Features of the development of reflex production activity. Evolution of labor motivation Evolution of production activity

Manufacturing is an essential component of any country. It is production that determines the standard of living. To compete successfully in the domestic and world markets, manufacturers must have advanced technologies and appropriate organizational structures. There are numerous challenges associated with cultural change, information flow management and human resource policies. All of this is important for efficient operation, capitalizing on technological opportunities.

Research of production management (production management) began to be actively carried out in the eighteenth century. and are associated with the formation and development of the capitalist mode of production.

Machine production led to the replacement of the specialized labor activity of the partial manufacturing worker by the action of powerful, highly productive mechanisms. The whole process was divided into its constituent phases. Ample opportunities have opened up for the technological application of science, the development of applied research related to material production.

Large-scale machine production required the coordinated action of all links, the establishment and strict observance of certain norms and proportions between all aspects of production. Problems arose such as ensuring the proportionality of the number of working machines, their productivity and the pace of work. Various tasks of production management appeared, ranging from technical preparation of production, design of products planned for production, design of technological processes, etc. This required ensuring the consistency and coherence of various works.

Production management has emerged as an independent activity in the course of the division of labor.

As the scale of production grew, its structure and volume became more complex, the development of specialization and cooperation, and the deepening of the division of labor, the tasks of production management became more complex and expanded. At the same time, we are not talking only about engineering and technical management of production.

The function of production management is much broader and is associated with the provision of a complex set of organizational, economic, and social problems. Without this, it is impossible to ensure the normal functioning of production. The objective necessity of the management function increased with the improvement of the means of labor.

Management as a function of the organization of labor has developed precisely on the basis of capitalist production.

The institute of industrial managers arose. Managers appeared primarily in large capitalist enterprises that were able to pay for such managers.

In the early stages of capitalist production, when enterprises were relatively small and had few workers, the capitalist could also be a participant in the production process. As capitalism developed, the function of direct supervision of individual workers and groups of workers was transferred to managers.

The forms of management activity have become extremely diverse.

To ensure the functioning of a complex hierarchical control system, a huge amount of internal and external information was required. This information was accumulated in various levels and departments of the management system.

The volume of work related to the receipt, storage, registration, and processing of information has increased. This led to an increase in the number of office personnel as well as support management personnel.

In the administrative apparatus, specialized subdivisions arose, performing various functions: technical training and production improvement; personnel management and work organization; operational management of production control; repair and maintenance of equipment; material storage and transport facilities; sales of products; accounting and finance, etc.

Gradually, a scientific, technical and engineering approach to organizing production management and other areas of activity of a capitalist enterprise began to gain positions at capitalist enterprises. This contributed to the emergence of a new branch of applied industrial knowledge.

In countries with developed market economies, hundreds of books and thousands of journal articles are devoted to the problems of production management. The largest studies of production are carried out by representatives of the "scientific management" school. It is characterized by research into business and industrial activities. This school played a huge role as a factor in the rationalization and stimulation of production.

The beginning of production research is rightfully connected with the name of F. Taylor (1856-1915). The results of his research are summarized in a number of works, among which the largest are: "Factory Management" (1903), "Principles of Scientific Management" (1911), "Testimony before a special commission of the Congress" (1912).

Taylor carried out a number of studies on engineering and production technology.

With the main goal of maximizing labor productivity, Taylor proposed specific solutions aimed at:

Rational use of workers' labor and means of production;

Maintaining strict regulations on the use of materials and tools;

Standardization of tools, work operations;

Accurate accounting of working hours;

Study of labor operations by decomposing them into their constituent elements and timing, establishing control over each operation, etc.

Taylor's system envisioned new roles for both management and workers, bringing forward ideas: higher yields, lower costs, higher wages, and harmony in the management-worker relationship.

Taylor's main research is related to steel companies and engineering plants.

Having started working as an apprentice in a mechanical workshop, Taylor went through all the stages from a junior employee to a chief engineer of a large metallurgical enterprise. Taylor proposed a series of measures called "study work". To research labor techniques, Taylor recruited skilled workers who knew these techniques in detail. Analyzing the movements of individual workers, Taylor broke each of them into elementary parts and achieved (with the help of timing) the creation of "ideal working methods" based on improving the best elements of the labor process of various workers. Taylor considered it necessary to eliminate all "erroneous", "slow" and "useless" movements. Taylor developed the best working methods, he tried to scientifically determine the "best method" to get each job done in the shortest amount of time. At the machine-building enterprises, where Taylor's experiments were carried out, labor productivity doubled in three years. Taylor linked the problem of introducing the best working methods to the standardization of tools, taking into account the peculiarities of specific types of work.

Taylor's ideas helped to improve the organization of the work of foremen and foremen. As a result of his research, Taylor substantiated the need for the division of labor directly in the field of management. On his recommendation, planning was separated into an independent management function. Taylor proposed to plan in advance the methods of work and all production activities of the enterprise as a whole. Taylor's research contains the development of various piece rate systems in accordance with scientifically based methods of labor rationing.

Taylor's system became widespread in the first three decades of the XX century.

In the 1920s and 1930s, G.L. Gantt, F.B. Gilbert, Lillian Gilbert.

American engineer Gantt(1861-1924) in 1906 he worked in the Chestor steel company and was invited in 1908 to the Bancroft company, which produced cotton fabrics, for consultation on "labor problems". The reason for this invitation was that he already had some experience in the field of management consulting. Between 1904 and 1908 he reorganized several companies where finishing operations were similar to those used at Banquort.

Gantt introduced the Taylor system and offered several mechanics to assist in the processing of cotton fabrics. Gantt did this work at Sales Blicherry.

G. Gantt worked at the Bancroft factory for about two years. In this short period, he made significant progress, especially in the area of printed fabric dyeing, by introducing a planning department and his own rate-bonus system. Of particular interest is the content of G. Gantt's report, which notes the following:

¨ the order in which the work should be done is now determined in the office, and not by the dyer;

¨ an accurate record of the best dyeing method for any given color is kept in the office and no longer depends on the dyer's notebook or memory;

¨ a method for the systematic training of the dyer was established;

¨ a method has been developed to reduce the number of people employed in the process of dyeing fabrics to a minimum;

¨ all dyers and machinists are rewarded financially depending on whether they follow their instructions, or, conversely, do not receive material rewards when they do not. This condition will be permanent if properly fulfilled.

Gantt researched the work of the textile workers who folded, packaged and labeled finished products and found that these sections of the enterprise posed the main problems that led to his hiring as a consultant. He concluded that this section of work was overworked and disorganized, although there was often overtime. After the reorganization, a new product movement system was introduced. The textile workers were transferred to the piece-rate system of remuneration. At the same time, with a significant reduction in the working day by 25-30%, the output of products increased, and wages increased by 20-60%. However, the reorganization led to a reduction in staff, which caused resistance from workers to the innovations of G. Gantt.

Gantt applied analytical methods to study individual manufacturing operations. He developed methods for planning the sequence of manufacturing operations. These methods have not lost their importance in modern conditions. The study of the man-machine system allowed Gantt to connect the organizational and motivational aspects of production.

Gantt charts are widely used in industry and other industries.

Spouses Gilbert showed that the basic elements of production operations do not depend on the content of the work. Investigating technological operations, they developed a technique for microanalysis of movements, which marked the beginning of the scientific organization of workplaces.

The problems of organization and management of industrial enterprises are reflected in the research of the American economist G. Church, who formulated a number of general theoretical principles for the management of an industrial enterprise.

He identified the main functions of management and the principles of its organization. Examining the work of the production administration, G. Church came to the conclusion that this work includes:

1. Design that prescribes.

2. Equipment that creates the necessary physical conditions.

3. A stewardship that specifies tasks and orders.

4. Accounting that measures, records and matches.

5. Operation, which does(performs).

All of these functions are associated with various types of mental activity.

The art of management is to assign these various types of mental activity to suitable persons and to exercise "supreme" supervision over their coordination.

In studies of the American scientist G. Emerson (1853-1931), the issues of the rational organization of labor not only of an individual performer, but also of any expedient human activity from the point of view of productivity were considered, and a methodology for achieving maximum efficiency was proposed.

G. Emerson put forward twelve principles of productivity:

1. Well-defined ideals and goals.

2. Common sense.

3. Competent consultation.

4. Discipline.

5. Fair treatment of staff.

6. Fast, reliable, accurate and consistent accounting.

7. Dispatching.

8. Norms and schedules.

9. Normalization of conditions.

10. Rationing of operations.

11. Written standard instructions.

12. Reward for performance.

A great contribution to the theory and practice of industrial research was made by a Russian scientist Gastev A.K. (1882-1941). His research on the scientific organization of labor has not lost its relevance at the present time. Gastev formulated a number of important rules for the organization of work:

1. First, think over all the work thoroughly.

2. Prepare all the necessary tools and accessories.

3. Remove all unnecessary things from the workplace, remove dirt.

4. Place the tool in a strict order.

5. When working, look for a comfortable body position.

6. Don't get to work cool. Enter work gradually. If you need to pull hard, then first adjust, try half your strength, and then take it with might and main.

7. Do not work until you are completely tired. Take regular rest.

8. Work smoothly (work by fits, hot temper spoils both work and character).

9. Do not worry (you need to take a break, calm down and get back to work).

10. It is useful to interrupt work in case of failure, to put things in order (to clean up the workplace and back to work).

11. If the work is done successfully, do not try to show it, boast.

12. In case of complete failure it is easier to look at the case (try to restrain yourself and start work again).

13. Finished work, clean up the workplace. Thus, the listed points assume the fulfillment of the following actions and conditions: planning, procurement, cleanliness, order, installation, entry into work, regime, endurance and again cleanliness and order.

Serious research of production was carried out at the Institute of Economics and Organization of Industrial Production by the Siberian Branch Academy of Sciences of the USSR in the 60s.

In the 60s B .A. Avilov conducted research related to the development of application methods mathematical and statistical methods in the analysis of production.

Various aspects of management and the methodology of their analysis and solution are presented in the works of G. Kh. Popov.

To solve many problems, production has the improvement of labor. In the post-war years, the multi-station movement, the improvement of the organization of the labor process through the use of advanced technology, the rationalization of tools and devices, the organization of jobs, became widespread in our country.

Engineer F.L. Kovalev developed a method for selecting the most rational methods of labor used by advanced workers, their further improvement and subsequent mass implementation.

Practically all production studies highlight such a management function as organization. This function covers various types of executive operational activities.

Organization as a management function aims to ensure the coherence of all actions and elements of the production system: rational organization of labor; provision of production with raw materials and materials; best technology; optimal production structure. Organizational activities concern both the managed object and the governing body, i.e. the entire control system. At the same time, interaction should be established not only within this system, but also with the external environment.

In our brief overview, only a few aspects of the formation and development of production management have been touched upon. Let's move on to the object of production management.

INTRODUCTION

§ 1. "ECONOMIC MAN"

§ 2. "TECHNOLOGICAL" PERSON

§ 3. "BIOLOGICAL" PERSON

§ 4. "SOCIAL-PSYCHOLOGICAL" PERSON

§ 5. "SOCIAL AND POLITICAL" EMPLOYEE

INTRODUCTION

Until the end of the 19th century, the economy as a whole and its most advanced part, the industry, developed without an orientation towards taking into account the social parameters of its development. They tried to siphon out the maximum possible from the worker - by increasing the working day to 16, and sometimes up to 18 hours, through the exploitation of female and child labor. Even the great technical innovations of the 19th century were little focused on how to dock a man and a machine: in the existing conditions, adapting to technology was the concern of the worker. The complete disregard for the human factor was complemented by the desire of employers to ensure total control over workers, to improve the techniques and methods of supervision in the activities of foremen and other production managers. This horrifying life, and especially work in production, was reflected in numerous works of the 19th century (see, for example, the work of Engels "The Condition of the Working Class in England" and the stunning life of workers in the novels of Charles Dickens, E. Zola, and others).

But by the end of the 19th and the beginning of the 20th century, the idea objectively matured - to turn to those reserves that lie in the employee himself, to awaken his interest in effective and efficient activity. This was a truly revolutionary, cardinal step that changed the whole situation in production. The discovery (scientific and practical) of the role of consciousness and behavior of people made it possible to understand, assimilate, and then use the personal capabilities of an employee to increase production efficiency. This discovery is the most important stage in the development of the economy, in the knowledge and application of the social reserves of labor.

The sociology of labor focuses on understanding the capabilities of the employee, the conditions for their implementation, ways of reconciling personal interests with public interests in the process of production activities.

In the course of the historically conditioned objective process of the development of material production, human capabilities were gradually realized to achieve more and more significant results that uplift society and man himself in their interaction with nature. It is this approach that makes it possible to trace how ideas about the social reserves of production expanded and how these reserves were used in the life of society. “... The history of industry and the existing objective existence of industry is an open book of human essential forces, sensually presented to us by human psychology, which until now has been considered not in its connection with the essence of man, but always only from the point of view of some external relation of utility ... In ordinary, material industry ... we have before us under the guise of sensual, alien, useful objects ... objectified essential forces of man. "

Therefore, it is of great interest to “leaf through” this book of life: how, when and under what circumstances the social facets of labor were revealed to science and practice, how they developed, how new ones were discovered, how the already known ones were enriched, but had serious reserves at a new round of functioning production.

§ 1. "ECONOMIC MAN"

For the first time, the idea to turn to the social reserves of production in its full form was substantiated by such an outstanding production organizer and scientist as F. Taylor (1856-1915). It was he who not only expressed the idea of the need to interest the employee in the results of his work (such thoughts as wishes, as an ideal, as a theoretical search, were expressed before him), but scientifically substantiated and implemented it, tested it in practice, which found reflected in his work, published in 1894 and devoted to the system of remuneration in production.

Taylor's appeal to the material interest of the employee brought success in his practical activities. Many years of testing this idea allowed him to formulate a number of features, which were subsequently embodied in the concept of "economic man". Let's name some of its components: to do more work for more pay and in a shorter time; reward good, not any work; it is harmful to both underpay and overpay an employee; you need to take care of encouraging the employee to a high-paying job ("you can"), etc.

The Taylorist approach spread rapidly. But his ideas did not remain unchanged - they were improved, supplemented, new reserves were sought for them. In G. Ford, they found expression in the development of how to stimulate highly efficient work in the conditions of conveyor production. The problems of wages were also worried about such prominent representatives of the scientific organization of labor as A. Fayol, G. Church, G. Emerson.

In the 1920s, Soviet scientists A.K.Tastev (1882-1941), P.M. Kerzhentsev (1881-1940), O.A. Yermansky, P.A. Popov and others were very intensively engaged in these problems. practice, it is especially necessary to pay attention to the results associated with the Stakhanov movement, and to such a little-known fact that A. Stakhanov, who exceeded the rate of cutting coal, earned 200 rubles on this night shift. instead of the usual 23-30 rubles. How much I earned, I got so much. This was a concrete implementation of the principle "to each according to his work." Incidentally, this principle of high material interest was characteristic of the early years of the Stakhanov movement, and then replaced and supplanted by various forms of falsely interpreted moral encouragement.

The tragedy of the Soviet economy was the constantly repeating fact of ignoring the material interests of the worker, although all business leaders and scientists who are constantly thinking and caring about the future have repeatedly raised this issue and even tried to solve it. Suffice it to recall the Shchekino experiment, begun in the mid-60s at the Azot research and production association, which lasted 17 years (!) This experiment, based on the principle of combining jobs and higher wages, gave significant shifts in the growth of labor productivity and efficiency of production, but was ignominiously failed due to the inertness of the system, bureaucracy of officials and the lack of a normal reaction to the need for innovation.

The same fate awaited the experiment at the "Iliyskiy" state farm, in the Akhchi department in the late 60s - early 70s, where, through the efforts of its organizer I.N.Khudenko, an impressive result was achieved in agricultural production with a high material interest of workers, which allowed to significantly reduce the cost of grain. However, accused of money-grubbing and embezzlement of public funds, Khudenko was fired from his job, convicted and ended his life in prison.

In these conditions, a formidable pre-crisis phenomenon began to gain strength - the alienation of labor. It grew steadily. Between 1962 and 1976, the number of people who declined positive or negative assessments of work rose from 3% to 30%.

During the years of perestroika, a number of steps were taken to use such an orientation of economic consciousness and behavior as a motive for high wages. Numerous searches have appeared: brigade contracts in industry and construction, unregistered links in agriculture, and some others. However, these attempts were doomed to failure - on the one hand, they did not take into account the need to change property relations, on the other, they did not take into account the real motivation of the consciousness and behavior of production workers.

In general, a big deal was ruined: not only was the channel of personal initiative of workers blocked, but the production collective was alienated from solving one of the problems of concern to a person - stimulating labor. After all, the sociological aspect of the brigade contract and lease relations was that the opinion of the collective was involved in assessing the employee's contribution to production, his real participation in the task was “weighed”, which could never be fully provided for by any regulatory documents. It is the team that is called upon to answer the question about the quality of the worker's work in specific production conditions. Strengthening the principles of self-government directly affects the increase in labor efficiency, the development of high responsibility for personal and collective results.

As studies by factory sociologists in the 1960s and 1980s showed, rarely did anyone succeed in overcoming this opposition of remuneration for various types of labor within the framework of state ownership. The reigning egalitarianism devalued the work of highly skilled workers and specialists and did not stimulate the search for reserves among low-skilled workers. The change in socio-political conditions in connection with the emergence of diverse forms of ownership in the 90s largely allows to remove this contradiction, although it, in turn, gives rise to other problems, manifested in the growth of enormous social differentiation and expressed in a sharp and far from justified the gap in the level of provision of various social groups.

At the same time, if we generalize the experience of using the reserves of the "economic man" available in the economic life of many countries, then in its most general form it has gone through several stages, remaining relevant at the present time. At the first, "Taylor" stage, attention was paid to giving a person the opportunity to earn money, to receive more remuneration for the greatest possible amount of work done. At the second stage, starting from the 30s of the XX century, the basis of incentives is increasingly based on the individual needs of the employee and, accordingly, an orientation towards their satisfaction. This approach made it possible to more flexibly take into account a specific situation and more clearly and substantively respond to the desires and interests of people.

Since the 60s, the factor of social needs (the third stage) began to manifest itself more and more powerfully, when material reward was oriented not only to the needs of the employee, but also to his family, not only to meet current or immediate goals, but also in the long term.

And most importantly, the current situation shows that the era of the economy of the “cheap worker” is coming to an end (while remaining characteristic of the countries of Asia, Africa and partially the former socialist countries). The burden of a “dear worker” is becoming a reality, which means significant labor costs at a very high level of labor productivity and production efficiency.

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Introduction

3. Forms of labor

5. Estimated task

Conclusion

List of sources used

labor market economy

Introduction

The concept of labor probably begins from the very time when the person himself appeared and began to use the tools of labor for his needs; foreign researchers Ruiz S.A. present a certain historical retrospective of the development of labor. Quantanilla and B. Wilpert.

In ancient Greece, a negative attitude towards the daily compulsory work prevailed. Daily physical labor, intended “for slaves,” but not for free citizens, was especially despised. Labor "for oneself" was recognized only on the condition that something "eternal" was created.

In the Old Testament, labor was seen as an ordeal imposed by the Lord as a punishment for original sin. Labor is the atonement for sin, and it is necessary only because it allows you to share the fruits of labor with other people (with those in need).

In medieval guilds, ascetic labor is secularized (converted into secular value). At the same time, labor is seen as the embodiment of religious service.

The Reformation elevated the role of labor as a special form of duty and duty. Labor should contribute to “building the kingdom of God” on earth, and work itself is “grace,” and the harder the work, the better.

The emergence of the proletariat in the XVII-XX centuries. significantly changed the idea of work. If earlier the organization of labor was based on violence, then later on more and more conscious obedience, discipline, reliability, punctuality and loyalty to management come to the fore.

The purpose of this work is to study the evolution of ideas about labor.

1. The classical period of development of ideas about labor

W. Petty and Adam Smith, David Ricardo (English school of political economics) made a great contribution to the development of the doctrine of labor. They put moral views on solid ground, religious values on the plane of analysis.

William Petty (1623-1687) - the value of a product is determined through the amount of labor required to produce it - the founder of the theory of labor value.

Adam Smith (1723-1790) Labor is the factor of the wealth of all peoples; the division of labor has a useful and manifold effect. The division of labor increases dexterity, speed, labor effect, which leads to an increase in labor productivity; through it the growth of national wealth. The negative side of the division of labor: when performing the same operations, a person does not develop his mental abilities, he becomes stupid and ignorant.

David Ricardo (1772-1823) the theory of labor value is completed. He mistakenly believed that labor is a commodity, and reduced it to working hours. But it is not labor that is sold, but labor power capable of creating a commodity.

Representatives of the French sociological school, such as C. Fourier, Claude Saint-Simon, Robert Owen, and Emile Durkheim, further developed the concept of labor.

Saint-Simon (1760-1825) - considers a person as a unity of spiritual and physical forces, therefore labor is a social phenomenon, obligatory for all people, idleness is an unnatural, immoral, harmful phenomenon.

Labor is the source of all virtues; assumed distribution - according to work, and that exploitation was impossible.

Charles Fourier (1772-1837) - work should be the greatest pleasure for a person, and therefore should be attractive: the elimination of hired labor, materially provides workers, a short work shift, socialization of production, labor protection, the right of all to work.

Payment according to labor, and the duration of the working time is 2 hours.

He put forward the principle of change of labor.

Robert Owen (1771-1858) discovered the connection between living conditions outside the world of work and relationships in the labor process and labor productivity, noting that a person carries out labor activity with his entire personality. The working environment must correspond to human nature (shortening of the working day, labor protection measures).

Serious studies of labor were carried out in the works of Georg Wilhelm Friedrich Hegel (1770-1831). Hegel was an idealist (the idea exists by itself, then it is alienated in nature and again returns to itself and consciousness in man). In order for consciousness, as the lowest form, to turn into self-consciousness, as the highest form, human action, labor is necessary. In labor, consciousness becomes self-awareness, and a person, thanks to labor, becomes a person. Thus, Hegel was the first of the philosophers to describe the process of human self-generation in history thanks to labor. He understands labor as activity and production in general, extending it to nature. Hegel considered labor as a means of self-expression and self-affirmation of a person and that the character and essence of an individual can be precisely determined by his deeds and work in which he manifests himself. But Hegel's ideas are one-sided - he did not see the negative sides in labor under capitalism, he did not know the practice.

Pierre Joseph Prudop (1809-1865) considered the problems of human labor, he is considered one of the most prominent thinkers of pre-Marxist socialism and the founder of anarchism. His views: the result of labor is a social result, no one has the right to alienate it; but private property makes this possible, as well as the exploitation of other people's labor, so it should be eliminated. Labor is the decisive force of society, determining its growth and the entire organism. A person who does not know how to use tools of labor is not a person, but an anomaly, an unhappy creature. The criterion for the progress of society is the development of tools of labor and the development of industry.

Marx and Engels made significant contributions to the understanding of human labor. they viewed labor as a social multi-valued phenomenon, and primarily as a sociological factor.

K. Marx (1818-1883) considers the issues of alienation and liberation of labor, notes that labor and labor activity should be considered in the context of their relationship with other types of human activity. The development of the productive forces leads to changes, both in the content and in the nature of labor, and in their unity they affect the position of a person in the labor process and in the social organization of society.

F. Engels (1820-1895) showed the role of labor in the emergence of man and human society as a whole, labor is the first and basic condition of human life. The division of labor in a society with a spontaneous development of production leads to the enslavement of producers, turns them into a simple appendage of the machine. This can be eliminated by eliminating the socio-economic remoteness of the producer from the means of production, that is, by eliminating the monopoly of private ownership of them, this will eliminate the old division of labor.

Thus, Marx and Engels prepared the basic prerequisites for the emergence of the sociology of labor, examined its main categories: the concept of labor, the relationship between labor and man. Changes in the content and nature of labor, division of labor and its social consequences, alienation of labor and ways of its continuation, the impact of living conditions on labor activity.

2. The labor process and its main elements

The main elements of the labor process are: labor as an expedient activity; objects of labor; means of labor.

Labor is, first of all, a process, while labor is a combination of physical qualities and mental abilities of a person, his ability to work. Thus, labor is the process of consuming labor power.

The subject of labor is what human labor is directed towards (directly natural material or raw material that has already undergone a certain processing).

The means of labor are called a thing or a set of things that a person places between himself and the object of labor and which act as a conductor of his influences on this object. Means of labor are divided into two groups: natural, or natural (land, forest, water, etc.) and produced, or technical, created by people (machines, equipment, buildings, structures).

The objects of labor and the means of labor in the aggregate are called "means of production", and they form the material (objective) factor of production. Labor is viewed as a personal (subjective) factor of production. The means of production and the human labor force constitute the productive forces

The productive forces of the second order include any factors of production that can be included in the production process either at the moment or in the next period of development (natural forces, science, labor cooperation). They influence the result of the labor process indirectly, through intermediate links.

Today, in economic theory, it is customary to divide the factors of production into three groups:

Land, as a factor of production, is a natural resource and includes all the benefits provided by nature (land, water, minerals, etc.) used in the production process;

Capital is anything that can generate income, or resources created by people to produce goods and services. This approach to this category synthesizes the points of view of Western economists on capital (for example, A. Smith interpreted capital as accumulated labor, D. Ricardo - as a means of production, J. Robinson considered money as capital). In Marxist political economy, capital was understood differently - first of all, as a value that brings surplus value ("self-increasing value"), as a defining economic relation, moreover, the relation of exploitation;

Labor is a purposeful activity of people, requiring the application of mental and physical efforts, during which they transform objects of nature to satisfy their needs. The factor "labor" also includes entrepreneurial ability, which is sometimes considered as a separate factor of production. The fact is that land, labor and capital cannot create anything by themselves until they are combined in a certain proportion by the entrepreneur, the organizer of production. It is for this reason that the activities of entrepreneurs, their abilities are often viewed as an independent factor of production.

Some economists propose two more factors of production - entrepreneurship and the scientific and technical level of production.

3. Forms of labor

Expressions of the formal characteristics of labor (as opposed to substantive ones) gives reason to subdivide labor into various forms of its implementation. The main formal sign of the peculiarities of labor is the number of workers involved in the labor process. According to this attribute, one distinguishes between individual (one-man) work, when a person works alone, and joint work, when work is performed by a group of people within an enterprise, institution, or organization. In the latter case, the size of the enterprise, the number and structure of its personnel matters.

Another formal sign of the characteristics of labor is the degree of mechanization of the labor process. The following forms of labor are distinguished here: manual - work is performed using a manual non-mechanized tool (hammer, screwdriver, file, etc.); manual mechanized - work is done manually using a mechanized tool (electric drill, pneumatic hammer, etc.); machine-manual ~ work is performed by a machine (machine) while a person is working on it (for example, when handing over a tool while working on the machine); machine - the machine performs all the main types of work, and the employee - auxiliary (starting and loading equipment, changing tools and blanks, etc.); automated - the main and auxiliary work is performed by an automatic machine, and the employee starts the machine in operation and stops it; hardware - the technological process is carried out in the apparatus, and the employee controls the hardware process. An analysis of the provisions related to the interpretation of forms of labor shows that they also mean the forms of labor organization.

4. Problems of the functioning of the labor market in the transitional economy of modern Russia

Currently, the situation on the labor market is acquiring new features. First, the long-term hidden unemployment, which is accompanied by it the resulting shortage of labor, continues. The drop in production, on the one hand, and the low efficiency of the organization of production and labor, on the other, increase the scale of the underutilization of workers.

Secondly, there have been significant disruptions in the reproduction of the vocational and qualification structure of the employed. The natural dropout of older workers in many vocational and qualification groups is not being replenished. This jeopardizes the development of the leading sectors of the national economy, primarily mechanical engineering. On the whole, the scale and level of professional training of workers in mass occupations does not correspond to the future requirements. The redistribution of the employed by industry (primarily the increase in the share of the non-production sphere), which is generally necessary and progressive, not only exceeds the current capabilities of the national economy, but is often carried out irrationally (an unreasonably high proportion of security structures, a shortage of teachers and medical workers).

In general, the main characteristics of employment (its structure, dynamics, etc.) are more indicative of the persistence of the previous unsatisfactory situation with the use of labor than of its market transformations.

The decline in the general standard of living of the population has led to over-employment among students, forced to work in their free time. The number of proposals from graduates of educational institutions is also increasing. The lack of a mechanism to regulate the employment of graduates of educational institutions leads to serious problems. The loss of the value of professionalism by young people is especially alarming. There is a clear tendency towards the lumpenization of young people, which in the short term will be reflected in the social structure of society.

Thus, with the development of market relations and competition, the acceleration of the restructuring of the sectoral structure of employment, the value of the professional training of an employee will inevitably increase. This will help increase the employment of young people in their studies. World and domestic experience confirms the tendency of an increase in the duration of education for young people and their later entry into active labor activity. At the same time, the requirements of employers to the labor force are changing. The entrepreneur is shifting from the tactics of obtaining momentary profit to a long-term strategy of obtaining stable incomes in a competitive environment, therefore, as a result, they will need to increase the hiring of a young labor force.

5. Estimated task

1. The name of the enterprise - LLC "Moidodyr"

2. Type of activity - car wash

3. Type of products - car washing, interior cleaning, polishing, complex cleaning.

4. Divide the technological process into operations (washing the car): washing off coarse dirt from the hose, washing the car with chemicals, washing off the detergents, drying.

5. The norm of time and the category of work for operations:

Car wash - 2nd level - 30 min.

Interior cleaning - 3rd category - 60 min.

Polishing - 4th grade - 45 min.

Complex cleaning - 4th level - 120 minutes.

6. Operating hours of the enterprise - from 11.00 to 20.00

1. Make a planned balance of working time of one employee per year

	Indicator name	Meaning
	Calendar fund of working time, days
	Number of non-working days - total, incl.
	Festive
	Weekend
	Number of pre-holiday days, days
	Number of working days, days (p.1-p.2)
	Duration of shift, h
	The duration of the reduction in working hours on the pre-holiday day, hours
	Nominal working time fund, hours (p.4xp.3-p.6)
	Planned whole-day absenteeism,% of the number of working days
	Effective fund of working time, days (p.4-p.8)
	Planned intra-shift reduction of working time,% of the duration of the shift
	Effective fund of working time, hours (item 9x (item 5-item 10)-item 6)

Time to service the workplace - 7%;

Time for rest and personal needs - 8%;

Break times provided for by the technology and organization of the production process - 3%.

Let's calculate using the example of a complex car cleaning.

Operational time = 120 minutes. Then, the time for servicing the workplace = 7% of = 120 minutes * 0.07 = 8.4 minutes;

Time for rest and personal needs = 8% of = 120 minutes * 0.08 = 9.64 minutes;

The time of breaks provided for by the technology and organization of the production process - 3% of = 120 min * 0.03 = 3.6 min.

Total auxiliary time 21.64 min.

Piece time for the manufacture of a unit of production or operation:

K - the sum of the standards for the time of auxiliary work

Unit calculation time rate min.

preparatory and final time

Production rate for an 8-hour shift

8h * 60min = 480min.

Then the calculation of the time rate for operations will be:

	Car wash	Interior cleaning	Polishing	Complex cleaning
Operational time, min
Service slave. places, min.
Rest time, min.
Breaks, min.
Piece time rate
The rate of piece-calculation time
Production rate per shift, operations

Set the planned annual production volume and the actual implementation of the planned target.

Headcount index,

where is the salary fund,

Then the number of employees in the planning period:

The apparent number is determined by the formula:

Payroll

4. Determine the annual and daily output by operations. Let's calculate using the example of washing a car.

Apply piecework wage systems for workers:

2 categories - simple piecework (1 person),

3 categories - piece-rate bonus (bonus 15% of wages) (1 person),

4 categories - piece-rate progressive (progressive piece rate is more than simple piece-rate wages of workers in a section to take 10% of the basic wage fund (2 people).

Pricing grid for key production workers


Tariff coefficient

The hourly wage rate of a worker of the 1st category is 32 rubles / hour.

Annual payroll of an employee of the 2nd category =

RUB 62,711.81

The employee's annual payroll of the 3rd category =

RUB 81,734.39

Annual payroll of an employee of the 4th category =

RUB 230,465.89

Annual wage fund = 62,711.81 +81 734.39 +230 465.89 = 374,912.09 rubles.

Average monthly salary =

6. Determine the total monthly earnings of the brigade with a collective organization of labor, using the piece-bonus system of remuneration (the amount of the bonus is 30% of the brigade's wages). To calculate the wage rate, the number of hours worked should be taken equal to the effective time fund per month. The brigade includes workers of 2 categories, 3 categories, 4 categories.

Effective fund of working time per month = 1,633.12 hours / 12 months.

Salary of an employee of the i category =

Salary of an employee of the 2nd category =

Wages of employees of the 3rd grade =

Salary of an employee of the 4th grade =

The total earnings of the brigade = 6 793.61 + 7 699.62 + 13 587.56 = 28 080.79 rubles.

7. Determine the total earnings of the workers of the brigade for each operation as the sum of the following components:

a) tariff earnings, distributed without taking into account the labor force participation rate (KTU);

b) piece-rate extra earnings and a bonus, distributed taking into account KTU, provided that:

Workers of the 2nd category were assigned KTU = 0.95; in fact, each worker worked 190 hours on average per month;

Workers of the 3rd category were assigned KTU = 1.05; in fact, each worker worked 180 hours on average per month;

Workers of the 4th category were assigned KTU = 1.2; in fact, each worker worked 170 hours on average per month.

Initial data:

Tariff earnings of the brigade per month without KTU;

Hourly tariff rate corresponding to the i-th category of the operation being performed;

The number of hours worked per month, by the worker corresponding to the i-th category of the operation being performed.

a) tariff earnings, distributed without taking into account the labor force participation rate (KTU):

7 296 + 7 833.6 + 15 993.6 = 31 123.2 rubles.

b) piecework extra earnings and a bonus, distributed taking into account KTU

34 348.8 rubles.

Piecework brigade earnings =

To calculate the piece-rate extra work of the brigade, we will calculate the piece-rate wages of the brigade.

Number of jobs = hours worked per month / time per unit of work

Piecework extra work of the brigade == 38 240 - 34 348.8 = 3 891.2 rubles

34 348.8 + 3 891.2 +5 152.32 = 43 392.32 rubles.

(Bonus 15% of the wage salary).

Conclusion

The functioning of production, production systems of all levels is realized by the organized labor of people. The essence of the organization of labor is to create the optimal interaction of working people, tools and objects of labor on the basis of the expedient organization of working systems (jobs), taking into account human productivity and needs. The organization of labor is aimed at creating the most favorable working conditions, maintaining and maintaining a high level of efficiency of workers, increasing the attractiveness of their work and achieving full use of the means of production.

In other words, the organization of work is a set of technical, organizational, sanitary and hygienic measures that ensure more efficient use of working time, equipment, production skills and creative abilities of each member of the team, the elimination of heavy manual labor and the implementation of beneficial effects on the human body.

The purpose of the organization of work consists of two interrelated parts:

To increase the profitability of the enterprise or the efficiency of the working system, that is, to produce more products of the proper quality at low costs;

Humanize labor by reducing the high workload on workers and improving labor safety.

In a market economy at all levels of management, one can distinguish economic and socio-psychological tasks for improving the organization of work.

Economic tasks provide for achieving maximum savings in living labor, increasing productivity, reducing production costs and providing services of appropriate quality.

Bibliography

1. Vladimirova, L. P. Labor Economics [Text] / Vladimirova L. P - M .: Dashkov and Kyo, 2007. - 299 p.

2. Genkin, B.M. Organization, regulation and remuneration of labor at industrial enterprises [Text]: Textbook / B.М. Genkin. - M .: Publishing house: "NORMA", 2010. - 400 p.

3. Zhukov, L. Labor Economics [Text] / Zhukov L.-M .: Economics, 2007. - 304 p.

4. The classical period of development of ideas about labor [Electronic resource] - Access mode: http://motivtruda.ru/klassiki--o-trude.htm, free

5. The labor process and its main elements [Electronic resource] - Access mode: http://www.loskutov.org/Osnova/chap_4.htm, free

6. Usynina, T.S. Practical work on labor economics: textbook / TS Usynina, E.G. Skobeleva.-Yoshkar-Ola: Mari State Technical University, 2011 .-- 176 p.

...

16 CENTURY

1500s - In-line production. The Venetian Arsenal * launches an on-water assembly line to build boats that are reworked between standard workstations. This is probably the first example of a flow in history?

18 CENTURY

1780 - Replacement parts concept. In the armament of the French army, the use of replaceable parts is introduced - the forerunner of the formation of continuous production in large quantities.

1799 - Automatic production of simple parts. French engineer Marc Brunel invents equipment for the automatic production of the simplest parts (for example, rope blocks, for ships of the Royal Navy of England). The mechanisms of the equipment are driven by water, there is no need for manual labor.

19TH CENTURY

1822 - Automated production of complex parts. Inventor Thomas Blanchard of the Springfield Arms Factory (USA) develops 17 machines to produce rifle stocks without manual labor. During machining, parts moved around the room from one piece of equipment to another. Probably the first example of cell manufacturing?

1860s - Large-scale production of replacement parts. It is alleged that Samuel Colt's armory in Hatford, Connecticut was producing revolvers with fully replaceable parts in large quantities. A more recent study by David Hounshell in 1984 indicated that replacement parts were only produced for specific weapons designed to promote sales. Revolvers produced for general sale still required manual adjustments. The problem of factory production of completely replaceable parts without "fitting" will remain relevant for industrialists for another half century.

1880s - Moving cutting lines... American meat processing plants in the Midwest feature conveyors that smoothly move carcasses from one worker to another to separate the meat from the bones. Not a bad example for future innovators solving the problem of creating moving production lines.

1890s - Scientific management... American engineer and founder of the scientific organization of labor and management, Frederick Taylor analyzes work processes in search of the best way to perform any task. It introduces piecework bonuses, "scientifically" giving wages the incentive to work efficiently and linking complex production chains through a well-documented path for every detail in production. It also offers a standardized way of accounting for production costs, including overheads, creating, in fact, the basic tools for managing mass production.

20TH CENTURY

1902 - Jidoka(autonomization)... Sakichi Toyoda invents a device that stops the loom when it detects a defect in the fabric. With further improvements, the invention allowed the equipment to operate autonomously without the supervision of workers (who were most often children), which opened the way for multi-station operations.

1908 - Really Replaceable Parts... Henry Ford introduces the modular vehicle, making a significant leap in the era of replacement parts with a standard calibration system used throughout the factory and across suppliers. “No fit is required in my plant,” Ford said.

1913-1914 - Moving assembly line with production of parts. Henry Ford's plant in Highland Park, Michigan is the first to introduce "in-line" manufacturing by positioning equipment according to the manufacturing process (eg, a stamping press, followed by a paint booth, a final assembly area, etc.). In addition, the speed of movement of all conveyors was guided by the final assembly line.

1920s

1924 - Rapid changeover. Featured by Toyoda Automatic Loom Works, the Type G machine enables automatic shuttle changes without stopping the machine. This idea ultimately leads to the modernization of all equipment Toyota Motor Company, which was spun off from the parent company and subsequently absorbed it.

1926 - Mass production. By launching the factory complex Ford River Rouge Complex Henry Ford expands his product range and introduces the term "mass production". While the movement of materials is automated using multi-kilometer conveyors, the various stages of part creation (stamping, welding, painting, etc.) are organized into so-called "process villages" - places where equipment of the same type is grouped or similar processes are performed. Then this type of organization of production was adopted in more than 50 factories, and subsequently received a truly worldwide distribution.

1930s

1930 - Takt time... For the first time, German aircraft manufacturers are introducing the concept of "takt time" to synchronize the movement of an aircraft around the shop during assembly operations: each large section or the entire aircraft must move to the next station at a specified time interval. To establish an accurate takt time, it is necessary to accurately analyze the cycle time that passes from the beginning of the process to its end. Mitsubishi became familiar with this system through technology partnerships with German aircraft manufacturers and brought it to Japanese production, where Toyota also used it.

1937 - Just- in- Time(Right on time). When Kiichiro Toyoda founded the Toyota Motor Company, he had the idea of delivering parts and components just in time. But the lack of stability in production and relationships with suppliers prevented the implementation of his plans.

1941-1945 - Training within the industry. The US Defense Department provides industrial briefing, job management training, and labor relations training, and programs to educate and train millions of workers in military-related industries. These techniques were introduced in Japan after the end of the war and were eventually adopted by Toyota as operating standards.

1950s - Kanban and Supermarkets... Taiichi Ohno is developing a practical method for realizing Kiichiro Toyoda's plans for delivering parts on time.

1960s -LEAN-management... Under Eiji Toyoda's leadership, Toyota Motor Company is gradually developing a Manufacturing Management System with a new approach to manufacturing problem solving, leadership, operations, supplier collaboration, customer support, product development and manufacturing processes.

1960 - Deming Prize... The Japanese Union of Scientists and Engineers establishes the Deming Prize to encourage Japanese companies to adopt statistical methods for quality assurance and use Deming cycle: Plan-Do-Check-Act.

1965 - Mass production management... Alfred Sloan publishes a book « My years at General Motors» ("My Years with General Motors") for a detailed description of the manage-by-metrics approach he developed while at General Motors from the 1920s to the 1950s. It was at this time that Toyota entered the global market, becoming a serious contender for GM.

1965 - Quality as a key element of the management system... Toyota receives the Deming Award after a multi-year campaign of training each of its managers to solve production problems using a scientific method based on the Deming cycle.

1970s

1973 - SystematizationTPS. Fujio Cho and Yu Sugimori collaborate with colleagues to create the first manual for the Toyota Manufacturing System for internal use.

1977 - Beginning of spreading the basicsTPS. Fujio Cho, Yu Sugimori and others publish the first article in English - in a British mechanical engineering journal - explaining the logic of the Toyota Manufacturing System.

1979 - First academic research. The Massachusetts Institute of Technology is launching the Future of Automotive Program (International Motor Vehicle Program since 1985) to explore new methods for developing and manufacturing Japanese products.

1980s

1982 - Full descriptionTPS. Yasuhiro Monden's book "Toyota Production System" was translated into English and published in the USA by the Institute of Industrial Engineers, which was the first description of the entire Toyota Production System provided to the world community.

1983 - Direct distribution. Toyota and General Motors form a joint venture near San Francisco, New United Motors Manufacturing (NUMMI), which serves as a platform to directly disseminate TPS ideas outside of Japan.

1987 - EmergenceLEAN. John Krafchik, a young scientist at MIT's International Automotive Industry Research Program, is proposing a new term for Toyota's manufacturing system, product development, supplier collaboration, customer support, quality assurance and management, LEAN.

late 1980s - Widespread. Numerous writers (Robert Hall, Richard Schonberger, Norman Bodek) and consultants (former members of the Toyota Autonomous Research Group such as Yoshiki Iwata and Chihiro Nakao) are promoting LEAN methods far beyond Japan.

1990s - Publications. Many articles, books and guides are published on manufacturing description, product development, supplier collaboration, customer support and global management system, initiated by leading companies in Japan and providing compelling evidence of the competitive advantage of the proposed system ("The Machine That Changed the World", " Lean Thinking "," Learning to See ", etc.). Describes the key concepts (value, value stream, flow, pull, continuous improvement, etc.), highlights the history of companies in Europe, Japan and North America that, like Toyota, have achieved success in implementing a new production concept, develop recommendations that apply at any enterprise.

21 CENTURY

2000s - Global promotion. Dozens of organizations around the world are promoting the new philosophy of manufacturing, management and development through publications, seminars and training programs.

2007 - TOYOTA- №1. For the first time in history, Toyota surpasses General Motors to become the world's largest automaker and most successful commercial organization of the past 50 years.

The unity of different concepts in their pursuit of a common goal - the creation of flexible, efficient, competitive production - is confirmed by history itself. That is why the business portal "Production Management" has taken the path of combining various concepts under the auspices of the upper concept - "Production system", as is done by most of the sectoral and regional alliances, associations, unions in Germany, Japan, and the United States. And therefore, to the enterprises that implement the Production System, we include everyone who develops:

Quality management system (not limited to ISO);

Production system;

Logistic system (internal and external);

TOYOTA PRODUCTION SYSTEM;

Lean Manufacturing Principles;

LIN-management approaches;

KAIZEN, 5S, TPM, KANBAN, JIT systems;

PPS system (production planning and management);

SCM concept (supply chain management);

A cost optimization and loss minimization system.

Over the years, the concept of Manufacturing Systems has already proven itself, and its success in increasing the efficiency of the enterprise does not require proof. It has gone beyond the automotive industry, finding its application in energy, metallurgy, agriculture, military, chemical, food and many other industries. In recent decades, the concept has been developing at a rapid pace, and companies from the United States and Germany, whose economies are built on small and medium-sized businesses, have achieved particular success in this direction. It is these enterprises operating in a competitive environment that today have become the driving force behind the further evolution of Production Systems into new forms that better meet the changing requirements of the economic environment - Holistic, Flexible or Transformative Production Systems. And this development is unstoppable.

So you should not raise the Toyota Production System to the rank of universal, but learn to choose from a variety of tools, concepts, methods and approaches, united in a capacious and multifaceted concept of "Production system", what will suit your enterprise - with its unique conditions and tasks, history and strategy, strengths and weaknesses.

Note:

Venetian Arsenal- a complex enterprise for the construction and equipment of warships, including forges, shipyards, armories and various workshops, founded in Venice in 1104, to equip warships required for the crusades, in which the Republic of Venice participated.

Text: Natalia Konoshenko

Based on materials from Lean Enterprise Institute, "Breakthrough Moments in Lean"

Introduction

1. Motivation - basic concepts

1.1 The carrot-and-stick theory

1.2 Staff motivation

2.1 Development and nurturing of abilities

2.2 Human creativity

3. Psychological aspects of the study of activities

3.1 Genesis of motives and goals of activity

3.2 Activity motivation and research direction

3.3 Motivation and ethics

4. The law of psychogenesis of activity

4.1 Demand period

4.2 Motivation period

4.3 Purposeful period

4.4 Effective period

5. Labor is a purposeful human activity

5.1 Theories of labor motivation

5.2 Labor incentives

5.3 Genesis of the motivational structure

Conclusion

Bibliography

Appendix

INTRODUCTION

Attempts to explain human behavior based on his experience, knowledge and abilities, leave unanswered the question of why a person takes on a certain task and does it for a more or less long period of time. Many interpreters of human behavior again and again turn to the question of why, that is, to the question of what goals and what internal motives force an individual to do exactly these, and not any other actions. To answer this question, a special psychological discipline was created. The development of this discipline, called the study of motivation, was a reaction to the inadequacy of traditional explanations of human behavior. In this area of research, many concepts were developed and introduced: motivation, impulse, purpose, need, motive, and others. They are important for observing and evaluating the daily behavior of people: they reflect the natural tendency of a person to establish a certain relationship between behavior and internal conditions for the individual, in other words, these conditions are attributed to the property in certain situations to influence behavior. This approach is also used in attempts to study and explain the professional and economic activities of managers, executives, economists and engineers. Thus, behavior can be seen as a function of ability and motivation.

Human behavior in labor activity is characterized by his motives, goals, needs in life. From the point of view of psychology, each person is inclined to the needs that he needs to fulfill. According to his needs, a person chooses his own path in labor activity. From the point of view of sociology, each person is a member of society, by the standards of which he also chooses his labor activity. Psychological and social aspects influence human behavior when choosing a profession and occupation. Therefore, motivation and its development in labor activity leaves its mark on the development of society as a whole.

This course work reveals the issues of human motivation, his behavior in work, understanding of work, describes various theories of motivation, its structure, concepts, psychological aspects of human motivation. Also in the course work, a model of the psychological system of activity, a model of individual needs, a model of activity motivation and a social model of the capabilities and needs of an individual are presented.

1. MOTIVATION - BASIC CONCEPTS

Evolution (Latin evolutio deployment) is a process of change, development.

Motivation is the creation of an internal motivation for action.

The term "motivation" is derived from the word "motive", which in turn comes from the Latin verb movere, that is, to move. Thus, motive can be defined as something that makes you act.

A distinctive feature of the concepts of motive and motivation is the assumption that some inner force prompts you to action. It can be a need, desire, or emotion, but it is it that makes you act - and act in a certain way. Internal impulses, no matter how strong they are, will not become effective if they do not affect your will and do not prompt you to take action. Will manifests itself in making a decision. You must make a decision and show a conscious intent to move in that direction. Your motivation will be reflected in your behavior.

It is the signs of motivation, such as energy and determination, that employers look for when they select candidates for a particular position. Terms related to motivation are summarized in the table below. This is a useful list of terms used by today's leaders.

Terms Appropriate Qualities Approach to Work Job Orientation Zeal Willingness Passion Appropriate Individuals and Organizations Commitment Craving for Work Energy Drive Perseverance Determination Purposefulness 1.1 The Carrot and Stick Theory

Motivation is something that can be applied to another person. To motivate means to give a person a motive or an impulse to perform this or that action. That is, to stimulate a person's interest in a certain action.

The oldest theory of motivation on earth - and still the most prevalent - is the notorious "carrot and stick" theory. How deep the roots of this theory can be found out from the following example: our word stimulus has Latin roots, and in ancient times it meant a goad, a stick with an iron tip, with which animals were urged on and forced to move regardless of their will or desire.

Imagine that a donkey is staying with you. One way to get him to go where you want him to is is to beat the animal with a stick or stab it with a stick. Another way is to entice him with a carrot. From your point of view, it doesn't really matter which of the methods will give the result - the main thing is that the donkey moves forward, and you do not need to spend your strength pushing it. With the help of a carrot or a stick, you help the donkey make a decision. We extend the assumptions about the donkey from the above example to humans. Of course, humans are different from donkeys. As incentives, both the carrot and the stick fall into the same category — they are external stimuli. An incentive not only prompts action, but also arouses interest, satisfies, or inspires. When motivating other people, you consciously or unconsciously apply this or that stimulus, influencing their consciousness and soul. This can be a positive incentive (reward), or a negative incentive (threat of unpleasant consequences). A combination of the first and the second is possible. There is a third way to motivate a person - through words and personal example.

1.2 Staff motivation

Perfectly written plans and the most perfect organizational structure make no sense if someone does not do a specific job. Therefore, members of the organization must carry out this work in accordance with the delegated responsibilities and in accordance with the plan. In ancient times, labor was motivated by a whip and threats, and for a select few, rewards. Since the end of the nineteenth century. and until recently it was widely believed that people would work harder if they had the opportunity to earn more. Thus, the motivation was reduced to offering appropriate monetary rewards in exchange for the effort. This opinion was at the heart of the motivation of the scientific management school. Research in the behavioral sciences has shown the failure of a purely economic approach. It was found that motivation is the result of a complex set of needs that are constantly changing. In order to properly motivate the work of workers, it is necessary to determine the needs of these workers and find a way to meet these needs through good work.

Human behavior is determined by his motivations, and therefore is the subject of social management. The content of the motive includes: a conscious choice of a goal and means of achieving it, the external environment and conditions of implementation are taken into account, a line and program of behavior is determined, and possible consequences are assessed.

Example. Someone Arishkin estimates his contribution to the organization at 2 thousand rubles, and receives 1 thousand rubles in the form of wages. His colleague, a certain Byazikov, also receives 1,000 rubles, but brings the organization 1,500 rubles. From the point of view of Arishkin, his salary is 0.5 contribution (1: 2 = 0.5), and the salary for Byazikov is 0.67 (1: 1.5 = 0.67) contribution. Arishkin believes that his efforts are underestimated. To correct, Arishkin can: reduce his contribution to the organization (work less intensively, less hours and restore justice - or Byazikov should increase his contribution); achieve an increase in their wages (status, power, privileges); to influence Byazikov through the leadership - to exert pressure; change the comparison object. Compare yourself not with Byazikov, but with Vasiliev and find a sense of satisfaction.

In Russian psychology, a number of fruitful concepts of activity and methodological approaches to its study have been developed. These are primarily the works of the general theoretical plan of S. L. Rubinstein, A. N. Leontyev, B. M. Teplov, B. G. Ananyev, K. A. Abulkhanova-Slavskaya, V. N. Myasishchev, G. V. Sukhodolsky , E. B. Starovoitenko, as well as research carried out in the mainstream of labor psychology and engineering psychology, K. K. Platonov, B. F. Lomov, D. A. Oshanina, V. P. Zinchenko, V. F. Rubakhin, A. A. Krylov, G. M. Zarakovsky, V. A. Ponomarenko, V. P. Druzhinin, A. V. Karpov. The works of I.M.Sechenov, I.P. Pavlov, A.A. Ukhtomskoy, N.A. Bernstein, P.K.

Features of the development of reflex production activity. Evolution of labor motivation Evolution of production activity

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