people’s confidence in the future, a sense of social security in sections Collective agreement, in the Regulations on the provision of material assistance, the allocation of vouchers for health improvement and Spa treatment working personnel of the organization and members of their families.

Insurance of all departmental security workers against accidents at work in the ZHASO Insurance Company also affects the motivation of work in the organization.

During the research it was revealed:

The level of social security will not particularly increase in connection with the reform of railway transport;

Social protection of laid-off workers is at the proper level;

In general, the organization has created normal working conditions, although some employees believe that these conditions need to be improved, and 2 people. answered negatively and the working conditions are insufficient;

An increase in wages is necessary and at the same time there will be more interest in work, but there will not be a sharp and rapid increase in labor productivity;

The salary increase should be doubled and then there is an opportunity to increase labor productivity and efficiency in the organization;

The majority of workers are not against using the services of the Krasnoyarsk railway dispensaries, but would like to increase the efficiency in the work of these enterprises;

It is necessary to review organizational measures to improve the work of the railway clinic and road hospital;

It is better to carry out advanced training and study of social issues before the age of 40, thereby providing the opportunity for career growth, interest in work, and achieving goals in life;

The maximum number of employees should take part in solving social problems in the organization;

Relationships regarding social security in the team have developed normally, although the solution to some problems needs to be considered together at general meetings and come to a common opinion;

The conditions for cultural, educational, recreational and sports work in the team are not sufficient, there are no targeted measures to solve these problems, everything happens spontaneously

Insufficient amount of financial assistance for the funeral of an employee, close relative or non-working pensioner;

It is necessary to increase the activity of the management of the organization and the trade union organization in solving the problem of social protection of workers and raising these issues to the proper level.

2.3.3. The branch of the departmental security of the Krasnoyarsk Railway operates a tariff system of remuneration based on the approved “Regulations on the remuneration of employees of the Federal State Enterprise of the Departmental Security of the Ministry of Railways of Russia”, which is a set of standards with the help of which the wages of various categories of personnel are regulated. The components of the tariff system are tariff rates, qualification categories, official salaries, and qualification categories.

The tariff rate is the amount of wages a worker earns per unit of working time, expressed in monetary terms. In departmental security, hourly tariff rates apply. The tariff rate serves as the basis for determining the wages of all categories of workers. Rates for remuneration of time workers are calculated based on the assigned category and time worked.

In departmental security, time-based wages are used, since it is not possible to normalize labor costs and wages are calculated based on the number of hours worked and the qualifications of the employee, determined using the tariff rate or official salary.

The regulations on remuneration in force in the organization are aimed at:

Implementation of a coordinated unified policy of the FGP departmental security of the Ministry of Railways of Russia in the field of labor organization and wages;

Implementation of the principle of equal pay for equal work;

Stimulating the contribution of each employee to increasing the effectiveness of departmental security;

Increasing the importance of wages in ensuring social protection of workers.

Workers at the enterprise are paid at hourly tariff rates according to the time-bonus form of organizing remuneration.

Shooters and handlers (counselors) of service dogs directly involved in escorting and protecting cargo on trains and in railway station parks, as well as in protecting funds during transportation (transportation) and storage, tariff coefficients increase by 10%.

Employees of specialized firefighting trains are paid five times the amount during work related to eliminating the consequences of emergency situations.

Remuneration for managers, specialists and employees is made according to monthly official salaries, determined on the basis of the minimum wage established in the industry, the OETS tariff coefficients of the corresponding level of management. The level of tariff coefficients for remuneration of managers and specialists is determined based on the functions of economic and operational management performed.

In order to stimulate the improvement of the professional skills of workers, strengthening their material interest and responsibility for the quality of work and the fulfillment of production tasks, differentiated bonuses can be established to tariff rates according to qualification categories: 3rd category in the amount of up to 12%, 4th category - up to 16% , 5th category - up to 20%, 6th and higher categories - up to 24% of the corresponding tariff rate.

Specialists who directly develop and implement progressive forms of labor organization in the workplace and have achieved high results in reducing labor costs and increasing efficiency are paid a one-time incentive due to savings in the wage fund.

Managers and specialists may be given bonuses to their official salaries:

For high achievements in work;

For performing especially important work for the duration of the event;

For mastering related specialties, receiving additional

education with a corresponding expansion of functional

responsibilities;

For performing the duties of a non-exempt group leader

employees of one or more areas of work.

Systems of material incentives for employees (payment of bonuses, incentives, rewards) are introduced in order to stimulate increased efficiency and quality of work, increased labor productivity, and the achievement of positive financial and economic results in the activities of departmental security.

Bonuses are awarded to employees for key performance results on the basis of the Regulations on bonuses and established bonus indicators, depending on the level of performance, overfulfillment (improvement) of specific performance indicators of the enterprise, structural units of departmental security and individual employees.

Current bonuses for workers are carried out for ensuring the safety of transported goods, the safety of protected objects, ensuring fire safety, carrying out preventive work, increasing labor productivity for gunners escorting trains with protected cargo, ensuring occupational safety, compliance with the requirements of regulatory and legal documents regulating the escort of goods, security facilities and fire safety. Current bonuses for managers, specialists and employees are carried out for ensuring the efficiency and quality of work, increasing labor productivity, and achieving positive financial and economic results of the enterprise.

Stimulating the economy and rational use of material, fuel and energy resources, reducing maintenance costs, ensuring the fulfillment of tasks for increasing labor productivity, introducing new equipment is carried out through a special bonus system that takes into account the specific contribution of employees to achieving positive results in certain types of activities of the enterprise (division ).

The analysis of labor and wages in 2004 in the departmental security branch is as follows:

· The average number of employees was 2063 people.

· The average monthly salary is 9015 rubles:

For arrows on security of objects – 8195 rubles.

For cargo escorting – RUB 9,327.

The share of the tariff (salary) in wages is on average 28.1%, the average percentage of the bonus for the main results of work to the salary ( tariff rate) amounted to 38.8%.

Compared to 2002, an increase in average monthly wages of 10.9% was mainly due to the transfer of workers to a new industry-wide unified tariff schedule (OETS) and wage indexation in the industry.

Thus, in departmental security, in accordance with the “Regulations on Bonus Payments for Employees,” the percentage of bonus payment for meeting key production indicators is established, for example, for gunners guarding facilities – up to 30%, for gunners for escorting trains – up to 40%. When targets are met, all departmental security employees, regardless of their personal contribution to the common cause, receive a bonus of 30 or 40%, although they work differently and receive the same reward.

The effectiveness of incentives within a team depends on the ideological and moral content of incentives, on internal dependence and consistency between employees, on their compliance with the needs, interests and motives of individuals. Fair incentives create a certain socio-psychological atmosphere that favorably influences or, on the contrary, inhibits the implementation of moral and other requirements. Moral stimulation in a team should not be considered as just another company, but as an essential permanent feature and peculiarity of its life, as an integral system that begins to operate with the hiring of new employees.

Assessment of an employee’s personal contribution must be objective, pedagogically targeted, educate and intensify his work. The effectiveness of an assessment is determined, first of all, by its objectivity, and the degree of “fairness” of the assessment depends on:

From the completeness and accuracy of information;

From the social significance of moral, moral principles and criteria applied in a particular case.

In the team of the branch of the departmental security of the Krasnoyarsk Railway, “Diagnostics of the socio-psychological attitudes of the individual in the motivational and need sphere” was carried out for the first time using the methodology of O. F. Potemkina.

The purpose of this study was to study the socio-psychological attitudes of personnel in motivating work activity, aimed at “altruism - egoism” (altruism is the desire to help people) and to identify attitudes towards the “process of activity” or “result of activity”.

Carrying out such a diagnosis allows you to have an idea of ​​​​the orientation of any departmental security workforce in socio-psychological attitudes in the motivational and need-based sphere, especially when mutual support and mutual assistance are constantly required in the performance of official duties.

The state of labor and performance discipline in departments in 2004. made it possible to complete the tasks facing the departmental security of the Krasnoyarsk Railway in full. The state of service and labor discipline in comparison with previous years is characterized by the data presented in Table 8.

Table 8 – State of labor discipline in departmental security units for 2002 – 2004.

The above indicators of the state of labor discipline indicate a downward trend in cases of violations. However, cases such as absenteeism and showing up at work while drunk have not yet been eliminated.

Conclusion

Our research proved that social planning was an essential element in managing the development of any organization. This is an effective form of managing social processes, an important means of systematically using social factors and social reserves for economic development in the interests of people, which is most clearly and definitely at the enterprise level. It includes various methods of allocating resources for the effective or optimal solution of specific social problems, and the gradual solution of priority tasks to achieve the public good.

The main task of social planning is to optimize social development processes. The object of social planning is social relations at all levels, including:

Social differentiation, social structure;

Quality and standard of living of staff, incl. overall real income level

Quality and level of consumption; provision of housing, its comfort;

Provision of the most important types of goods and services;

Development of education, healthcare, culture;

Determining the scope of these services provided to employees on a paid and free basis, etc.

It turns out that the enterprise plan must, on the one hand, be detailed enough to anticipate and solve emerging problems in a timely manner, as well as to coordinate the efforts of various departments and specialists. On the other hand, the plan must be flexible enough to allow specialists to respond to unexpected disturbances from outside external environment and to take advantage of random opportunities that arise.

Planning works well in a stable, clear, formalized and predictable environment. In this case, planning allows you to foresee all major upcoming events in advance and take all useful measures in time, including the effective placement and use of resources.

However, planning can be used not only in conditions of a stable, clear, formalized and predictable environment, but also in conditions of a turbulent, unclear and poorly predictable environment. Therefore, the problem of proper and effective planning for the social development of an organization is very relevant today.

Having analyzed the social development of an organization using the example of a branch of the departmental security of the Krasnoyarsk Railway, we identified the main features of planning:

A social development plan can be drawn up for a short, medium and long term period of time

A social development plan can include all social processes in an organization, or only those that are most problematic

Planning should be based on the results and assessment of indicators of the state of social development of the organization

The plan must be clear and effective, and also correspond to the available resources for its implementation

Activities to implement the plan must be constantly monitored and adjusted depending on the results

So, I completed the assigned task in my work. After studying the theoretical foundations of planning and conducting practical research, I realized the importance of effective social planning in organizations in modern society.

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