Elements of social organization. Social organizations

In everyday usage, the word “organization” means the establishment of a certain order aimed at achieving some goal.

Organization people in a group is the establishment of hierarchical subordination between them, which allows them to cooperate in achieving common goal. A small group striving to achieve such a goal, within which social roles are differentiated and hierarchized, is an example of the simplest social organization.

Principles of social organization

Social organization always meets the following criteria:

• the presence of a consciously set general goal towards which the organization’s activities are aimed;
• the presence of a status-role hierarchy—the distribution of individuals along the vertical of social statuses and roles;
• the presence of institutionalized norms and requirements that individuals within the organization must comply with;
• presence of functional specialization.

Levels of social organization

In sociology there are four levels of organization:

• the first level is the nuclear family - a social group that is characterized by living together, running a joint household and reproduction. The nuclear family consists of an adult man and woman who have socially sanctioned sexual relations, and minor children born to the couple or adopted. The nuclear family is a widespread type of group;
• the second level is a complex family, represented by two types: a polygamous family, consisting of several nuclear families united by a common spouse, and a branched family, which is several nuclear families, connected by relationship consanguinity;
• third level - groups united by blood kinship and right of inheritance. Unlike a family, such groups do not live together and do not maintain a common household;
• The fourth level consists of the most numerous social groups based on social stratification.

At the global level, society is organized in the form of more or less distinct stratification - layers. As W. Goodenow showed, the structure and size of local groups depend on the type of economic activity. After local community, the dominant form of organizing differentiation is social class. This differentiation is most clearly observed between slaves and free citizens in slave-holding societies. In a somewhat softened form, social differentiation manifests itself between estates and closed castes in estate and caste societies, as well as between rich and poor social strata.

When exploring the origins of society, sociologists have always turned to the problem of social organization, seeing a close relationship between organization and the social. Thus, it explains the diversity of historical types of society with different levels of social differentiation or social division of labor. A. Radcliffe-Brown and J. Murdoch, on the contrary, discover the principles of social organization in the empirical study of cultures.

The problem of organization theory was considered most comprehensively and in detail by B.Z. Milner, who in his work describes a number of theories of organizations as a generalization of world experience in the field of studying organizations. A social organization is “a consciously coordinated social entity with defined boundaries that functions on a relatively permanent basis to achieve a common goal or goals.”

Among the main theories of organization, Milner identified the following:

• A. Fayol's theory of organization, which analyzes the structure of the organization as a whole and formulates the principles of its functioning. In total, Fayol identifies 14 principles, which are grouped according to different criteria in this way: structural principles, process principles and principles of the final result. Fayol considered the choice of appropriate principles depending on the situation as the art of management;
• M. Weber's bureaucratic theory of organization, which describes the form, or pattern, of an organization that guarantees the predictability of the behavior of employees. The bureaucratic structure provides a high level of accountability for results to the management of the organization and to those associated with it;
• “System-4” scheme by R. Likert, based on factors effective organization— human motivations, which manifest themselves through: setting goals, decision making, control, decentralization. Likert argued that organizations built on the basis of the provisions of classical theory are not effective, since they have features of conservatism and do not respond properly to changes in the external world, whereas the organization should be able to respond to external changes and take them into account, this is the key to higher productivity and profitability of the organization;
• G. Simon's theory of administrative behavior, which is based on the concept of an administrative worker proposed by the author and which examines the processes of influence of established goals on rational behavior in organizations;
• Glacier's theory is considered a universal theory of organization formation. It identifies at least four subsystems in each organization: executive, representative, appellate and legislative, each of which performs its own function within the organization and constantly interacts with the other subsystems;
• the theory of organizational potential by I. Ansoff (1970s), which is based on two historically established approaches to the formation of organizational structures - structural and dynamic.

Structural approach characteristic of the period before the Second World War, is based on the internal structure of the organization and the division of functions within it, while ignoring the impact external factors on the dynamics of changes in organizational structures.

Dynamic approach became widespread in the post-war period and focuses on the analysis of the organization’s interaction with the external environment and sources of resources. One of the main theses of this approach is the existence of a relationship between the nature of external relationships and the behavior of the organization, on the one hand, and its internal organization- with another.

The distinctive features of the organization are

• complexity - the degree of differentiation within the organization, which includes the level of specialization, the number of levels in the organization's hierarchy and the degree of territorial distribution of organizational units;
• formalization - pre-developed and established rules and procedures that determine the behavior of employees;
• the ratio of centralization and decentralization, which is determined by the nature and specifics of decision-making, i.e. depending on the levels at which decisions are developed and made in the organization.

Social organization, unlike other types of social grouping, has a certain structure of social relations between individuals and motivating orientations that unite members of the organization and guide their behavior. In accordance with the structure of the organization, tasks are distributed, subordination and formal coordinating mechanisms are developed.

- This is the framework of the system, ensuring the integrity and orderliness of the organization. All elements of the structure are in a functional connection and represent a whole that is transformed under the influence of external and internal factors, but retains its essence.

In the organizational structure, the following types of organizational connections are distinguished:

• linear - characterized by the administrative subordination of officials; this is the simplest type, characteristic of small-scale organizations and based only on leadership-subordination relationships;
• functional - characterized by the absence of administrative subordination, there are connections for the implementation of individual works; typical for complex organizations where it is required high professionalism when solving management problems;
• the linear-functional type corresponds to large organizations with a complex, branched management system;
• cross-functional, or cooperative, - established between departments or positions of the same level;
• divisional - appear as a result of an increase in the scale of the organization and the formation of its branches; I. Ansoff considers this type of organizational structure as a functional structure repeated several times;
• multinational - appear in the process of division of multinational organizations and the formation of branches in different countries.

The principle of hierarchy - basic in the structure of the organization. The hierarchical structure of the organization is inevitable, since direct management of activities large number people sooner or later becomes impossible and the need for subsequent levels arises. For this reason, an organization always takes the form of a pyramid. The top of the pyramid is the leader of the organization, the base is its ordinary members, middle part, which gradually narrows as it approaches the top, are various intermediate levels of control. At these levels, joint activities are coordinated and individual actions are integrated into a single whole. In this case, hierarchy is a form of division of labor not only horizontally, but also vertically.

The hierarchical structure of an organization presupposes inequality and one-sided dependence between individuals, the subordination of subordinates to superiors, and control by superiors over compliance by subordinates with norms and requirements. Consequently, hierarchy presupposes coercion as one of the methods of functioning of the organization.

Members of the organization are subject to rules and regulations, and hierarchical relationships control the will of the employee, adapting his individuality to organizational functions and impersonal requirements of the organization.

Organizational culture develops in every organization, and has its own unique one. Among the essential characteristics of the organization are the following:

• norms and rules of employee behavior;
• employees' language of communication;
• the history of the organization, including specific incidents, legends, ceremonies and rituals, as well as specific forms of reward and recognition;
• a set of the most important provisions of the organization’s activities, determined by the mission and development strategy and expressed in the totality of social norms and values ​​of the organization, shared by the majority of employees;
• stable forms of human relationships within the organization, general principles of activity;
• a set of established patterns of behavior and working techniques that contribute to better organization of work;
• philosophy and ideology of management;
• orders and norms that underlie relationships and interactions both within the organization and beyond;
• a set of basic ideas shared by members of the organization (or its active core), developed in the course of solving problems of external adaptation, internal integration, goal achievement, and conscious influences of managers;
• the character and “personal qualities” of the company, based on the experience of many generations of its employees.

Social organizations, their structure

Organizations are found almost anywhere and everywhere. A person is born in an organization - a maternity hospital and dies, becoming a client of a funeral home. Heirs try to settle the affairs of the deceased in organizations such as a law office, tax agency, bank and court. These are all modern organizations.

In primitive societies, concerns about health, education, and assistance to the elderly fell on the family or community. Industrialization made life more complex, and the need arose to create many special organizations.

The link between the primary group and the organization is charismatic group, formed to achieve certain goals. Its head is a leader who is distinguished by charm and attractive power, or charisma. Group members respect the leader and are ready to serve him faithfully for the time being. Typical charismatic groups are Christ and his disciples, Gandhi and his supporters. Signs of charismatic groups are the instability of the organizational structure and dependence on the leader, when the position of any group member depends on the leader’s attitude towards him. Since personal relationships are highly variable, the group structure is also unstable. Usually, over time, rules of behavior in the group are formed, and it becomes more orderly.

Public associations- one of the types of organization - common throughout the world; they are formed by supporters of a certain politician, environmentalists (“greens”), religious groups, clubs of chess players, mushroom pickers, philatelists, etc. These associations have three main features:

• they are educated to protect common interests their members;
• membership in them is voluntary and is not inherited;
• organizations of this type are weakly connected with government agencies;
• Most members of voluntary associations work for free. There are especially many such organizations in the USA.

Total institutions It is customary to distinguish it as a special type of organization in Western sociology (E. Goffman). They are created to defend common interests by state, religious and other organizations. Examples of such institutions:

• hospitals, boarding houses for people who cannot take care of themselves (blind, elderly, poor, sick);
• prisons and concentration camps reserved for those deemed dangerous to society;
• military barracks, naval crews, closed educational establishments, labor camps and other similar institutions;
• men's and nunneries and other shelters where a person comes for religious reasons.

Residents of total institutions are often isolated from society, and often under surveillance.

The bulk of all organized activity in industrial societies takes place in institutions administrative departments and simply in organizations (in Western sociology they are usually called bureaucracies). A person meets with them constantly.

Structure of social organization

Structure is an important element of any organization and is expressed in the division of activities according to certain rules or laws. Every modern organization has a director, a business manager, etc., and the order of subordination of officials, who in turn are the bosses of other employees, has been adopted. As a rule, there is a system of vertical dependence (from top to bottom): the board of directors, the main managers of organizations, middle-level managers and subordinate managers who control the activities of ordinary employees. The structure as a whole is a system of relations between people that obey existing norms, but at the same time deviate from them within certain limits, determined by personal feelings, preferences, sympathies and interests, i.e. There are also informal relationships here.

Thus, social structure includes a set of interrelated roles, as well as ordered relationships between members of the organization, primarily relations of power and subordination. These relationships are transformed as a result of the exchange of resources and changes in the nature of their use, which constitutes a reserve for the development of the organization - the introduction of innovations in the field of division of labor, changes in the motivation of participants in the labor process, the formation of new forms of social control and informed management decisions.

In the fundamental scheme of the activities of any institution, its purpose plays an important role: an organization without a purpose is meaningless and quickly disintegrates. Target is considered as the desired result or the conditions that employees of the organization are trying to achieve using their activity. Sociologists and professional managers identify three interrelated types of organizational goals:

• goals-tasks- programs of general actions that are set by a higher-level organization. Laboratory work at a research institute, treatment of patients in a hospital, teaching at a university - these are goals and tasks that determine the meaning of the organization’s existence;
• goal-orientation - a set of goals of participants that they realize through the organization. If goals-tasks and goals-orientations diverge, employees, striving to implement their personal plans, treat work formally, the activities of the institution become ineffective;
• goals-systems - the desire to preserve the organization as an independent whole. Often an organization, having lost real goals, exists only in order to survive, to preserve at any cost an institution that has become useless to anyone (except the workers themselves). The main goals are divided into smaller ones, which should correspond to the division of the institution into levels (departments, sectors, laboratories, workshops, sections).

Employees of the organization - personnel - interact with each other in accordance with the normative and behavioral structure. If the placement of personnel takes into account the abilities and creative potential everyone, then it is possible to join forces and achieve an organizational effect.

Organization from the point of view of technologists - it is a place where a certain type of work is done. The concept of “technology” is also understood here as a system of material objects - machines, materials, duplicating equipment, transmitting and receiving equipment, as well as the facility building itself, workshop areas, storage facilities (in the narrow sense, “mechanical” - these are physical objects associated with human activity), and as the body of knowledge of workers about the most rational means of using this system. Technology in this understanding is used in the most complex areas of production in the form of a deviation from the usual, routine methods and rules, and the creation of fundamentally innovative solutions and methods of activity.

Every organization exists in a specific physical, technological, cultural and social environment. No organization is possible without connections with the outside world - with higher organizations, suppliers, law enforcement agencies, political and other institutions that operate in this particular society. Managers consider the main factors influencing the external environment to be the state and the political system, the economy, social and cultural factors.

Organization management are dealt with by special bodies whose task is to monitor the activities of all elements, to keep within acceptable limits the deviation of individual parts and the organization as a whole from its goals, to monitor compliance with the norms and rules of the organization, applying various methods including rewards and punishments.

Currently, the management of an organization has become very complicated and its functions, as a rule, are concentrated in a special group - the administration (bureaucracy). It is known that in many societies there is a tradition of sharply negative assessment of bureaucracy, considering it as a synonym for formal, soulless paperwork, as an example of indifference to personnel. Indeed, officials sometimes take the formalization of their activities to the point of absurdity. Sociologists have experimentally proven that constant, strict adherence to the rules also has negative consequences for the official himself: he loses the ability to make independent decisions and creatively apply existing rules, i.e. actually becomes incompetent.

No less important problem, which is especially acute in Russia today, is associated with the corruption of officials who want to receive additional income through official opportunities. In almost all countries, bribery occurs of persons who have the right to change the “rules of the game” in the interests of one entity to the detriment of another and even to the detriment of the state or organization. Most researchers come to a pessimistic conclusion: it is impossible to completely eradicate corruption. However, it is necessary to create conditions under which corruption becomes unprofitable and too dangerous, i.e. the risk of exposure and punishment will outweigh the possible benefit.

Of course, bureaucracy is formalistic and soulless, but Max Weber (1864-1920) noted that the bureaucratic form of government is the only workable one. Bureaucracy is an organization consisting of officials, positions and positions that form a hierarchy. Bureaucrats are distinguished by formal rights and duties that determine their actions and responsibilities, and constitute the most effective management machine based on rationalization. It is characterized by strict responsibility for each area of ​​work, coordination in solving problems, optimal operation of impersonal rules, and a clear hierarchical dependence. All this, taken together, determines the rather predictable behavior of the organization’s employees and helps management coordinate their activities. In turn, predictability and coordination are the main factors that contribute to increased efficiency and productivity. Although the features of a bureaucratic organization impart an impersonal character to the final results of activities, in most cases the work of officials is preferable to the inefficiency of the organization. The problem is how big the bureaucracy is and how strong its vested interests are.

Thus, under social organization imply an orderly and coordinated association of people, which is intended to perform clearly defined functions and aimed at achieving specific goals. This is a regulated, hierarchical structure of an institutional nature, in which the formal roles of participants are clearly distributed and strict norms and rules are established to which they must obey. The main difference between a social organization and other social groups is the formal nature of intra-organizational relations. Organization is recognized as one of the most important elements of modern society, since most social groups that determine human life exist in the form of organizations (for example, kindergarten, school, army, institute, work collective, etc.).

Elements of organization.

Scheme

Matrix management structure.

4) conglomerate type organization: A conglomerate-type organization is characterized by the fact that two or more of the structures discussed above are combined within one organization.
Posted on ref.rf
For example:

‣‣‣ in one department of the company a vertical

structure,

‣‣‣ in another - linear,

‣‣‣ in the third - matrix organization.

All considered classes and types of organizational structures are widely used in the management system; therefore, it is extremely important to know, apply and modernize them in the process labor activity.

2. Social organization: characteristics, structure, elements.

Considering the organization from the point of view of a social object, a social group, we give the following formulation.

Social organization(from Late Latin organize - communicate a slender appearance) represents a system of social groups and relationships between them to achieve certain goals through the distribution of functional responsibilities, coordination of efforts and compliance with certain rules of interaction in the process of functioning of the management system. Various social groups interact in it, whose members are integrated by interests, goals, values, norms based on joint activities.

Social organization is usually characterized by the following basic signs:

1. having a common goal(production of products or provision of services);

2. formalization of relations in the organization and normative regulation of the behavior of members of this organization;

3. hierarchy of relationships. The existence of a system of power and management, which implies the subordination of workers to management in the process of work;

4. distribution of functions(powers and responsibilities) between groups of workers interacting with each other;

5. availability of communication. A set of rules and regulations governing relationships between people;

Social organization is one of the most complex type organizational systems, because in there is a certain duality inherent in its nature:

· firstly, it is created to solve certain problems,

· secondly, it acts as a social medium for communication and substantive activity of people.

Superimposed on a pre-created social organization the whole system interpersonal relationships.

For example, before labor social organization As a rule, two tasks are set:

1) increase economic efficiency production and quality of products, services and labor provided;

2) social development of the team or employee as an individual.

Organization structure:

I. Two types of structures of social organization can be distinguished: production And non-productive:

Production type of social organization structure is formed based on the production factors of human activity and includes such components of the general structure as:

a) functional (labor content);

b) professional (training and retraining of personnel);

c) socio-psychological (interpersonal relationships);

d) managerial (management system).

Qualitative signs functioning of the production type of structure of a social organization are the needs and interests, the employee’s requirements for work and, first of all, for the content and conditions of work, for the conditions of his professional growth, for the organization of work. A specific area of ​​phenomena associated with the production type of structure of a social organization is a system of measures to develop motivation for production activity (this is moral and material incentives, etc.).

Non-productive type of structure of social organization arises when members, for example, of a labor organization (team) participate in various types non-production activities that fill the non-working and free time of employees. The non-productive structure of a social organization includes a significant part of the activities of public, cultural, sports and other organizations.

General structure social organization of an industrial enterprise arises and develops both in work time(during production process, in the process of work) and in free time from work.

II. Within any organization there are external and internal levels of structure.

The structure of an organization has several components, among which the most important are the specialized division of labor, the sphere of control and coordination of joint activities of people working in a given organization. All this forms internal environment organizations. But the latter operates to a certain extent external environment.

External environment. Social factors external to the organization are woven into a complex tangle of political, economic, legal, social and socio-cultural influences that are constantly present in the life of the organization and significantly influence the formation of its activities. The external environment affects not so much the daily work of people, but rather their attitude towards their organization and the behavior of the organization itself as a whole. In particular, positive in the eyes public opinion image gives people pride in belonging to the organization. In this case, it is easier to attract and retain employees. When public opinion develops a distrustful or even negative attitude towards an organization, people come to it without much satisfaction, rather driven by considerations of profit, lack of choice, etc.

Internal environment Organizations are the immediate environment in which people united by common goals, interests and activities have to work. You should always keep in mind that both the organization and its management, both managers and subordinates are people united in certain groups. When an enterprise opens, the corresponding decision is made by a specific person or a specific group of people, and not at all by abstract management. When poor quality products are produced, the culprit is not the abstract “workers”, but a few specific people who are not sufficiently motivated, stimulated, poorly trained or irresponsible in their duties. If management - individual employees of the management system - does not understand or does not recognize that each employee is an individual with his own unique requests, interests, needs, expectations, the organization's ability to achieve its intended goals will be jeopardized.

Organizations are highly volatile and highly complex social formations. In this case, their analysis must begin with a fairly simple model (see figure).

External environment

Rice. Elements of organization

Let's consider the individual elements of this model.

1. Social structure is the central element of any organization. It refers to patterned, or regulated, aspects of relationships between organizational participants. There are two points of view on the social structure of a group.

· On the one side, normative structure

· with another - actual structure

Regulatory structure includes values, norms and role expectations.

Values - these are criteria for attractiveness and reasonable choice of goals, as well as assessment of surrounding social norms.

Norms - these are generalized rules governing behavior that change and improve, leading individuals to achieve collective goals, the goals of the organization. Roles determine the contribution to the overall activity based on the position occupied, as well as the mutual expectations of the participants, mutual control over their behavior. Values, norms, and roles are organized so that they constitute relatively coherent and enduring systems. mutual trust and regulations governing the behavior of organizational members.

Concerning actual structure, then it can be defined as behavioral structure . It differs significantly from the normative structure primarily in that it contains the personal qualities of the participants and their mutual assessments of these qualities come to the fore . In general, a behavioral structure is a system of relationships between people that is within the normative structure, but at the same time deviates from the normative structure in within known limits, conditioned by personal feelings, preferences, likes and interests.

The social structure of an organization varies in degree of formalization.

Formal social structure - This is a structure in which social positions and the relationships between them are clearly specialized and defined regardless of the personal characteristics of the members of the organization occupying these positions. For example, there are social positions of the director, his deputies, heads of departments and ordinary executives. The director must be businesslike and energetic, fully consistent with her position, but must be passive and incompetent. But still, formally he remains a director. The relationships between the positions of the formal structure are based on strict rules, regulations, regulations and are enshrined in official documents.

In the same time informal structure consists of a set of positions and relationships formed on the basis of personal characteristics and based on relations of prestige and trust. From the point of view of the informal structure, a competent and conscientious department head may have higher prestige and mean more than the director of the organization. The informal structure is more changeable, mobile and unstable than the formal one, because such relationships are not fixed official rules, regulations and norms and, therefore, can be easily destroyed, for example, if the selected manager does not live up to expectations.

2. Goals. Goals are very important, since it is for the sake of achieving them that all the activities of the association of people are carried out. An organization without a goal is meaningless and cannot exist for any long time. The goal is perceived as the desired result or the conditions that members of the organization are trying to achieve using their activity to satisfy collective needs. The joint activities of individuals give rise to goals of different levels and content. With interrelated types of organizational goals: goals-tasks, goals-orientation and goals-systems.

Goals-tasks - these are designed as general action programs instructions issued externally by a higher-level organization. Enterprises are given tasks by the ministry or dictated by the market (a set of organizations, including allied companies and competitors) that determine the purposeful existence of the organizations. It is obvious that these goals are a priority and the attention and main activities of all participants in the organized process, without exception, are directed towards their implementation. Teaching at school, treating and receiving patients in a hospital, laboratory work in research institutes - all these are goals and tasks that determine the meaning of the organization's existence.

Goal-orientations - this is a set of goals of participants realized through the organization . This includes the generalized goals of the team, which also include the personal goals of each member of the organization. An important point of joint activity is the combination of goals-tasks and goal-orientations. If they diverge significantly, motivation to accomplish goals and tasks is lost and the organization’s work may become ineffective. In an effort to fulfill goal-orientations, members of the organization brush aside goals-tasks or strive to fulfill them only formally.

Goals-systems- This the desire to preserve the organization as an independent whole, ᴛ.ᴇ. maintain balance, stability and integrity. In other words, this is the organization’s desire to survive in the existing external environment, the integration of the organization among others. The goals of the system must fit organically into the task goals and orientation goals.

The listed goals of the organization are the main, or basic ones. To achieve them, the organization sets itself many intermediate, secondary, derivative goals: strengthening discipline, stimulating employees, reorganization, improving the quality of work, etc.

3. Members of the organization, or participants - an important component of the organization. This a set of individuals, each of whom must have the necessary set of qualities and skills that allow him to occupy a certain position in the social structure of the organization and play a corresponding social role . Together, the members of the organization represent staff, which interact with each other according to a normative and behavioral structure. Possessing different abilities and potential (knowledge, qualifications, motivation, connections), members of the organization must fill in all the cells of the social structure, without exception. all social positions in the organization. The problem of personnel placement arises, combining the abilities and potential of participants with the social structure, which makes it possible to combine efforts and achieve an organizational effect.

4. Technology. An organization from a technological point of view is a place where a certain type of work is performed. The concept “technology” is usually attributed to three meanings.

First of all, technology is often presented as a system of physical objects that make up an organization (machines, materials, duplicating means, transmitting and receiving equipment, etc.).

Secondly, technology is usually understood in a narrow, “mechanical” sense: these are physical objects connected to human activity. A car and a radio differ only in that human energy is applied to them differently - different actions are performed to produce them.

Thirdly, the term “technology” is used to denote the totality of people’s knowledge about the processes occurring in a given area of ​​the organization’s functioning. An organization cannot engage in any kind of activity without knowing how to use the means, transform them and implement them. Technology in this understanding (usually called know-how) is systematized knowledge of useful and most rational practical actions. It is this interpretation of technology that is used in the sociology of management.

5. External environment. Every organization exists in a specific physical, technological, cultural and social environment. She must adapt to him and coexist with him. There are no self-sufficient, closed organizations. All of them, in order to exist, function, achieve goals, must have numerous connections with the outside world.

By studying the external environment of organizations, we can identify the main factors influencing them by the external environment:

1) the role of the state and political system;

2) market influence (competitors and labor market);

3) the role of the economy;

4) the influence of social and cultural factors;

5) technology from the external environment.

It is obvious that these environmental factors influence practically all areas of the organization’s activities.

In general, we can say that each of the organizational elements - social structure, goals, organizational members, technology and external environment - serves as a critical component of all organizations. However, organizations are presented as systems of elements, each of which is unthinkable without the others. For example, goals themselves, like a single social structure or technology, are not the key to understanding the nature of the functioning of organizations, just as there is no organization that can be understood in isolation from the environment.

LECTURE 4: ORGANIZATIONAL CULTURE

1. The concept of culture, organizational culture, its origin.

2. Levels and elements of organizational culture

3. Typology organizational culture

Elements of organization. - concept and types. Classification and features of the category "Elements of organization." 2017, 2018.

Annotation: The purpose of the lecture is to describe the types and types of organizations, basic concepts and approaches in research modern organizations, the role of bureaucracy.

From birth to death, our lives are connected with organizations. Let's name just a few of them: maternity hospital, kindergarten, school, secondary specialized or higher education institution, army, police, hospital, store, market, funeral service, marriage registry. Each of us is a member of one organization or another and daily depends on the activities of many of them.

A harmonious and orderly world is not just a desirable goal, but also necessary condition and a means of human existence, development and activity. This is concretely embodied in the creation of social organizations. They are different in form, purpose and focus of activity. Sociotechnical, sociocultural, public, professional, and military organizations constitute the social environment in which socialization and the life path of the individual take place. In this regard, a number of practical problems: how to ensure that the organization contributes to self-affirmation and self-realization of a person; what needs to be done so that the organization does not suppress human individuality, is not alien to human nature, how it is necessary to promote social protection personality, its spiritual, psychological and physical health. Creation and effective management organizations is impossible without knowledge and application of the laws of sociology.

In the formation of the concept of “organization” one can trace the following etymological line: organ – organic whole – organism – organic whole – organized system. The organization should be considered as a unity of interconnected and coordinated functioning bodies (elements). The term organization is often identified with such terms as “institution”, “enterprise”, “social institution”, “social system”. What they have in common is the interconnection, integrity and unity of organs (elements).

An organization is a large association of people based on the impersonal connections of its members in order to achieve certain goals. Organizations have missions, specific values ​​and visions, and institutions to realize their goals. An organization is a union of people striving to realize a goal in an organized way.

An organization is the main type of secondary group. In a broad sense, this concept means all social associations at all levels of the structure of society: at the macro, average and micro levels. It is a way of orderly interconnection within a system of different groups. Three aspects can be distinguished: 1) organization as a property of a certain object, characterizing its orderliness. 2) subject aspect (as a conventional name for some association of people or social institution); 3) functional (as the process of organizing, ordering an object). The concept of organization, used in a substantive sense, denotes those organizational systems, the study of which is included in the subject of the sociology of organizations.

Using the concept of “organization” in a functional sense, the sociology of organizations includes in its subject one of the sections of the sociology of management, however, without duplicating, but complementing and deepening it.

An organization is an association that a person creates in his own image and likeness. Humanistic organizations cannot be involved only in socio-economic and industrial-practical significance, but also help in solving universal human problems.

An organization is a complex multidimensional object. It is impossible for any one author to provide an exhaustive description. The concepts of various sociologists act as unique approaches and explanations. Let's name M. Weber first. He understood the term organization as an instrument for achieving group goals. Organization model – structure of managed parts. Organizational structures are considered as tools specially created in the interests of carrying out group intentions. A clear distribution of labor is assumed, which ensures high qualifications and specialization of personnel. Employees must strictly meet the required standards. Jobs and positions are organized into a strict hierarchical power structure that is clearly defined. Decisions and actions are guided by instructions. The instruction ensures the uniformity of activities, its continuity and stability, regardless of staff changes. The organization includes a special administrative apparatus. Employee relations at all levels are impersonal and emotionally impartial. The developed system of social distances is aimed at this, which ensures the necessary rationality of judgment when performing duties, feelings and moods are excluded. Officials are appointed.

The following concept is based on the views of T. Parsons. If M. Weber writes mainly about the laws of formal organization, then Parsons considers organization as a natural system. The views of F. Selznick and C. Perrow are aligned in the same direction. These authors analyze the organization as a set of interdependent and interconnected parts, as a natural whole. Organizational structures are open systems. They actively use mechanisms feedback, which ensures correction of deviations from the equilibrium state and stability. The organization develops according to its own natural laws, and not according to the plans of individuals; its structures are maintained spontaneously and homeostatically. Positive integration is a necessary condition for the existence of organizations. Integration presupposes mutual support among members of the organization. Threats from the external environment in imbalance cause defense mechanisms, in the creation of which organizational values ​​participate. Standards and sanctions arise spontaneously. Integration is understood as a structure; its components are processes through which relationships between people are streamlined, which ensures their harmonious functioning. People are seen as parts social system playing certain roles. Integration can have a negative aspect when the possibility of social action is reduced. System integration is disrupted due to mutual interference and confrontation. The density of socio-psychological space creates a climate of struggle for one’s place and status. Differentiation of structure through conflict is also possible.

According to T. Parsons, an organization has its own laws, but is included in the structure of society and reflects the properties of the social system. The organization as a whole is always more than the amount of its constituent systems and is independent of the intentions of individual units. An organization is a continuously changing system. Ackoff and Emery's concept is devoted to the analysis of decision making in organizations. These authors reveal the systemic nature of the processes of goal setting and determination. One can also name the concept of the Polish author J. Zelenevsky in line with the general theory of organization and management and the Russian scientist A.I. Prigozhin (the concept of organization as a subject of the sociology of management).

In conclusion, we will give a more detailed analytical overview of the sociological approach of J. Szczepansky. The Polish author defines an organization as an association of people striving to realize a goal in an organized manner. Organization is also a means of leadership and coordination. Organization is also the functioning of communities as a system of patterns of activity. Organization provides order social life through social control. The order and common life of community members are associated with a value system. Social roles performed by community members on the basis of dominant values ​​ensure the functioning of the organization. In this way, aspirations and actions are harmonized, problems and conflicts are resolved.

J. Szczepanski presents the organizational model this way. Social organization provides a group with order and a state of balance. Sustainability ensures the satisfaction of social needs. Instability is caused by phenomena of social disorganization. The basis of social order is the realization of the volume of the individual's expectations in meeting his needs. Social order is disrupted if expectations are not fulfilled or a crisis occurs in the institutions of social control. In this case, the group goes into a period of radical change.

J. Szczepansky identifies four mechanisms for resolving conflicts and ensuring internal cohesion of social associations:

1) creating power and giving it powers.

Creation of a system of sanctions and provision of power.

Authority must create unity of action by controlling the performance of duties by a group member. 2) the creation of social mechanisms for the development of compromises by antagonists (individuals or subgroups). Compromise involves mutual concessions and recognition of partial mutual benefits. With a compromise, formal agreement and formal unity of action were achieved. Settings may remain the same. 3) resorting to a vote of the general meeting when the discussion does not lead to mutual understanding. Differences in attitudes and actions often remain the same. 4) integration is achieved on the basis of discussion, which leads to general agreement, to the unity of attitudes, to the unity of actions of antagonists included in the social association.

According to J. Szczepanski, organization is different from structure. Structure is the arrangement of the constituent elements of a whole in accordance with a certain principle that makes the functioning of the whole possible. If structure is the structure of the whole, then organization is the functioning of the whole.

Despite the uniqueness of the selected approaches, the subject of sociological analysis of the organization is outlined quite clearly.

Types of organizations, their functions and factors of activity

Main social function and the place that an organization occupies in the system of social relations is the main criterion for isolating them various types. There are: 1) administrative organizations (enterprises, institutions, educational institutions), 2) public (trade unions, cooperatives, creative unions, parties), 3) amateur organizations (voluntary societies, groups based on gender and age, informal interest associations). In addition, we can highlight:

• oligarchic organizations (based on minority rule);
• neo-oligarchic organizations (communes, Israeli kibbutzim, the Yugoslav system of workers' self-government, various voluntary unions and self-rescue groups).

Organizations can be divided into two main forms: 1) voluntary association, resembling an informal group; 2) totalitarian organization.

Organizations, in addition, are bureaucratic and non-bureaucratic. A special form is correctional organizations - those in which people are torn away from their usual social environment (prisons, shelters, mental hospitals, etc.).

The goals of any organization and the means used to achieve them can be uncertain. Thompson gives four possible combinations of ends and means. 1) a definite goal, definite means, 2) a definite goal, indefinite means, 3) an indefinite goal, definite means, 4) an indefinite goal, indefinite means. If we remember the operation federal troops in Chechnya, its goal seems to be clear, noble and definite: the elimination of criminal structures, the restoration of law and order in the republic. The indignation of world public opinion was caused by the means of achieving it, which were inadequate to the declared goals.

In this regard, let us pay attention to the characteristics of a teacher’s work. The results of a teacher’s work are characterized by finite uncertainty. The main indicator - what a person will become and how effectively he will be able to apply knowledge - will appear only in the distant future. A.S. Makarenko believed that the results of a teacher’s work can be judged after 5 years.

The school as a social organization is characterized by vagueness and uncertainty goals. Activity The teacher’s behavior is weakly connected with the activities of other members of the team, and success in pedagogical work depends on his individual psychological characteristics. There is no division of labor in the teaching staff. Each teacher performs his own functions that are technologically unrelated to the tasks of others. The chemistry teacher believes that the main goal of the student is knowledge of chemistry, the literature teacher believes that the main goal is knowledge of the native language and orientation in classical fiction, in other words, the nature of joint activities does not clearly reveal the interdependence between individual goals and the results of the work of individual teachers. In a school organization there is also a contradiction between external and internal goals. The external goal is set by the state, which determines the tasks of education, content, methods and forms, creates certain institutions, with the help of which it seeks to form certain type citizen. Often, however, due to the complexity and ambiguity of the criteria, the external goal comes down to providing universal secondary education and transferring everyone to the next grade, which stimulates postscripts and percentage mania. The inner goal is creativity. This includes preparing the student for life, instilling in him the skills to creatively solve problems of various kinds, and teaching him methods for improving spiritual and physical qualities. It is known that not only higher authorities public education, but also school administration often evaluates the work of a teacher according to external, formal criteria.

Organizations have emerged relatively recently. In more primitive (pre-industrial) societies, all human needs were satisfied in the family or close relatives; education, treatment, care for the elderly - these and many other functions were carried out in the family or by community members. In industrial developed countries life has become significantly more complicated; the interdependence of people on each other has increased so much that our needs are met by organizations located within the closest distance from us remote places globe.

The mechanism of group organization consists, in short, of two elements: 1) the core (people or ideas), 2) the attitude towards the core on the part of individual group members (respect, honor, obedience, attention).

In foreign literature as higher type organizations consider a corporation, in our country, due to cultural traditions and national mentality, most general type organization is the state. The advantage of large organizations is that their activities and rules do not depend on the tastes, self-will, habits, kindness or unkindness of individuals. One more feature formal group - versatility. A formal structure can be large and involve an unlimited number of people.

The size of an organization does not affect the centralization of power within it, nor does it affect its hierarchical structure. In some countries small firms have a more developed hierarchical structure than large organizations. More important factor- type of culture of society. Thus, in the East, veneration and respect for elders in age and position is an ingrained tradition. The interests of the individual are taken into account, according to Eastern customs, only in the context of the interests of the collective. For example, E. Giddens writes that, unlike the West, in Japan the system of authorities shows the position of the group, and not the position of the individual on the hierarchical ladder. To this we will add such an element of Japanese organizational culture, as a lifetime employment system covering approximately 35% work force Japan. This expresses the way of thinking of both the employer and the hired person, reflecting the philosophy of community, spiritual and emotional unity of people.

The ideology of communist labor brigades is reminiscent of the Sony company slogan: “We are all one family.” Promoters of the lifelong employment system say nothing about the fact that it enslaves the individual after working long time in one company, a person is usually not hired by another company. Moreover, the latter’s personnel service will not even consider his candidacy. This is considered the norm in Japan and does not cause protest. And not only because the said system provides a certain guarantee of employment. The main thing is in accordance with the traditions and spiritual makeup of the nation. By the way, career advancement is very slow in Japan. You have to spend more than a dozen years to occupy a post that corresponds to your vocation and abilities. And here the interests of the individual are sacrificed to community traditions, when the age factor comes to the fore, and the individual dissolves in the group.

The English sociologist E. Giddens notes that “in Japanese corporations, relationships at all levels are fixed. This means that acceptance final decisions remains with managers even when their subordinates disagree with them. In Japanese companies, you can often see a picture where subordinates carry the briefcases of their managers. This is a completely acceptable fact... Numerous studies and experiments on the implementation of the Japanese management system in Europe show that such a system can only be effective thanks to the cultural environment that has developed in Japan."

Another important factor influencing the activities of modern organizations is the growing level of professionalism among employees. This manifests itself in greater freedom and autonomy for specialists and a more flexible management system.

The structure of organizations is also affected by the development of information technology. The success of modern organizations depends on the level of professionalism of the specialists working in them and the use of computer technology. The social status of an organization is influenced by its physical and architectural features. Buildings of large companies, as a rule, have a pyramidal hierarchical structure of their architectural structure. The order of halls, rooms and open spaces in the buildings where organizations are located is a major key to understanding how the authority system operates.

The formal organization of a system is a conscious and officially regulated structure. Lack of awareness of the formal organization of the social system can be the cause of nervousness, confusion, and dysfunctional manifestations in the work of not only individual ordinary team members, but also managers. The need for discipline that coordinates the rules of human behavior is not always clearly understood.

Today there is a lot of talk about the harsh sanctions for violation of labor regulations, which were applied during the reign of Stalin. However, we must keep in mind that the need for discipline appears with the beginning of the industrialization process and the development of industry. In peasant, patriarchal Russia, which it was before October revolution, there were no clearly fixed working hours and working week. IN industrial society regime (schedule) as a manifestation of discipline is a condition for the functioning of the organization. Discipline is ensured through supervision (observation) of each employee and evaluation of his activities.

And finally, about the social environment that surrounds the organization. The social environment includes the following main components: legislative and political influences, socio-cultural factors, economic and competitive influences. Thus, the Ministry of Internal Affairs is forced to take into account both the demands of citizens who call to restore order and eradicate crime, and those associations that act from the position of protecting the rights and integrity of the individual. Hence, police actions are not always consistent.

Thus, it is necessary to take into account the effect of external variables, i.e. external environment of the organization. There are two points of view on how organizations should behave in relation to their social environment to be considered socially responsible. From the perspective of the former, the organization should pursue only economic goals. According to another point of view, the organization, in addition to responsibility economic nature must take into account human and social aspects impact of its business activities on workers, consumers and local communities in which it operates, as well as make some positive contribution to solving social problems in general.

In the external environment, large organizations have a greater chance of survival than small ones. Large organizations are more resistant to external pressure. Super large organizations can even bring some stability to their environment, while small organizations cannot do this.

Social organizations, depending on their goals, can be educational, economic, political, etc. The most common are socio-economic systems. Social systems that realize themselves in the production of goods, services, information and knowledge are called social organizations. These organizations play a significant role in modern society. Their features are 1:

Realization of human potential and abilities;

Formation of unity of different interests of people. Unity of goals and interests serves as a system-forming factor;

Complexity, dynamism and high levels of uncertainty.

The mechanisms of interaction between people through socialization create a control system, including punishment and encouragement of individuals, so that the actions they choose do not go beyond the norms and rules of behavior acceptable for this system. In a social organization, objective (natural) and subjective (artificial, by human will) processes take place. Objective ones include cyclical processes of decline and rise in the activities of the organization (in accordance with life cycle organizations), processes associated with the actions of the laws of the organization, for example, synergy, composition and proportionality, awareness.

Subjective processes include processes associated with the choice of a particular management decision.

There are various definitions of the concept of social organization.

Social organization in the broadest sense f - any organizational human communities or a set of interconnected social groups. In another sense, this is the name of a specific, actually social subsystem of behavior regulation, the presence of which allows us to consider the organization as a social system.

When considering administrative, primarily production organizations, social organization acts as a subsystem within complex sociotechnical systems, the components of which have a different nature (origin): technical and technological, economic and social. In this case, social organization is considered as a social subsystem.

Social organization can be represented as a set of subsystems that perform individual functions or ensuring the achievement of certain goals. An example is a model of social organization, representing it in the form of three relatively independent social subsystems:

1) a formal structure aimed at achieving overall organizational goals;

2) a cooperative system focused on achieving the goals of individuals, primarily on their successful completion of certain stages of their career;

3) a political system (business strategy), aimed at accomplishing tasks by divisions of the organization and influencing them.

A social system, interpreted in a narrow sense, is a subsystem in the system of regulation of organizational human behavior in which the source of influence on behavior is culture, primarily social norms. The components of this subsystem are usually formal and informal organizations.

Labor organization- one of the most important and most widespread types of social systems. It is a self-regulating system that is consciously created by people to achieve common goals. Without exaggeration, we can say that a person lives in the world of a labor organization. Every day he directly or indirectly encounters many organizations from which he receives the necessary goods or services, or in whose activities he himself participates, producing other goods and services for other people. Ultimately, both individual and group behavior are determined by involvement in organizations (belonging to the relevant labor organization) or contacts with them. Labor organizations play the role of an institution that unites and coordinates the behavior of people specializing in different types and types of activities. They include people in a common, unified labor process, planning and programming their activities, regulating and correcting their behavior if necessary, monitoring the progress of the process and the results of work. Being a means to achieve a goal, a labor organization arises whenever there is a need for joint cooperative labor. The essential features of a labor organization as a system include its integrity and the presence of functions of components (subsystems) that are autonomous in their goals, the irreducibility of its properties as a whole to a simple sum of the properties of all elements, interaction with the external environment, which acts as a condition and limitation for its existence.

In the role of a social system, a labor organization acts mainly as a social community that has a hierarchical structure and has at least two components (subsystems) - an object and a subject of management. It is characterized by the non-identity of the interests of social groups and individual workers with the goals of the organization, has a goal-oriented nature and is assessed through goal achievement, which presupposes the presence of elements of rationality in it.

The labor organization is based on the division and specialization of labor along functional lines. It is built on a hierarchical principle, which is due to the need to coordinate the multidirectional activities of horizontal structures at various levels; performs certain functions in relation to internal social components and elements and society.

A labor organization performs three sustainable functions: the main target (mission of the organization); socially integrative; managerial and normative. The first is related to the achievement of the results of the functioning of a labor organization, assessed through the criterion of goal achievement. In the hierarchy of functions, it is the main one, since the organization was created for its implementation. In relation to the target, the other two functions act as both a resource and a limiter. The meaning of the social integrative function is that the bearer of social action in an organization is its social elements - the subjects of social action (people, social groups) that form a microsociety or work collective. The managerial-normative function is associated with maintaining the integrity of the organization, relieving possible social tensions and resolving conflicts, satisfying the various needs of employees (including belonging to a labor organization and communication) and maintaining the necessary social, moral and psychological comfort. It ensures the interaction of the labor organization with the external environment, the integration of the organization into the macrosociety (society). It conveys a system of requirements developed by society and its social institutions(laws, norms, rules, etc.), to the level of microsociety (work collective) and addresses their individuals.

Formal and informal organizations- two ways of social organization.

A formal organization has following features:

1) it is rational, i.e. it is based on the principle of the expediency of conscious movement towards a known goal;

2) it is impersonal, i.e. calculated on individuals, the relationships between whom are established according to a drawn up program. In a formal organization, only service connections between individuals are provided, and it is subordinated only to functional goals.

Formal organizations include:

1) a vertical (linear) organization that unites a number of bodies and divisions in such a way that each of them is located between two others - higher and lower, and the leadership of each of the bodies and divisions is concentrated in one person;

2) functional organization, according to which management is distributed among a number of persons specializing in performing certain functions and jobs;

3) headquarters organization, characterized by the presence of a headquarters of advisers, experts, and assistants who are not included in the vertical organization system.

Informal organization is a spontaneously (spontaneously) formed system of social connections, norms, and actions that are the product of more or less long-term interpersonal and intragroup communication.

The reasons for the emergence of an informal organization stem from the shortcomings of a formal organization: firstly, in the inevitable limitations of a formal organization, which in principle cannot cover and regulate all processes of the functioning of a social organization, and, secondly, in the specificity of an individual’s activity in an organization, expressed in non-identity his interests and his organizational function.

At the same time, in an informal organization, an individual has the opportunity for organizational initiative, introducing elements of a broader social environment (interests, influences, plans, etc.) into the organization. This is due to his desire for additional (besides functional) interaction with other people, to satisfy his various social needs.

Informal organization comes in two varieties:

1) informal organization - a concept introduced into the theory of organization by R. Dabin within the framework of his concept of organization as a sociotechnical system. According to this concept, an informal organization is a special subsystem of social regulation of behavior in the activities of people in production organizations, coexisting with such subsystems as technical and technological, formal and informal. The concept of informal organization was introduced into organization theory as a result of the complication of ideas about the nature and functions of informal relations in an organization.

The peculiarity of an informal organization is to provide a certain variation in the performance of private business tasks within the framework of the organization and the instructions of the formal organization. Its main tasks are the modification of rigid rules of behavior predetermined technical organization and recorded in the norms of the formal organization, taking into account the specifics of private tasks performed within the framework of a given activity. According to Dubin, the informal organization orients the individual to solve creative problems within the boundaries and forms defined by the formal organization.

This term is also used by a number of domestic specialists. Thus, according to A.I. Prigozhin, an informal organization is one of two subsystems of informal regulation, in which informal mechanisms for regulating behavior are associated with the sphere of business relations. Informal relationships arise in connection with and in the process of productive activity. An informal organization uses self-organization mechanisms in the sphere of business relations to achieve institutional goals. We can say that an informal organization is one in which informal service relationships have functional (production) content and exist in parallel with the formal organization (for example, an optimal system of business connections that spontaneously develop between employees, some forms of rationalization and invention, methods of decision-making and etc.);

2) socio-psychological organization, acting in the form of interpersonal connections that arise on the basis of mutual interest of individuals in each other without connection with functional needs, i.e. immediate, spontaneously emerging community of people based on personal choice connections and associations between them (comradeships, amateur groups, relations of prestige, leadership, sympathy, etc.).

Painting informal organizations extremely diverse and changeable in the direction of interests, nature of activity, age and social composition, stability, etc. Depending on the ideological and moral orientation and style of the organization, it can be classified into three groups:

1) prosocial, i.e. socially positive groups. These are socio-political clubs of international friendship, funds for social initiatives, groups for environmental protection and rescue of cultural monuments, club amateur associations, etc. They, as a rule, have a positive orientation;

2) asocial, i.e. groups that stand apart from social problems;

3) antisocial. These groups are the most disadvantaged part of society and cause concern.

1. material resources; 2. targeted nature; 3. independence. The vast majority of universities can be classified as organizations.

1. Open type.

2. Closed type. 4. Political sphere.

3. Economic type. 5. Semi-closed type.

The subject of management is:

1. secretariat; 3. R region

2. enterprise; 4. industry

Social organizations include:

1. Secondary social groups

2. Primary social groups 3. Large ethnic communities

Administrative organizations include

1. batch; 2. industrial enterprise; 3. family 4. fan club

What are not essential features of social organization? (all possible alternatives)

1. Organizational effect

2. Membership

3. Hierarchy

4. Focus

5. Unity of the worldview of all members of the organization

6. Availability of rules and regulations

7. Controllability

8. Respect for the rights and freedoms of organization members

The linear type of management structure in an organization is most typical for:

1. Troops.

2. Small and medium businesses. 4. Open organizations.

3. Commercial structures. 5. Diverse creative teams.

The administrative organization is characterized by:

1. voluntariness

2. rigidly assigning individuals to certain roles

3. the presence of a specific significant personality.

4. regulation of individual behavior moral standards

A characteristic feature of modern social organization is:

1. the presence of a system of sanctions and norms;

2. spontaneity, spontaneity of occurrence;

3. fragmentation, incoherence of the elements included in the organization

4. chaotic, multidirectional activities of horizontal structures;

Ukrainian sociological school:

1. forced organization; 3. public organization;

2. utilitarian organization; 4. associative organization

Which organization is superfluous in this list:

1. military school; 3. sobering-up station

2. correctional labor colony; 4. mental hospital

Theory human relations This:

1. theory scientific organization Taylor's work; 3. McGregor's management theory “X” and “Y”

2. Weber’s theory of bureaucratic organization; 4. theory of organization-machine (Fayol)

The control object is:

1. plant director; 3.administrative apparatus

2. top manager; 4. factory

TO economic methods stimulation of labor activity includes:

1. allocation of a bonus; 3. awarding with a certificate

2. provision of child care benefits; 4. dismissal from work

Social control labor activity provided by trade unions is called:

1. Self-control; 3. public control

2. group control; 4. administrative control

Vertical conflict is a conflict between:

1. headman and trade union organizer

2. two student groups;

3. student union and student parliament;

4. head of the department and teacher;

Unity of command and a pyramidal structure are the defining feature.

1. Headquarters control system

2. Linear management structure

3. Functional structure of organization management

Features of modern organizations in comparison with ancient and medieval ones:

1. lack of distribution of power;

2. dominance of natural forms of organizational structure;

3. dominance of stable formal norms

4. the structure of the organization is adjusted to the influential person

Organizations in which everyone is enrolled are named.

1. Transnational organizations.

2. Semi-closed organizations. 4. Open organizations.

3. Work collectives. 5. Closed organizations.

Social organizations are...

1. Element of social groups.

2. Any groups of people who are engaged in any activity.

3. Informal groups and associations of people to achieve common goals.

4. Mostly large inorganic social groups.

5. Systems social positions and statuses on the basis of which social groups are created aimed at achieving a common goal.

The system of rules, standards, regulations, programs established by the administration that regulate the behavior of employees, which is enshrined in regulatory documents, is called:

1. Regulators of behavior in the organization; 3. socio-psychological organization

2. informal norms; 4. formal norms