Assessing the level of social development of an organization. Analysis of the social development of the organization

Lecture 9

1. Structure of social indicators

2. Methodology for assessing the level of social development of an organization

♦ Social structure of the team

♦ Working conditions and cultural and living conditions

♦ Remuneration and labor discipline

♦ Condition of social infrastructure facilities

3. Estimated assessment of the level of social development of the organization

The main tool for constructing a methodology for the social development of an organization is social passport. A.L. Kuznetsov, taking into account the specifics of calculating some social indicators, as well as domestic experience in compiling social passports, proposed a new structure for the organization’s social passport (see table). Unlike those previously offered, this social passport consists of two parts. In addition, it adds important social parameters that are typical for joint-stock companies: the average monthly amount of dividends received by various categories of employees, average monthly income, etc. This social passport is universal in nature and, as practice shows, can be adapted to any organization. A uniform structure of social indicators allows interested state and local government bodies to compare the state of social development with the corresponding state of other organizations in the territory and develop reasonable tax and credit policies in relation to them. The social passport consists of 15 tables, which reflect social processes described by 15 coefficients for 70 indicators.

The first part of the passport - “Humanization of Labor” - contains indicators characterizing the state of social processes directly in the organization itself, which are combined into three blocks: “Social structure of the team”, “Working conditions and cultural and living conditions”, “Payment and labor discipline”. This division makes it possible to assess the situation in each area separately and determine potential reserves for increasing production efficiency through separate groups of social factors.

The second part - “Social infrastructure (conditions for the quality of working life)” - makes it possible to judge not only the provision of workers with various social infrastructure facilities, but also the social mission of the enterprise in relation to the residents of the territory in which it is located.

Structure of an enterprise's social passport

The essence of the methodology for determining the level of social development developed by A.L. Kuznetsov, consists of comparing the indicators of a social passport with the standard values ​​of social parameters of similar areas; it can also be applied in identifying threats to the economic security of an organization.

Distinctive features of the technique are:

♦ separate calculation on social processes characterizing the humanization of labor and the state of social infrastructure (as a condition for the quality of working life);

♦ comparison of indicators with social standards (benchmarks);

♦ use as social standards of values ​​characterizing social processes in organizations located in the same territory, rather than average values ​​for the country or
region, which makes it possible to increase the level of their comparability.
The sequence of developing a social strategy:

1) it is necessary to determine the existing level of social development of the organization, obtain an integral indicator in all areas of social development, compare the values ​​with standard indicators, determine the degree of deviation from the standard (recommended) value;

2) determining the degree of deviation in each area of ​​social development will make it possible to compile a list of priority social problems according to the principle: the lower the value of compliance with the standard indicator, the more acute this problem is for the organization. Of course, this takes into account the economic feasibility of carrying out a particular event from the point of view of economic efficiency, as well as compliance with the corporate strategy;

3) the obtained values ​​by direction are compared with similar values ​​of other organizations in the territory in order to predict the migration of workers, primarily of key professions;

4) in the direction of “Social infrastructure”, each employee has the right to independently determine his social needs (improving housing conditions, obtaining loans for construction, vouchers for treatment and recreation, paying for children’s education, maintaining children in kindergartens, depositing amounts into the pension fund in the employee’s cash account and so on.). This information can be obtained as a result of a questionnaire when applying for a job.

Each social direction is assessed from the point of view of capital investment. The sum of all necessary funds for solving social issues is considered as a social order of the organization’s employees to carry out the production program. Based on production indicators (mass of profit, capital investments in social development, rate of return, etc.), a budget for the organization’s social strategy is drawn up, in the implementation of which every employee is interested.

2. Methodology “Level of social development of the organization”

This technique has four sections (similar to a social passport) and consists of two main parts:

1. humanization of labor;

2. social infrastructure (quality of working life).

Part 1. SOCIAL CONDITIONS OF WORK

Section 1. Humanization of labor

In this section, four partial factors are calculated.

1.1. Qualification factor:

Where, q- average length of service in the employees' specialty;

q u- the average level of required work experience in the specialty performed by employees. Social reference = 1, i.e. It is assumed that the qualification level of workers should not be lower than the work they perform.

According to experts, the lag of the average level of workers from the average level of work they perform leads to a decrease in labor productivity by 4-5%.

1.2. Coefficient of educational level of workers and specialists

Each level of specialist is assigned a score:

Incomplete secondary education corresponds to 1 point;

Secondary education - 2 points;

Secondary professional - 3 points;

Secondary special - 4 points;

The highest - 5 points.

The coefficient of educational level of workers is calculated as a weighted average assessment of the level of education by category of workers:

,

Where, B i- score corresponding i- level of education;

i- number of workers with i- level of education, person;

- total number of workers, people;

P - quantity i-x educational levels.

It has been established that for workers in modern production conditions the average time spent on obtaining education is 10.5 years, which corresponds to secondary education. For managers and specialists this time is about 15 years, i.e. not lower than secondary special.

Therefore, the social reference point is = 2, i.e. The educational level of workers must be at least secondary education.

The social reference point for specialists is c = 4, i.e. The educational level of specialists must be no lower than secondary specialized.

1.3. Staff development coefficient:

Where, Nn- number of employees who have completed advanced training, training and retraining courses, people;

N- total number of employees, people.

Social reference = 0.2, i.e. Each employee must undergo advanced training courses at least once every 5 years.

Research conducted by the Scientific Research Institute of Labor at a number of industrial enterprises has shown that improving the skills of workers by 1% provides an increase in labor productivity by 0.2 - 0.4%.

1.4. Personnel stability coefficient:

Where, Nc- the number of employees with work experience at this enterprise of 5 years or more;

N- total number of employees, people.

Social reference = 0.8, i.e. This implies rotation of personnel in the team, preventing its natural aging.

Section 2. Working conditions and cultural and living conditions

This section is characterized by three partial coefficients .

2.1. Standard workplace compliance rate:

Where, M a - number of workplaces that meet labor protection requirements (in terms of noise, vibration, light, gas pollution, etc.);

M o - total number of jobs.

Social reference = 1, i.e. All workstations must comply with regulatory requirements.

2.2. Ratio of provision of sanitary facilities:

,

Where, , respectively, the actual and standard number of sanitary and hygienic devices i type (washbasins, wardrobes, toilet points, etc.).

Social landmark = 1, which indicates 100% provision of sanitary and hygienic devices in accordance with standard sanitary standards.

2.3. Industrial living conditions coefficient

Defined similarly to the previous one:

Where, ,- respectively, the actual and standard number of items i-th type of industrial life (places in the dining room, order tables, consumer service facilities, etc.).

Social landmark = 1. It should be noted that the list of sanitary and hygienic devices and some indicators of industrial life are provided for by SNiP 11-92-76 “Design standards. Auxiliary buildings and premises of industrial enterprises.”

Section 3. Remuneration and labor discipline

In this section, three partial coefficients are calculated.

3.1. The ratio of the average monthly wages of employees in the organization and in the region:

Where, 3slave- average monthly salary of the low-paid category of employees of the organization, rub.;

Z av - average monthly salary of one employee in the region where the organization is located, rub.

Social reference = 1, i.e. the wages of the low-paid category of enterprise employees must be no less than the average monthly wage in the region.

3.2. The ratio of the average salary of the head of the enterprise and the low-paid category of workers:

Where, Z avg- average salary of a manager for the year, rub.;

Average salary of low-paid category of workers per year, rub.

Social standard [K 3.2] = 1. The divisible number 8 shows that the average salary of the head of an enterprise should not exceed eight times the size of the low-paid category of employees of this enterprise.

3.3. Labor discipline level coefficient

This coefficient is measured by the relative number of workers who did not violate labor discipline:

where, is the number of man-days lost as a result of absenteeism, man-days;

N- average number of employees, people.

Social landmark = 0.33 is taken as the average value for the Russian Federation. In some cases, it can be calculated on average for the region.

The main tool for constructing a methodology for the social development of an organization is a social passport. Unlike those previously offered, this social passport consists of two parts. In addition, it adds important social parameters that are typical for joint-stock companies: the average monthly amount of dividends received by various categories of employees, average monthly income, etc. This social passport is universal in nature and, as practice shows, can be adapted to any organization. A uniform structure of social indicators allows interested state and local government bodies to compare the state of social development with the corresponding state of other organizations in the territory and develop reasonable tax and credit policies in relation to them. The social passport consists of 15 tables, which reflect social processes described by 15 coefficients for 70 indicators.

The first part of the passport - “Humanization of Labor” - contains indicators characterizing the state of social processes directly in the organization itself, which are combined into three blocks: “Social structure of the team”, “Working conditions and cultural and living conditions”, “Payment and labor discipline”. This division makes it possible to assess the situation in each area separately and determine potential reserves for increasing production efficiency through separate groups of social factors.

The second part - “Social infrastructure (conditions for the quality of working life" - allows us to judge not only the provision of workers with various social infrastructure facilities, but also the social mission of the enterprise in relation to the residents of the territory in which it is located.

The essence of the methodology for determining the level of social development is to compare the indicators of the social passport with the standard values ​​of social parameters of similar areas; it can also be applied in identifying threats to the economic security of an organization.

Distinctive features of the technique are:

A separate calculation on social processes characterizing the humanization of labor and the state of social infrastructure (as a condition for the quality of working life);

Comparison of indicators with social standards (benchmarks);

Using as social standards values ​​that characterize social processes in organizations located in the same territory, rather than average values ​​for a country or region, which makes it possible to increase the level of their comparability.

31. System of law, branches of law, sources of law.

The legal system is a set of norms, institutions and branches of law.

The legal system also distinguishes branches of substantive and procedural law. Branches of substantive law have a direct impact on social relations. Most industries fall into the category of substantive law (criminal, state, business, family, etc.). Procedural law regulates the order and procedure for exercising the rights and obligations of the parties. Currently, there are criminal procedural law, civil procedural law, and arbitration process. Procedural rules exist in almost any industry, but not all of them are distinguished as an independent industry. The closest thing to highlighting is the norms of the administrative process. Both systems of branches are closely related, although procedural law serves substantive law.

The material industry is divided into: The legal system includes branches of public and private law. Since the time of Roman law, it has been customary to classify as branches of public law those where the interests of the state are present, and as private - those branches where the interests of individuals, citizens, individuals, and associations of people prevail. The branches of public law include state, administrative, financial, criminal, etc., and private law includes civil, family, trade, and labor. Private law is designed to serve the needs of people arising from property and personal non-property relations.

sources of law:

in a broad sense - source of origin

in the narrow - legal form "individual norms of law"

sources include:

Constitution of the Russian Federation

Federal constitutional laws

Federal laws

Regulations

a) decrees of the President of the Russian Federation

b) RF government regulations, etc.

at the subject level

Constitutional UR

Laws of the Republic of Uzbekistan, etc.

at the local level

Acts of local government bodies, etc.

31Legal relations: concept, types, structure

Legal relations- these are social relations regulated by the rule of law, the participants of which have subjective legal rights and obligations.

The following types of legal relations are distinguished:

1) by sector - constitutional, administrative, civil, labor, family, etc.

2) depending on the functions of law - regulatory and protective. Regulatory ones arise from lawful actions, and protective ones - from unlawful actions of subjects.

3) according to the quantitative composition of the subjects: simple - arise between two subjects; complex - between 3 or more subjects

4) by the nature of duties: active and passive legal relations.

Any legal relationship is a complex legal phenomenon. It consists of three necessary elements:

subjects of legal relations;

object of legal relationship;

basis for occurrence (actions and events, e.g. from contracts and other transactions) Article 8 of the Civil Code of the Russian Federation

The social structure of an enterprise's team is an important characteristic of its social development and represents the relationship between various social groups and layers in the workforce.

It is determined by various factors and depends on the organizational and legal form of the enterprise, management structure, level of professional qualifications and wages of employees, as well as their age and gender structure. The social structure is particularly influenced by the moral and psychological climate in the team, which is determined by the presence of people with different temperaments and characters, different target personal orientations and motivations.

The health of workers, the level of their knowledge and culture, experience, level of professionalism are reflected in the results of work and are important characteristics of the social development of the enterprise and the social activity of the workforce.

Main indicators for assessing the social development of an enterprise: 1. Indicators of working conditions and health protection:

− Injury rate = number of injuries / average number of employees,

− Level of occupational diseases = number of occupational diseases / average number of employees,

− Temporary disability level = days of disability / average number of employees.

2. Indicators of cultural and social conditions:

− Level of housing provision = number of people provided with housing / average number of employees,

− Food supply = number of seats in the canteen / number of workers in one shift,

− Availability of health camps = number of places / number of children of employees requiring vouchers,

− Availability of kindergartens = number of places / number of employee children needing to attend kindergarten.

3. General indicators of social stability:

− Level of personnel stability = number of dismissed / average number of employees,

− Level of sports work = number of people involved in sections of the enterprise / average number of employees and their children,

− Level of education = number of people with education / average number of employees,

− Level of professional training = number of those improving their qualifications / average number of employees.

At the enterprise level, improving labor relations involves a sociological analysis of the factors that determine the attitude of employees to work.

Working conditions and its organization have a decisive influence on the attitude of workers towards work. The defining characteristics of working conditions include: operating mode, presence of breaks and their duration, equipment of workplaces, availability of necessary computer equipment, air conditioners, other equipment of workplaces, availability of canteens, buffets and the level of service in them, level of medical care, availability and equipment of places rest, etc. Elements of social infrastructure also influence working conditions: living conditions, place of residence of workers, development of transport networks.

Production factors include: level of remuneration, production independence, the ability to influence decisions regarding the labor process, relationships in the workforce, leadership style, system of social benefits and payments.

A developed system of social benefits and payments should contribute to:

− Attracting qualified specialists,

− Retaining qualified specialists for the required period,

− Maintaining the company's competitiveness in the labor market by offering employees more favorable forms of incentives than in other companies,

− Stimulating labor productivity.

Social benefits can be monetary (in monetary terms) and non-monetary (social benefits, various types of incentives).

Monetary benefits include:

− Payment of sick leave,

− Material aid,

− Supplement to pensions,

− Payments on the occasion of the birth of a child,

− Additional scholarships for students studying in higher and secondary educational institutions.

Non-monetary benefits include:

− Providing vouchers to holiday homes,

− Delivery to your place of work and home,

− Catering,

− Free use of mobile phones after hours,

− Free use of sports equipment,

− Discounts and benefits on the purchase of company goods,

− Organization of cultural recreation.

Improving working conditions, bringing them into line with the needs and abilities of workers, improving their qualifications helps to increase their creative attitude to work. Working conditions are an indicator of the level of social development of an enterprise.

Planning for the social development of an enterprise is a scientifically based determination of goals, task indicators (deadlines, rates,

proportions) taking into account the strategic interests of this enterprise. It must be carried out by administrative and public structures, and its implementation must be financed from the enterprise’s funds and special funds based on approved programs.

The main sections of an enterprise’s social development plan can be:

1. Education and qualifications,

2. Socio-cultural Events,

3. Scientific organization of labor,

4. Labor protection and production safety,

5. Conditions of treatment and rest,

6. Sanitary production conditions,

7. System of social benefits and payments,

8. Financial resources.

Planning for the social development of an enterprise must take into account such an important factor as the moral and psychological climate in the team. The content of this work is the selection of joint team members, taking into account the recommendations of the psychologist, the regulation of conflict situations, and the proper organization of management.

ANALYSIS OF THE USE OF MATERIAL RESOURCES AND THE STATUS OF THEIR RESERVES

The growth of production volumes and improvement of quality largely depends on the availability of material resources.

Timely receipt and efficient use of material resources ensures uninterrupted, rhythmic work, implementation of the plan and increased profits.

An unreasonable surplus can lead to a slowdown in the turnover of working capital, which worsens the financial condition of the enterprise.

In modern conditions, enterprises independently determine, based on the product production program:

− The amount of resources consumed,

− Their quality,

− Suppliers,

− Admission deadlines.

The analysis of an enterprise's supply of material resources begins with a comparison of the planned need for materials, taking into account their stocks at the beginning of the year, balances at the end, needs for repairs with data on actual receipts at the enterprise's warehouse.

One of the characteristics of material resources is the sources of coverage.

Coverage sources are divided into 2 groups: external and internal. External sources of coverage include material resources received from suppliers in accordance with concluded contracts, or resources at wholesale centers. Internal sources include the use of secondary raw materials and our own production of semi-finished products.

When determining the real need for the import of materials from outside, it is necessary to determine the total need for a certain type of materials, which is defined as the sum of the need for material resources for the production program, adjusted for changes in balances at the beginning and end of the year, plus the need for material resources for major repairs and other auxiliary services

The object of analysis is the completeness of supply, i.e. compliance with certain relationships between the most important types of material resources. Violation of supply completeness, as a rule, leads to violation of production deadlines and a decrease in production volume.

Many enterprises set standard inventory levels not only in days, but also in absolute terms.

The stock standard in absolute terms is defined as the product of the established stock standard in days by the planned volume of the average daily requirement for specific types of material resources.

The quality of material resources has a great influence on the volume of output.

Therefore, when analyzing the availability of material resources, you should check the quality of materials received during the reporting period, find out the reasons for the receipt of materials of reduced quality, and what measures were taken by the procurement department to obtain materials of adequate quality.

Sources of information analysis The provision of economic entities with material resources is based on the following data:

− Business plan,

− Operational, technical and accounting data,

− Analytical accounting information about receipts, expenses

And remnants of material resources,

The objectives of inventory accounting are:

1) Correct and timely documentation of all operations involving the procurement, receipt and release of materials;

2) Identification and reflection of costs associated with their procurement;

3) Obtaining reliable information about the balances and movement of materials in places of their storage, determining the level of supply of the enterprise with them;

4) Correct calculation and write-off of deviations in the direction of costs;

5) Control over the safety of material assets in places of their storage and at all stages of movement;

6) Constant monitoring of compliance with established production inventory standards;

7) Systematic control over the use of materials in production on the basis of reasonable standards for their consumption;

8) Control over technological waste and losses and their use;

9) Timely receipt of accurate information about the amount of savings or overexpenditure of material resources in comparison with established limits;

10) Systematic control over the identification of excess and unused materials, their implementation;

11) Analysis of the structure and dynamics of costs for the production of products (works, services);

12) Assessment of the level and dynamics of general and specific indicators of material consumption;

13) Monitoring the implementation of tasks for an average reduction in consumption rates of the most important types of material resources and saving material costs;

14) Analysis of data on the amount of waste materials generated during their production use, assessment of the effectiveness of possible ways to reduce waste;

15) Identification of unused on-farm reserves for reducing material costs and their impact on the volume of production (work, services). To successfully complete the assigned tasks, it is important to remember that reserves for saving material resources are available at all stages of their

movement: from the moment materials arrive at the enterprise until the finished product is released, and that at each stage the person responsible for their safety and rational use must be determined. Accordingly, at the procurement stage, control is exercised over the receipt of materials strictly in accordance with the concluded contracts; the size of transportation and procurement costs, as well as materials on the way. At the storage stage, savings can be achieved through the correct placement of inventories, as well as preventing shortages in the warehouse. The level of development of warehousing, the structure and procedure for storing, receiving and issuing material assets have a direct impact on the organization of material accounting.

A necessary condition for effective control over the state of material resources is: the presence at the enterprise of a sufficient number of warehouses equipped with weighing and measuring instruments, measuring containers and other devices, specialization of warehouses.

To ensure the complete safety of material resources and their correct accounting at this enterprise, in accordance with the law, persons responsible for the acceptance, release and write-off of materials (warehouse managers, forwarders) are approved for the correct and timely execution of these operations, as well as for the safety of entrusted them material values. Written agreements on financial liability are concluded with these persons in accordance with the established procedure.

An equally important and significant stage in the movement of material assets in an enterprise is their release into production and subsequent use. Here, control is established over compliance with the limit on the consumption of raw materials and materials; one of the sources of savings is the reduction of losses and waste during their processing. Thus, properly organized accounting and control over the use of material resources makes it possible to identify the internal reserves of an enterprise, contributes to the introduction of everything new and progressive into production and, therefore, is an important prerequisite for increasing production efficiency. A necessary condition for fulfilling production plans to reduce production costs, increase profits, and profitability is the complete and timely provision of the enterprise with raw materials of the required range and quality.

The level of supply of the enterprise with raw materials and materials is determined by comparing the actual quantity of purchased raw materials with their planned need. The quality of materials received from suppliers is also checked, their compliance with standards, technical specifications and contract conditions, and in cases of violation, claims are made to suppliers.

Great importance is attached to the implementation of the plan for the delivery of materials (rhythm). Violation of delivery deadlines leads to underfulfillment of the production and sales plan.

During the analysis process, the actual size of reserves of the most important types of raw materials and supplies is checked for compliance with the normative ones.

They also check the status of stocks of raw materials and materials to identify redundant and unnecessary ones. They can be established using warehouse accounting data by comparing income and expenses. If there is no consumption of any materials for a year or more, then they are classified as unusable and the total cost is calculated.

To characterize the efficiency of use of material resources, a system of general and specific indicators is used.

General indicators include:

− Profit per ruble of material costs,

− Material efficiency,

− Material consumption,

− The ratio of the growth rate of production volume and material costs,

− The share of material costs in the cost of production, the coefficient of material costs.

Profit per ruble of material costs is the most general indicator of the efficiency of use of material resources. It is determined by dividing the amount of profit received from the main activity by the amount of material costs.

Material productivity is determined by dividing the cost of manufactured products by the amount of material costs. This indicator characterizes the return of materials, i.e. how many products are produced for each ruble of material resources consumed (raw materials, materials, fuel, energy and

Material intensity of products - the ratio of the amount of material costs to the cost of manufactured products - shows how many material costs need to be produced or actually account for the production of a unit of product.

The ratio of the growth rate of production volume and material costs is determined by the ratio of the index of gross production to the index of material costs. It characterizes in relative terms the dynamics of material productivity and at the same time reveals the factors of its growth.

Share of material costs in production costs

is calculated by the ratio of the amount of material costs to the total cost of manufactured products. The dynamics of this indicator characterizes the change in the material intensity of products.

The material cost ratio is the ratio of the actual amount of material costs to the planned amount, recalculated to the actual volume of manufactured products. It shows how economically materials are used in the production process, and whether they are overused compared to established standards. If the coefficient

more than 1, then this indicates an overexpenditure of material resources for production, and vice versa, if less than 1, then material resources were used more economically.

In practice, general and specific indicators of the material intensity of products (works, services), as well as the specific material intensity of individual types of products in dynamics are calculated; these indicators make it possible to judge changes in material consumption or, in other words, changes (increase or decrease) in material costs for production of products as a whole , for individual groups and units of production, which is very important, since material costs in the structure of costs for the production of industrial products account for 3/4 of its cost. Particular indicators of material intensity are used to characterize the efficiency of using certain types of material resources (raw material intensity, metal intensity, fuel intensity, energy intensity, etc.), as well as to characterize the level of material intensity of individual products.

Specific material intensity can be calculated both in monetary terms (the ratio of the cost of all materials consumed per unit of product to its wholesale price), and in natural or conditionally natural terms (the ratio of the quantity or mass of material resources spent on the production of a type of product to the number of products produced for this type of product). species).

In the process of analysis, the actual level of efficiency indicators for the use of materials is compared with the planned one, their dynamics and reasons for change are studied, as well as the impact on the volume of production.

Reducing material consumption has a significant impact on the quality indicators of the enterprise (organization) cost, profit, profitability of products (works, services). Reducing material costs for production and increasing labor productivity lead to a decrease in production costs, and consequently, an increase in profits and production profitability. Thus, reducing material intensity determines the efficiency of using labor resources, fixed assets and working capital. From the above it follows that reducing the material intensity of products (works, services) is one of the main directions for increasing production efficiency. Reducing material consumption A number of factors contribute:

1) Structure of product output: growth in the number of knowledge-intensive industries compared to material-intensive ones (instrument making, radio engineering, etc.);

2) Improving the quality of raw materials allows reducing the need for raw materials and capital investments;

3) Increased labor productivity;

4) Expanding the specialization of production ensures a reduction in social costs for the use of certain types of materials;

5) Material incentives for savings at each workplace (bonuses for savings, etc.);

6) Use of achievements of scientific and technological progress, new technology and modern resource-saving technologies in the production of materials and final products (low-waste, non-waste technologies, etc.). One of the most important factors in increasing production efficiency is the rational use of material resources, which is more or less associated with all of the above factors.

The production of any type of product (work, service) is associated with the use of material resources. Material resources of a certain range and quality are the basis and necessary condition for implementing the program for the production and sale of products (works, services), and reducing costs. Integrated use of resources, their rational consumption, and the use of cheaper and more efficient materials are the most important areas for increasing production output and improving financial condition.

Updating the assortment and expanding production capabilities leads to an increase in the need for material resources. Economic entities consume a huge amount of material resources, different in types, brands, varieties, sizes.

The nomenclature and assortment of consumed material resources depend on the nomenclature and complexity of the products produced.

The nomenclature of materials makes it possible to correctly systematize and group calculations of the need for the same materials.

The growing need for material resources can be satisfied in extensive and intensive ways.

The extensive path of satisfaction in material resources involves the acquisition or production of more materials, which leads to an increase in specific material costs. However, production costs may decrease if production volume is increased or fixed costs are reduced.

An intensive way to meet the needs for material resources involves a more economical use of materials in the production process, which ensures a reduction in specific material costs and reduces the cost of production.

The extensive path provides for faster growth rates in the extractive industries in order to provide the manufacturing industries with the products of these industries at a sufficient level. However, further expansion of production cannot occur only on the basis of quantitative growth of production elements on the same technological basis, since this is associated with the constant involvement of additional funds and labor in the production process. In addition, the extensive way to increase the volume of production of material resources is limited by the natural possibilities of their extraction and use. It should be remembered that the reserves of raw materials are not limitless, many of their types are not reproducible, therefore only their economical, rational use in manufacturing industries can allow

avoid their acute shortage in the near future. It is this concept that underlies the intensive path of reproduction; it assumes, based on the use of qualitatively new achievements of technology and technology, a more complete use and economical use of existing reserves in the process of industrial consumption. Savings of material resources are expressed in an increase in the level of useful use, i.e. in a decrease in specific consumption compared to the level achieved in the previous period. Saving resources at an enterprise (organization) can be carried out in two directions:

1) Obtaining a positive difference between the standard (according to the calculated rate of material consumption for a given product) and the actual amount of resources consumed;

2) Reducing the standard consumption of materials. Reducing material intensity helps to reduce labor costs for manufacturing products, and, therefore, reduce their cost, which is the most important prerequisite for increasing production efficiency. Reducing the specific consumption of material resources contributes to an increase in on-farm savings. This is especially important in modern conditions, when profit is the main source of the formation of economic incentive funds. Thus, the rational use of material resources is the most important factor in reducing material consumption and the cost of products (works, services), increasing the profitability and profitability of production. But this is not the only way in which the impact of savings on the finances of an enterprise is manifested. The cost of material resources makes up the bulk of working capital. Accelerating their turnover is of great importance, because in this case, for every ruble of working capital, a larger volume of products is produced. A reduction in unit costs of materials already means an acceleration of turnover, and, in addition, the cash costs for the formation of inventories are reduced, the released working capital is used to expand production within a given enterprise, i.e., to increase production volume without attracting additional working capital. Consequently, the rational use of material resources has a positive effect on the entire set of production indicators. Therefore, in practice, it is important for any enterprise (organization) to observe the economy regime at all levels of production; it is necessary to focus on resource conservation. Organizational, economic and legal measures aimed at reducing material consumption and production costs are of exceptional importance.

Introduction

In a dynamically developing market economy, one of the key places is occupied by the problem of social development in the organization. Practice shows that in modern organizations social development is given secondary importance. Of course, social development is a rather complex process. It covers the entire complex of social factors. But, nevertheless, one of the most important tasks of a manager as a manager should be competent management of social development in the organization. This will unlock the social and labor potential of each employee and help the organization achieve its goal, become successful and competitive.

The relevance of my course work lies in the fact that today, in our country, steps are being taken towards solving the problem of social development. For example, the problem of social responsibility of business is often discussed. But in general, the Russian business community, including executives and managers of companies, has not yet fully realized the importance of developing the social environment. My task, as a future HR manager, is to offer my options for solving the problem of social development of personnel in the organization. Solving the problem of social development is the most important indicator of effective management not only of an organization in particular, but of the entire Russian society.

ObjectThis course work is a set of social processes in an organization.

Subjectresearch advocates social development in organizations

Targetresearch – to give recommendations for solving problems of social development in the organization under study.

Tasks research:

Study domestic and foreign experience in managing social development in an organization

Get acquainted with modern trends in social development in organizations in Russia and abroad

Determine indicators of social development

Determine the level of social development using the example of a specific organization

HypothesisThe research is that work efficiency is influenced to a greater extent by such indicators of social development as satisfaction with working conditions and social security, and to a lesser extent by the indicator of material remuneration for labor contribution.

The theoretical and methodological foundations of the study were:

management tutorialssocial development in organization and personnel management, websites dedicated to personnel management, dictionaries of management terms NTU and psychology, scientific data -statistical research on the topic of course work, works and articles by management theorists.

Research methodology:

1. Analysis of literature and documents

2. Questioning the organization's employees to identify the level of social development.

3. Calculation of coefficients of social development indicators

4. Conclusions from the study of social development in the organization. Recommendations for improving the situation and solving problems of social development

Chapter 1. Social development in an organization as an object of management

1.1. The essence of the concept of “social development in an organization” and indicators of social development.

“Social development is the necessary, directed, natural development of the social and labor sphere or its individual components - social and labor relations, social institutions, social communities, and so on, as a result of which quantitative and qualitative changes in the social and labor sphere occur.”

A high level of social development is the most important indicator of an organization’s effectiveness. “An organization is an association of people who jointly realize some common goal and act on the basis of certain principles and rules; it is an element of the social system, the object and subject of society. Being an independent subsystem of society, an organization has its own “face,” specific needs, interests, values, offers society the products of its activities and services, and also makes certain demands on society.” Thus, an organization is a complex system consisting of an internal and external environment.

The basis of the internal environment of the organization is social environment organizations. If an organization focuses only on technical and economic changes in the external environment, and does not respond to changes in the social environment, that is, does not develop socially, then such an organization dooms itself to self-destruction. “The social environment of an organization is a set of factors that determine the quality of working life of employees.” Social development in an organization should be aimed at developing such factors of the social environment as: social infrastructure of the organization; social and psychological climate of the team; working conditions and labor protection; social protection of workers; material and moral remuneration for labor; organization of non-working time and leisure. Since social development involves changes for the better in the social environment of the organization, the most important task of the HR manager is effective social management. By its purpose, social development management is aimed at employees of the organization not as staff members, but as individuals. In the modern period of development of society, the role of the individual in all spheres of life is significantly increasing. The individual becomes an active subject of new social relations, and therefore a subject of social planning at all levels, including at the level of organizations.

A feature of modern management is its focus not on achieving economic goals, but on the professional development and personal growth of employees, achieving synergy between the goals of the organization and the goals of employees, transforming the employee’s potential into a factor in the organization’s effectiveness.

The goal of social development management is constant qualitative improvement of the working conditions of the organization's employees. Satisfaction with working conditions and work itself is the key to the “health” of the social environment and labor productivity. Effectiveness of social development expresses the correspondence between the impact on personnel of the results of social activities, including the introduction of new social technologies, and the costs of material, financial and other resources for their implementation. In other words, if a specific social event contributed to the solution of specific social problems, it is socially effective.

When identifying the level of social development, two important indicators are used:

a) integral or general, by which it can be established whether the process and phenomenon under study in a given organization is lagging behind, ahead of, or at its level, after which measures are taken to enhance or stagnate the impact;

b) regulatory, on the basis of which compliance with scientifically based requirements is determined.

Social development of a team is a multidimensional concept that includes a number of indicators characterizing the conditions, nature and content of work, the structure of the team, incentives to work, satisfaction of the social, physical and spiritual needs of workers, the moral and psychological climate in the team, social activity and so on. It is worth noting that in modern management there are more than sixty indicators of social development in an organization. “The presence of such a large number of indicators does not allow us to give a generalized and objective assessment of the social development of the enterprise team, since with a relatively better value of some indicators there may be a relatively worse value of others.” Therefore, to fully assess the level of social development it is necessary to introduce integral indicator. The integral indicator is determined in seven stages.

To begin with, it is necessary to select and systematize individual indicators to assess the social development of the enterprise team. Since the variety of indicators can lead to difficulties in processing the results, they need to be systematized into groups based on homogeneity:

There are seven groups based on homogeneity:

1) conditions, nature and content of work;

2) team structure;

3) incentives to work;

4) satisfaction of social and everyday needs;

5) satisfaction of physical and spiritual needs;

6) moral and psychological climate in the team;

7)social activity.

At the second stage of identifying the integral indicator, it is necessary to highlight in each of these groups of indicators those that stimulate the social development of the enterprise team and those that slow down this process.

The values ​​of all indicators vary from 0 to 1. The closer the value of the indicator that stimulates the social development of the enterprise team is to 1, the higher the level of social development of the team. For indicators that inhibit the social development of the enterprise team, the opposite is true. If its value tends to 1, then the level of social development of the enterprise team decreases.

At the third stage, it is necessary to convert all indicators that inhibit the social development of the enterprise team into indicators that stimulate the social development of the enterprise team by finding the difference between one and the value of the indicator that inhibits the social development of the enterprise team. Thus, as a result of recalculation, the values ​​of all indicators should tend to 1, which will indicate a positive impact on the object.

The next stage of forming an integral indicator is ranking indicators and determining the relative importance of each indicator within its group. The significance of the indicators is assessed by experts.

At the fifth stage of determining the integral indicator for assessing the level of social development in the organization, the resulting indicator for each of the seven groups of indicators is determined. These values ​​are proposed to be determined as the sum of the products of the actual value of each indicator (an indicator that stimulates the social development of the enterprise team, an adjusted indicator that inhibits the social development of the enterprise team) by its correction factor.

At the next, sixth, stage, the significance of the influence of each group of indicators on the level of social development of the enterprise team is determined. To do this, using the method of expert assessments, seven resulting indicators are ranked and then their significance is determined.

At the last stage, an integral indicator is determined that characterizes the level of social development of the enterprise team. Its value is proposed to be determined as the sum of the products of the actual value of each resulting indicator for a separate group and its significance.

So, using an integral indicator to assess the level of social development of the enterprise team will allow you to: make a forecast of its social development; identify the main problems; develop and carry out the necessary activities for the social development of the team; establish the desired indicators of social development, and, ultimately, formulate the final plan for the desired social development of the organization’s staff.

1.2. Trends in social development in Russia. Problems of social development of organizations in modern Russian society

The importance of human resources and social development is growing throughout the world. And our country also feels the need to develop the social sphere of society.Meanwhile, in our country for a long timehistorical period of timethe social sphere was not a priority problem against the backdrop of macroeconomic, financial and institutional reforms.

The USSR laid down the basic principles of social activities of organizations. “The provision of social benefits in the USSR was carried out both in the idea of ​​distribution according to work depending on the results of work, and through public consumption funds, taking into account the degree of need of individual groups of the population. These funds covered the costs of education, healthcare, payment of pensions, scholarships and benefits, and other social goals. Funds for replenishing funds were distributed centrally from the state budget, to which enterprises contributed all profits.”

Already in the first stages of the development of socialist society, much was done to improve the cultural and living conditions of workers: new residential buildings were built, cultural centers and libraries were organized, and food supply departments were created at enterprises. Such a social policy aimed at meeting the needs of workers yielded results - an influx of workers into industry was ensured. And in 1976 - 1980. A methodology for drawing up plans for the social development of work collectives has already been developed.

But after the collapse of the USSR, the importance of creating a strong social infrastructure began to be forgotten. Very slowly, but the situation began to change in the second half of the 1990s. gg. In Russian business and politics, an understanding of the need for social development has begun to emerge. It turned out that the development of the social environment is not only an expensive undertaking, but a condition for achieving economic growth. In this regard, social reforms were carried out: education, pensions, labor relations. But, however, these reforms did not provide stable social development. And today there is a need to make changes in the social environment. "This need is caused by both increasing resource limitations and the need for modernization and updating of social technologies for a more successful way that meets the current and future needs of society.both solutions to social problems.”

It is known that the higher the level of GDP per capita, the greater the opportunities for social development. Thus, according to the IMF, in 2013 Russia was in 48th place among the countries of the world. Its GDP was $14,973.00. With such indicators, the impossibility of guaranteed social development becomes clear. In the modern situation, it is inappropriate to demand solutions to all social problems of society, but at the organizational level it is necessary to ensure that the primary needs of employees are met:Firstly it is necessary to pay wages on time that, pensions and benefits, necessary achieving compliance of the minimum material security of people with an acceptable standard of living.

Every year the Russian Government increases the allocation of funds for social needs in the budget, but this is only the beginning of a progressiveapproach to improving the living conditions of the population.

But social development should be based not only on state guarantees, but alsoon a certain self-sufficiency of organizations, enterprises, their initiative and self-organization in solving social problems. Management should be interested in ensuring the social development of work collectives. With the abandonment of centralization of power, the level of responsibility assigned to individual organizations for social development increases. Companiesit is necessary to master new mechanisms for solving social problems, including on the basis of social partnership.Today, there are two approaches to the problem of corporate social policy: supporters of the first believe that the organization should pursue, first of all, production and economic goals, and supporters of the second approach recognize that the organization must solve both economic and social problems arising in the process activities.

Among the problems in ensuring social development in an organization are:

Managers do not strive to create a productive atmosphere in the organization. Sharp differentiation of wages leads to social inequality, and, consequently, conflicts. Managers often forget that the overall success of an organization consists of the actions of all its employees and the requirements for the quality of work should be the same for all personnel. Remuneration should not be based on the individual contribution and productivity of an individual employee, but according to tariff rates.

Many organizations lack a system of non-material incentives, which hinders the creation of a social base.

The gradual decline in the influence of trade unions in resolving disputes between employees and employers is another problem caused by the dependence of trade unions on employers and imperfect laws in this area. Trade unions are often afraid to defend the interests of workers due to the threat of dismissal.

Another problem in modern organizations is the neglect of creating comfortable working conditions for employees. It doesn’t matter whether the employee has a workplace and whether it suits him, the main thing is that he works and brings profit to the company.

Also among the problems can be noted the neglect of the interests and goals of the employee. Management does not consider it necessary to pay attention to the psychological motivation of staff. Meanwhile, sociological research shows that the desire to work effectively among employees arises not only as a result of material incentives, but also in cases where the employee sees a close connection between personal interests and the work that he performs in the company.

In Russia, one can currently observe the uncertainty of the organization in choosing a management model. Most firms in Russia adhere to the American management model, which means centralization of power, strict control and, sometimes, a lack of social guarantees. In such firms, the employee is considered as labor and can perform functions that are not within his competence. Lack of stability and the opportunity to realize creative potential leads to a decrease in motivation and work efficiency.

Based on the above, it should be noted that, despite all the above problems in organizations, Russian management is taking steps to change the situation for the better. Currently, the management style of the 21st century is being introduced into management practice - participative-cooperative, or "complicit". Employees of organizations are increasingly involved in discussing and solving problems of the organization, and relationships of a single team based on trust and support are gradually formed. There is a change in the personnel management system from personnel service to human resource management. The employee's personality and needs become a priority for managers and executives.

So, despite some “stagnation” over a certain period of time, a new approach to social development and personnel management of an organization is gradually being formed in Russia. A new approach to personnel management requires solving two types of problems: the first is the study of people in the enterprise, the second is the development of an action program aimed at best meeting the needs of an individual employee.

1.3. Main trends in social development in foreign countries

Social development in an organization largely depends on the management model that the organization has chosen. It sets the vector of social and economic development in the company. The Russian management model is just in its infancy and began to develop much later than the American, Japanese and European models.

Previously, critical assessments of the theory and practice of foreign management prevailed in the Russian literature on management. But with the expansion of ties with foreign companies, it became clear that borrowing more rational and constructive elements of management ensures higher production efficiency and expanded development opportunities for the organization.

In world practice, there are three different management models: American, Japanese, Western European.

So, in order to understand the main trends in social development in foreign countries, let’s consider the role of social development in the above management models.

The essence American model management lies in the initial belief that the goal of any organization should be to make a profit. The company is considered as a closed system. With this approach, goals and objectives are considered given and stable over a long period of time; the basis of the strategy is continuous growth and deepening the specialization of production; the organizational structure is built on a functional principle (with a clear division of the management apparatus into services); Control of all types of activities and strict implementation by management personnel of instructions from above are of decisive importance. This approach does not provide employees with any stability or social guarantees: employees are hired for a relatively short time; fast, but not guaranteed promotion up the career ladder; promoting the professional development of employees, but not their personal potential; selective attitude towards the employee as such - it all depends on the length of service and experience in a given company; The power distance is very high - the management apparatus does not guarantee help and support for the employee. The features of the American model may be advantages for the organization itself, but disadvantages for its social environment. For example, individual decision-making speeds up the strategic management process, but does not take into account the interests of the organization's employees, and, therefore, the organization's goals may not coincide with the goals of the employees, which leads to a decrease in motivation and work efficiency.

Japanese control type aims not only at the economic development of the organization, but also at its social development. The organization is considered as an integral system.A system of lifetime employment and promotion depending on length of service and age, organization of group work, remuneration based on age, contribution to the rationalization and quality of the process, continuous training systems mainly in production are the main characteristics of this management model. Japanese managers regard personnel as the main value of the organization. Stability, guaranteed development of the potential of each employee, collectivism, moral encouragement and an atmosphere of creativity and cooperation, the formation of a strong organizational culture - these are the main values ​​of the Japanese management model. As for wages, the distribution of financial resources in the organization occurs in favor of the employee. In addition to the base rate, Japanese workers are paid allowances, bonuses, and bonuses, paid not only monthly, but also based on performance for each half-year. This includes payment for overtime work, an allowance for increasing productivity and quality of work, various types of bonuses, the amount of which depends on the results of the company as a whole, as well as one-time benefits issued when leaving retiring. There is also a system of social benefits: this includes allowances for family support, travel to work, rent, medical care, social insurance, etc. The amount of such allowances can be up to 40% of the total wage fund.

In general, Japanese management is distinguished by increased attention to social development and improvement of social relations in the organization.

The Western management model began to develop in the post-war period. The British are at the origins of the European management model, although the role of other Western European countries in this matter cannot be diminished either. For example, in Germany the concept of an administrative worker such as an “ideal type” or “bureaucrat” was first introduced. It should be noted that the European type of governance differs from the American one to a minor extent, since America and Europe have never been isolated from the outside world. But unlike the American model, in Western European management more attention is paid to social development and protection of employee rights. Particular emphasis is placed on studying the behavioral reactions of employees. It is not just a worker who is considered, but a “social person.” European managers first introduced the concept of “social partnership”. "Social partnership in the sphere of labor is a system of relationships between employees (employee representatives), employers (employer representatives), government bodies, local governments, aimed at ensuring coordination of the interests of workers and employers on the regulation of labor relations and other relations directly related to them.” .

So, we have looked at the main management models. But management development does not stand still. The processes taking place in management in recent years are called "managerial revolution", its beginning coincided with the entry of a developed society into the information stage. Traditional management models are being replaced by informal direction, which is also called marketing, individualistic, informational.

The essence of this model is the symbiosis of the Eastern and European management models. Its features are that:

· The emphasis is on a self-realizing person (as opposed to an economic person and a social person);

· A company is viewed as a living organism consisting of people united by common values. The company is a flexible open system

· The company must be characterized by constant renewal, aimed at adapting to external factors, the main one of which is the consumer.

· Recognition by senior managers that a firm's business competence and competitive advantage are determined and ensured by the professionalism, initiative and dedication of its employees

· The management system is based on the business qualities of employees as assets of the company, their initiative, independence, expansion of responsibilities and rights, collective development and decision-making, permanent employment guaranteed by an employment contract, and general responsibility for the results of corporate activities.

A new approach to human resource and organization management is being formed, where special attention is paid to the social development of personnel

Chapter 2. Study of social development in the organization

2.1.Characteristics of the organization

Structural unit of general education “On Rubtsovskaya” GBOU secondary school No. 2105 (before the reorganization of GBOU secondary school No. 1204).The school is a general educational institution that implements programs of primary general education, basic general education, secondary (complete) general education and additional education.

The biography of school No. 1204 dates back to 1939. Since 1985, our school has been headed by director Lyudmila Yuryevna Slivkina, Honored Teacher of the Russian Federation, “Excellence in Public Education of the Russian Federation.” Currently, GBOU Secondary School No. 1204 is located in the Basmanny district of the Central Administrative District of Moscow in 2 school buildings: a four-story standard building where middle and senior students study and a two-story building of a former kindergarten where elementary school classes are held. The design capacity of the school is 500 places, the actual number of students is 420, 18 classes. The school has 44 classrooms, of which 11 classrooms are in elementary schools, and 23 are in middle and high schools. The average class size is 25 people. Training sessions take place in subject rooms equipped with furniture that meets hygienic standards. School 1204 has created all the conditions for students to achieve both basic education and in-depth study of foreign languages: English, German and French.

School management is carried out in a differentiated manner based on the distribution of functions and powers. The school administration is developing a school development strategy. Tactical management bodies are the Methodological Council and methodological associations of teachers.

Improving the quality of educational indicators at school became possible as a result of the use of the latest pedagogical technologies. For express analysis of the state of knowledge acquisition, test tasks are used. Among innovative technologies, the so-called tourbion technology has become widely used. In order to develop a humanitarian type of thinking, teachers use intersubjective dialogue technology.

In the 2012-2014 academic year, 52 people worked at the school. Of these, teaching staff - 38 people (3 part-time); young specialists – 2 people; teachers of the II qualification category – 11 people; teachers of the first qualification category – 7 people; teachers of the highest qualification category - 17 people

The ideal of the school is a school that is humanistically oriented, developing and evolving. The school is currently in development mode. School leaders and teaching staff understand the problems of modernizing education; a unified methodological field is being formed at school; the activities of the teaching staff are focused on the development of the student’s personality, the quality of education and upbringing; a high level of intra-school culture is constantly maintained; a non-age after-school educational space has been created and is actively functioning, connected by common goals; pedagogically appropriate, democratic student self-government is organized.

2.2.Structure of the research program

Research hypothesis : work efficiency is influenced to a greater extent by such indicators of social development as satisfaction with working conditions and social security, and to a lesser extent by the indicator of material remuneration for labor contribution.

Purpose of the study : give recommendations for solving problems of social development in the organization.

Research objectives :

1. Explore the impact of social development indicators on work efficiency

2. Summarize the results of a study of social development in an organization

3. Develop recommendations for solving problems of social development in the organization

Research base:

The research work was carried out in 2014 at the State Budgetary Educational Institution Secondary School No. 2105 by the teaching staff.

Sample:

To study the level of social development and the influence of its indicators on labor efficiency, 3 young specialists (from 20 to 30 years old) and 9 secondary school teachers were interviewed: 3 people aged from 30 to 45 years, 6 people aged from 45 to 60 years.

According to gender distribution, the majority of the sample were women - 10 people. (83%)

Research methods:

Introductory conversation usually carried out before starting work. Its purpose is to find out whether students correctly understood the meaning of the work ahead. We use this type of conversation before conducting a survey.

Questionnaire method - a methodological tool for obtaining primary sociological and socio-psychological information, formalized in the form of a set of questions logically related to the central task of the study.

As part of this research work, a group survey was conducted.

Contents of the questionnaire : The questionnaire consists of a greeting, a passport, instructions for filling out, basic questions (See Appendix)

2.3.Analysis of the results of a survey of the organization’s employees

1. Please rate the effectiveness of your work?

None of the surveyed respondents rated their work efficiency as 1, 2, or 3 points.

2 people (16.6%) rated their effectiveness as 4 points

10 people (83.3%) rated their effectiveness as 5 points

Total, average work efficiency among surveyed respondents - 4.83 points

Since the average score is close to 5, we can conclude that the efficiency of the school is high, therefore, the quality of education is also at a high level. Since the effectiveness of work largely depends on the successful implementation of measures for the social development of the social environment, then, consequently, the social policy of the organization is optimal for the given social environment.

2. Rate the following indicators of social development in the organization:

Based on the results of the analysis of satisfaction with the indicators of social development in the organization, it can be argued that the organization has a high level of social protection of employees. The majority of employees are also highly satisfied with the social and cultural events held in the organization. School teachers are least satisfied with the number of social benefits and payments to teachers. Respondents rate working conditions as Fine, but material rewards in the organization do not fully satisfy the needs of employees. This suggests that school teachers show very good labor efficiency with unsatisfactory wages, satisfactory working conditions and a high level of social security.

13. To the question “Are you satisfied with the activities to improve social development in your organization?”

2 respondents answered “no” (16.6%)

3 respondents found it difficult to answer (25%)

7 respondents are completely satisfied with measures to improve social development in the organization (58.3%)

Based on the results of the analysis of the answers to the question, we can conclude that most of the teaching staff are satisfied with the social policy of the organization, which, represented by the school administration, is taking measures to improve the social development of the teaching community.

14. To the question “Would you like to change your job? Why?"

Not satisfied with the level of wages;

Don’t like the team, the social and psychological climate in the team

15. To the question “What activities, in your opinion, can be carried out to improve the social development of your organization?” The following answers were given:

Reimbursement of costs for the purchase of additional educational literature and teaching materials, office supplies

Increase bonuses and wages

Purchase new technical equipment for some classes

Carrying out activities to create a favorable social and psychological climate (trainings on team building, etc.)

Based on these answers, it is possible to determine the current needs of personnel that must be taken into account when drawing up plans for the social development of the social environment.

2.4.Calculation of social development indicators using formulas

In order to fully have an idea of ​​the state of the organization’s social environment and the level of social development, it is necessary to calculate:

· coefficient of improvement of qualifications,

· personnel stability coefficient,

· wage ratio,

· working conditions coefficient

So, the qualification improvement coefficient is calculated using the formula:

To p.k. = N k. / N,

where N k. – number of qualified teaching staff

N – total number of teaching staff

To p.k. = 35 / 38 = 0.92

Since the resulting coefficient is as close as possible to the ideal coefficient for advanced training (equal to 1), we can conclude:

The organization under study has a high level of teacher qualifications. The school management is interested in developing the potential and competencies of each employee. For this purpose, school teachers are regularly (once every 5 years) sent to free advanced training courses. Highly qualified teaching staff is the key to quality education.

The personnel stability coefficient is calculated using the formula:

To stabil. =Nc/N,

where N c – number of employees with 5 or more years of experience

N – total number of personnel

For the organization under study, this coefficient is equal to:

To stabil. = 42 / 52 = 0.8

Since the obtained coefficient is also close to the ideal state, we can conclude that the school has a low level of staff turnover. All employees show a high level of commitment and loyalty to the organization. The organization can provide employees with stability and social guarantees.

Calculation formula for the pay ratio and labor discipline:

To salary = Z org. / Z reg. ,

where Z reg. – average monthly salary of teachers in the region

Zorg – average monthly salary of a teacher in an organization

For a school, this coefficient is 1.2:

To salary = 69/70 = 0.99

The calculated coefficient suggests that the average monthly salary of a teacher in school No. 2105 is slightly less than the average monthly salary of a teacher in Moscow. But it should be noted that wages are not the only material reward in an organization. For the conscientious performance of their official duties in the organization, various bonuses and incentive payments are regularly paid.

Working Conditions Factor:

To comp. = M a. / M o. ,

Where is M a. – the number of jobs in the organization that meet sanitary and hygienic conditions

Mo. – total number of jobs

For the organization under study, this coefficient is equal to:

To comp. = 500 / 500 = 1

The last calculated coefficient is 1, which indicates its ideal condition. According to the results of the SanPiN study in 2013–2014, in school No. 2105, all premises met sanitary and hygienic standards.

The school's provision of sanitary and household facilities is also at a high level: the school is fully equipped with dressing rooms (separately for students and teachers), restrooms, showers (2 rooms), drinking water supply devices (there are coolers in each office). All rooms are heated during the cold season.

The ratio of the salaries of the head (school director) and staff (teachers):

K s. = K p. / K r. ,

Where Kp is the average salary of staff (teachers)

K r. – average salary of the head of the organization

K s. = 69 / 150 = 0.46

So, the income gap between the manager and the staff is 0.46. This suggests that there is a gap between the salaries of school principals and teachers, but it is not strong. Consequently, the social policy of the organization is aimed at reducing the differentiation in wages for managers and employees of the institution. In the same time, The system of remuneration for employees of institutions ensures differentiation of remuneration for workers performing work of varying complexity.

Conclusion

Having analyzed the data obtained during the study, we can conclude: in school No. 2105, social development is at a fairly high level. All physiological, social and psychological needs of employees are met.

In addition, we can talk about partial confirmation my working hypothesis: the study showed that this organization has high levels of labor efficiency with satisfactory working conditions and social protection. But the level of material rewards does not fully satisfy the needs of the organization’s employees. This suggests that, despite unsatisfactory remuneration indicators, employees demonstrate high labor efficiency. Consequently, the determining indicators that influence labor efficiency in an organization are comfortable working conditions and the provision of social guarantees. This hypothesis was confirmed. But it should also be taken into account that labor efficiency is not an inert indicator; it changes over time. And it can be assumed that if the level of material rewards does not satisfy the requirements of some employees in the future, then labor efficiency may decrease: there will be staff turnover and a decrease in motivation.

The practical significance of the research conducted at school No. 2105 lies in the fact that the data obtained during the work made it possible to identify some shortcomings in the existing system of social development and determine the desired state of the social environment.

On my part, to improve the situation, the social development service represented by the school administration can give a number of recommendations:

More often apply socio-psychological methods that contribute to the development of skills of effective mutual understanding and interaction among team members. It is important to develop in each employee a sense of loyalty and respect for the achievements of others. This will improve the social and psychological atmosphere and reduce the number of conflicts.

Ensure voluntary attendance by employees of not only advanced training courses, but also courses on personal growth, development of leadership qualities, and introduction of innovations into the educational process

Pay more attention to personnel selection. If a school needs personnel, it is necessary to take into account not only the candidate’s education, but also his personal characteristics (temperament, character, motivation)

During the analysis of school documents devoted to social planning, I noticed the following trend - most management actions are aimed at the social development of the student body, and in the meantime, there are fewer measures to improve the social development of the teaching staff. It is necessary to separately develop an action plan for the social development of teaching and working personnel.

It is also necessary to allocate funds from the school budget for the purchase of new technical equipment for teachers in need and provide instruction on the use of new technologies in teaching. This can improve the efficiency and quality of education.

It is necessary to allocate funds from the school budget to cover the costs of additional methodological literature, stationery, etc.

Since the work of teachers is associated with stress, it is necessary to organize psychological support

So, in the organization studied, a good level of all indicators of social development was noted. But the study also revealed shortcomings in managing the social environment. Taking into account the recommendations given in this chapter, the school administration will be able to qualitatively improve the educational process and working conditions of school staff.

Conclusion

The development of the social environment of an organization is an indispensable object of personnel management. The social environment of the organization is formed by the personnel themselves with their characteristics and everything related to their work activities. At the present stage of society, the success of any organization depends on the efficiency and productivity of workers employed in production. But these indicators depend on how satisfied their personal and work needs are. Social development management, as a specific type of management, is aimed at meeting the needs of the organization’s employees, improving their working conditions, labor protection and providing employees with guarantees of social security. This is an organizational mechanism for a pre-planned and comprehensive impact on the social environment of the organization.

Having conducted a study of the influence of social development on the effectiveness of work at school No. 2105, I was convinced in practice that social development is a complex multidimensional process necessary for the well-being of the organization. The study revealed the level of social development in the organization and its determining indicators. Some shortcomings of the organization’s internal social policy were also identified and analyzed, which must be taken into account in future social planning.

Bibliography

1. Bogdan N.N., Masilova M.G.Managing the social development of an organization (theory and practice): a textbook. – Vladivostok: Publishing house VGUES, 2009

2. Grigorieva N.N. Management of social development of an organization. Training course. Moscow Institute of Economics, Management and Law, 2010. - 256 p.

3. Zakharov N.L., Kuznetsov A.L. Managing the social development of an organization : Textbook.-. M.: publishing house "Infra-M", 2006 - 263 pp.

4. Organizational personnel management: Textbook/P od ed. Kibanova A.Ya ., M.:4th ed., add. and processed - M.: INFRA – M, 2010. - 695 p.

5. Lavrentyeva I.P., Kuznetsov V.V., Grigoriev V.V. Social policy and management in the social sphere: textbook. - Ulyanovsk: UlSTU, 2009

6. Pshenichnaya E.N. Determination of an integral indicator for assessing the level of social development of the enterprise team / E.N. Pshenichnaya // Scientific and technical collection No. 75.

7. Electronic resource. Access mode: http://www.kellyservices.ru/RU/About-Us/News/08102012/

The social structure of an enterprise's team is an important characteristic of its social development and represents the relationship between various social groups and layers in the workforce. It is determined by various factors and depends on the organizational and legal form of the enterprise, management structure, level of professional qualifications and wages of employees, as well as their age and gender structure. The social structure is particularly influenced by the moral and psychological climate in the team, which is determined by the presence of people with different temperaments and characters, different target personal orientations and motivations. In general, the social structure of the enterprise team is shown in Table. 5.1.

The health of workers, the level of their knowledge, culture, experience, abilities, and level of professionalism are reflected in the results of work and are important characteristics of the social development of the enterprise and the social activity of the workforce.

Social structure of the enterprise team

The main indicators for assessing the social development of an enterprise are listed below.

1. Indicators of working conditions and health protection:

Injury rate = Number of injuries / Average number of employees;

2.

Level of occupational diseases = Number of occupational diseases / Average number of employees;

Temporary disability level = Days of disability / Average number of employees.

2. Indicators of cultural and social conditions:

Level of housing provision = Number of people provided with housing /

Average number of employees;

Turnover period of the queue for housing = Average annual number of people on the waiting list / Number of apartments provided.

3. General indicators of social stability and activity:

Level of personnel stability = Number of dismissed / Average number of actual employees;

Level of education = Number of people with education / Average number of employees;

Level of professional training = Number of employees,

those improving their qualifications / Average number of employees

workers.

Next, we will briefly list the following groups of indicators for assessing social development, since they are used mainly in large organizations (factories, factories, holdings, production associations and concerns).

• 4. Working conditions indicators(working regime and production conditions).
• 5. Level of education and qualifications.
• 6. Indicators of the state of the production environment.

The integral indicator of the results of social development of an enterprise can be defined as the ratio of the sum of indicator values ​​to their number.

At the enterprise level, improving labor relations involves a sociological analysis of the factors that determine the attitude of employees to work. Methods for collecting empirical data about the socio-psychological climate in the enterprise team are surveys, experiments, observations, and study of documents.

Working conditions and its organization have a decisive influence on the attitude of workers towards work. These characteristics include: operating mode; presence of breaks and their duration; illumination of workplaces, availability of necessary office equipment, computer equipment, air conditioners, and other workplace equipment; the presence of canteens, buffets and the level of service in them; level of medical care; availability and equipment of recreation areas, etc. Elements of social infrastructure indirectly affect working conditions: living conditions, place of residence of workers, development of transport networks. Social factors correlate with production factors, including: wage levels, production independence, the ability to influence decisions regarding the labor process, relationships in the workforce, leadership style, etc. Improving working conditions, bringing them into line with the needs and abilities of workers, Improving their qualifications contributes to a creative attitude towards work. Working conditions are an indicator of the level of social development of an enterprise.

Significant internal social characteristics include features of managerial work. These features are determined both by the nature of the activities of the management apparatus, and by the tasks that it is called upon to perform, and by the content of managerial work. The subject of managerial work, which belongs to the category of mental work, is information processing processes. The working conditions of engineers are characterized by the layout of office premises and employee workplaces, the workday routine, and meeting schedules. Important areas of labor organization are: improving the forms of division and cooperation of labor among management workers, rationing management work, using effective work methods, planning the working day, improving the organization of workplaces and working conditions. Of great importance for the scientific organization of work of administrative and managerial personnel is the optimal organization of workplaces, equipping them with the necessary office equipment and computer technologies.

The development of market relations and the expansion of independence of labor collectives increase the importance of social benefits and payments, the share of which is constantly growing in the total income of the employee. If previously, when finding a job, employees first of all paid attention to the amount of wages, now they must also take into account what types of social assistance the company can provide. These benefits and payments are no longer temporary. They are becoming an important and necessary condition for maintaining stability and increasing the standard of living of workers and members of their families. This type of income, as well as wages and dividends, directly depends on the performance of each employee and the enterprise as a whole, since its source, as a rule, is the profit received from business activities. Consequently, as participants in the system of social benefits and payments, employees are interested in the final results of the enterprise.

A developed system of social benefits and payments should contribute to:

• 1) attracting qualified specialists;
• 2) maintaining groups of qualified specialists for the required period;
• 3) maintaining the company’s competitiveness in the labor market by offering employees more favorable forms of incentives than in other companies;
• 4) stimulation of productive labor.

Social benefits can be monetary (in monetary terms) and non-monetary (social benefits, some types of benefits from the compensation package, various types of incentives, etc.). Vtab. 5.2 provides a list of monetary and non-monetary social benefits.

There are many ways of social support and they are varied. Currently, most enterprises are trying to attract specialists with various social payments and benefits in order to develop a motivation system.

Planning for the social development of an enterprise is a scientifically based determination of goals, indicators and tasks (deadlines, rates, proportions) taking into account the strategic interests of this enterprise. It must be carried out by administrative and public structures, and its implementation must be financed from the enterprise budget and special funds on the basis of approved programs and regulations. Planning for the social development of an enterprise is indicative and recommendatory in nature.

Table 5.2

System of social benefits provided at the expense of the enterprise

The main methods for developing a social development plan for an enterprise are:

• expert(based on the involvement of highly qualified specialists and experts to systematize and form public opinion);
• analytical(includes a systematic, comprehensive analysis of individual constituent elements);
• normative(built on the development of social standards);
• simulation modeling(based on simulation modeling of possible results);
• logic modeling(includes systematization of various analogies, development of scenarios, construction of a tree of goals and a tree of resources);
• program-targeted(implemented through the development of a specific program for a chosen goal).

The main sections of an enterprise’s social development plan can be:

• 1) education and qualifications;
• 2) socio-cultural events;
• 3) scientific organization of labor;
• 4) labor protection and production safety;
• 5) conditions of treatment and rest;
• 6) sanitary conditions of production;
• 7) financial resources.

Planning for the social development of an enterprise must take into account such an important factor as the moral and psychological climate in the team. This can be achieved as a result of certain work, including the selection of compatible team members taking into account the recommendations of a psychologist, conflict management, and proper management organization.

In general, the management of social development is based on a program-target approach, within the framework of which individual management blocks are determined (scientific and analytical, regulatory, organizational and managerial). For each control block, specific goals are developed, which are implemented through special control actions. The management process is carried out by specific management subjects. The management structure that ensures normal social development of the enterprise is shown in Table. 5.3.

Table 5.3

Structure of management of social development of the enterprise _

Assessing the effectiveness of social development planning of an enterprise can be carried out by diagnosing the implementation of individual sections and indicative indicators of the social development plan.

The social structure of an organization is an important characteristic of its development and represents the relationship between various social groups in the workforce. It is determined by many factors, which include the organizational and legal form, management structure, level of qualifications and wages of workers, their gender and age structure, etc. The psychological climate, determined by the presence of people with different temperaments and characters, has a significant impact on the social subsystem.

The health of workers (both physical and spiritual), skill level, presence or absence of experience are reflected in the results of work.

To assess the social development of an organization, theory and practice have developed the groups of indicators described above.

A comprehensive assessment of the effectiveness of social development planning of an organization can be carried out by diagnosing the implementation of individual sections and indicative indicators of the social development plan.