Course work|Sociology

Coursework Management as a professional activity

Authorship: Infostore

Year: 2013 | Pages: 43

Price: 20
Buy
Introduction
2 Professionalism as an integral part of effective management. Issues of professionalism in the management of
3 Study of the problem of professionalism in management on the example of the SKC of Krymsk
Conclusion
List of sources
The application And the Program of sociological research
Appendix B Interview form
Appendix To The Transcript Of the interview
Over the past decade, radical socio-economic changes have taken place in our country, which have dramatically increased the relevance of training highly qualified managerial personnel. Traditionally, professionalism is characterized by the completeness and level of mastery of professional knowledge, skills, principles of professional ethics; opportunities for their creative application and retransmission, both in their professional environment and among representatives of other professional communities.
Degree of scientific development. Problems of professionalism in management activity were considered by a number of such researchers as E. L. Aronov, V. M. Bautin, N. M. Baykov, D. A. Belukhin, A.V. Buran, Yu.G. Volkov, J. M. Ivantsevich and A. A. Lyubanov, V. G. Ignatov and V. K. Belolipetsky, E. A. Klimov, E. A. and A. E. Kapitonov, G. Kopylova, L. A. Papulov, N. P. Pishchulin, V. A. Polyakov, Yu.P. Povarenkov, A.V. Ponedelkov, V. V. Putilin, S. R. Rizaev, A. L. Sventsitsky, V. Stolyarov, R. E. Tikhonov, A. I. Turchinov, B. L. Khelmitsky, etc. Among foreign researchers, we can name such as E. Beich, D. Meister, Jim.
The fundamental basis of defining the essence of professionalism of the managers and demands, are reflected in the works dedicated to production management and business analysis experience gained in Russia and in foreign countries, In particular, can be called the work of such national experts, as L. P. Arskaya, V. R. Waskin, Asgarov V. G. and V. V. Repin, A. Isaenko, V. I. a great contribution to the study of these problems has made such foreign scientists as M. Armstrong, P. Vale, M. Woodcote, D. Francis, P. Drucker, W. Duncan, T. Peters and R. Waterman, G. Simon, D. Selburg, A. Fayolle, G. Emerson, Lee Iacocca.
Object-management as a professional activity.
The subject is the problem of professionalism in management.
The goal is to study the problem of professionalism in management.
Tasks:
- consider conceptual approaches to management as a type of activity;
- define the concept of professionalism;
- on the basis of the study to identify the main problem of professionalism in management.
Hypothesis-the problem of professionalism is that the effectiveness of management, first of all, depends on the competence of specialists.

1 Conceptual approaches to management as an activity
Management is a function of biological, social, and technical organizational systems that ensures the preservation of their structure and supports a certain mode of activity.
From this definition, it can be seen that there are three classes of management: in inanimate nature (technical systems); in organisms (biological systems); in society (social systems).
Management in technical systems - this is the management of production and technical processes, mechanisms, machine systems-is studied mainly by technical sciences. Management of processes occurring in wildlife and related to the vital activity of organisms refers to the management of biological systems. Their study is mainly engaged in natural sciences.
Management in social systems is the management of people. It covers the impact on the activities of people united in groups, collectives with their different interests. This is the most difficult area of management. It is an object of study of social (social) sciences. In the process of production, distribution and consumption of material goods, people are united in various organizational forms, i.e. socio-economic systems.
Social management is a property inherent in human society. It affects society in order to regulate it, preserve its qualitative specificity, improve and develop it, and is determined by the social nature of work, as well as the need for people to communicate in the process of work and life. The emergence of management as a special type of social activity is primarily due to the emergence and development of the division of labor, which specialized the work of producers and collectives.
The joint work of many individuals in interaction with each other in one or related production processes has formed one of the forms of social division of labor – cooperation. At the same time, the connection and unity of the overall work process are provided by one control function, which affects the entire team of employees. Therefore, management is inherent in all social work. The larger the scale, the greater the role of management.
Thus, management in social systems can be considered in a broad sense as management in any organization of people, regardless of the goals of their activities. Management of the state, region, army, church, library, hospital, national security, non-entrepreneurial corporation, entrepreneurial corporation, etc. In all these organizations, management can be considered as a purposeful activity that allows them to perform specific functions. However, in this general mass there are organizations whose specific functions are aimed at making a profit. These are industrial organizations, banks, insurance and trust companies, investment structures, travel agencies, hotels, transport companies, etc., the purpose of which is to make a profit. Management in these organizations is called management. This is a special type of management activity, which will be discussed below.
With the growth of production and the development of economic relations in society, management has continuously become more complex. However, until the era of the development of market relations, management functions remained more or less universal. Production management was carried out by the owner of the means of production and a small group of his specially trusted environment. But in the process of concentration of capital, new organizational forms of social production arise in the form of large enterprises, trusts, and concerns. This led to the expansion and differentiation of the management function into separate types of managerial work. There were hundreds and thousands of people performing managerial functions. With the development of market relations, management became an activity that included both the sphere of material production and the sphere of spiritual life. Thanks to such an effectively functioning market system, the economy is flexible and able to meet the diverse needs of people, ensuring effective management of the economy.
As an object of management in general, various organizational forms of social production act: industries, associations, joint-stock companies, enterprises, individual labor activities or organizations whose purpose is to perform certain functions.
A developed economy necessitates the distribution of social labor in certain proportions. Each sphere or branch of production, being an integral part of a single national economy, at the same time represents an independent complex. Therefore, production management is a conscious, systematic activity to organize the functioning of various spheres, industries and enterprises of social production.
Each enterprise and industry has its own specific features of internal economic relations, they must be taken into account, but the management should be based on general laws that reflect the essence of the market economy, where production is subject to the needs and interests of consumers.
The market economy has developed an extensive system of financial methods for preliminary diagnosis and possible protection of the enterprise from bankruptcy, which has received the name "crisis management" abroad, and in the domestic literature - anti-crisis management systems. The essence of this system is that the crisis is diagnosed at the early stages of its occurrence, which allows you to put in place special protection mechanisms in a timely manner or justify the need for certain reorganization procedures. If these mechanisms and procedures, due to their untimely or insufficiently effective implementation, did not lead to the recovery of the enterprise, it faces the need to voluntarily or forcibly terminate its economic activities and start liquidation procedures. The crisis state can be caused by various reasons that lead to the loss of the enterprise's solvency and financial stability. The main goal of crisis management is to restore the financial balance of the enterprise and minimize the size of the decline in its market value caused by financial crises. In the process of implementing its main goal, anti-crisis management of the enterprise is aimed at solving the following main tasks: Timely diagnosis of the pre-crisis state of the enterprise and taking the necessary preventive measures to prevent the crisis. This task is implemented by constantly monitoring the financial condition of the enterprise and the factors of the external financial environment that have the most significant impact on the results of operations. Diagnosis of the pre-crisis state of the enterprise based on the results of such monitoring in many cases allows you to avoid the crisis by implementing preventive protective measures or, at least, significantly mitigate the nature of its subsequent course. The adoption of preventive measures to prevent the crisis of the enterprise is the most economical direction of anti-crisis management, which provides the greatest effect (in the form of reducing upcoming losses) per unit of financial resources spent for this purpose.
1. Averin, A. N. Social policy and training of managerial personnel. Moscow: Dashkov & Co. 2004. 318 p.
2. Alekseyenok, A. A. Social management. Training manual. Orel: ORAGS Publishing House, 2007. 80 p.
3. Andreeva, I. V., Spivak, V. A. Organizational behavior. 2008. 327 p.
4. Anurina, T. M., Plakhova L. V. Fundamentals of management. Moscow: KRONUS, 2007. 496 p.
5. Vesnin, V. R. Management for all. Moscow: Yurist, 2007. 219 p.
6. Derkach, A. A. Technology of effective professional activity. M., 2007. 398 p.
7. Kermalli, S. Tools of an effective manager: 100 key terms, models and concepts of modern management: Per. s engl. M.: Dobraya kniga, 2008. 271 p.
8. Krichevsky, R. L. If you are a leader. Moscow: 2007. 169 p.
9. Komarova E. I., Voitenko G. O. Management of social work: Textbook for students. Moscow: VLADOS, 2008. 361 p.
10. Urbanovich, A. A. Psychology of management. Moscow, 2007. 432 p.
11. Fomin, Yu. A. Psychology of business communication. Minsk.: Amalfeya, 2007. 129 p.
12. Chichkanov, A.V. Social relations in modern Russian society. Moscow: RAGS Publishing House, 2009, 218 p.
13. Armstrong M. Strategic management of human resources. Moscow, INFRA-M, 2002. 321 p.
14. Druzhilov S. A. Psychology of professionalism of the subject of labor: an integrative approach / / Yearbook of the Russian Psychological Society: Materials of the 3rd All-Russian Congress of Psychologists: in 8 vols. St. Petersburg: Publishing House of St. Petersburg State University, 2003. 42-57 p.
15. Markov V. N. Personal and professional potential of personnel. Dissertation. doctor. psychologist, science. RAGS, 2004.
16. Meilena Ya. Guide to personnel management in small business: Per. s engl. M.: Audit, UNITY, 1990. 32-45 p.
17. Weidman Max R. Modeling in project management / / Project Management. 2005. No. 1. 18-26 p.

Similar works

Course work Sociology
2016 year 44 p.
Course Large family in the aspect of charity
Infostore
17 View
Course work Sociology
2010 year 35 p.
Coursework Social service
Infostore
4 View
Course work Sociology
2015 year 18 p.
Exchange rate Demographic situation in Russia: dynamics and problems
Infostore
12 View