Problem of sraff (personnel) adaptation

As possible organizational decisions of a problem of structural fastening functions of management by adaptation the following can be offered: Allocation

Problem of sraff (personnel) adaptation

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daptation to the new physical and psychological loadings and physiological working conditions;
  • socially-psychological is the adaptation to rather new society, norms of behaviour and mutual relations in new collective;
  • professional is the gradual completion of labour abilities (professional skills, additional knowledge, skills of cooperation, etc.);
  • organizational is the mastering of a role and the organizational status of a workplace and division in the general organizational structure, and also understanding of features of the organizational and economic mechanism of management of firm.
  • There is a development of set of all conditions during psycho-physiological adaptations which rendered various psycho-physiological influence on the worker during work. It is necessary to carry to these conditions: physical and mental loadings, a level of monotony of work, sanitary-and-hygienic norms of industrial conditions, a rhythm of work, convenience of a workplace, external factors of influence (noise, light exposure, vibration, etc.). During social adaptation-psychological there is an inclusion of the worker in system of relations of collective to its traditions, norms of a life, valuable orientations. During such adaptation the employee receives the information on system of business and personal mutual relations in collective and separate formal and informal groups about social positions of separate members of group. It perceives this information actively, correlating it with the last social experience and with the valuable orientations. There is a process of identification of the person or to collective as a whole at acceptance by the employee of group norms or with any formal or informal group Professional adaptation is characterized by additional development of professional opportunities (knowledge and skills), and also formation of professionally necessary qualities of the person, the positive attitude to the work. As a rule, satisfaction work comes at achievement of the certain results, and the last come in process of development by the employee of specificity of work on a concrete workplace.

    During organizational adaptation the employee gets acquainted with features of the organizational-economic mechanism of management of firm, a place of the division and a post in the general system of the purposes and in organisational to structure. At the given adaptation at the employee the understanding of own role in the general production should be generated. It is necessary to allocate one more important and specific party of organizational adaptation. This is readiness of the employee to perception and realisations of innovations (technical or organisational-economic character). Despite of distinction between aspects of adaptation, all of them are in constant interaction, therefore managerial process demands presence of uniform system of tools of the influence providing speed and success of adaptation.

    Success of adaptation depends on the whole row of conditions. The main things from which are:

    1. a qualitative level of work on professional orientation of potential employees;
    2. objectivity of a business estimation of the personnel (both at selection, and during of the labour adaptation of workers);
    3. work of the organizational mechanism of management of process of adaptation;
    4. prestige and appeal of a trade, work on the certain speciality in the given organisation;
    5. features of the organisation of the work which realising a motivational installations of the employee;
    6. presence of the fulfilled system of introduction of innovations;
    7. flexibility of system of training of the personnel which operated inside of the organization;
    8. features of the socially-psychological climate which has developed in collective;
    9. the personal properties of the adapted employee connected with its psychological features, age, the marital status, etc.

    Especially it is necessary to stop on a question of the organizational mechanism of management of process of adaptation as key condition of its successful realization. Non-work of the given mechanism for the domestic organisations is one of the main reasons of pretentiousness of management of adaptation and slogan declaration of its necessity.

    Management of labour adaptation demands the study, first of all, of three organizational elements:

    1. structural fastening function of management of adaptation;
    2. technology of managerial process of adaptation;
    3. a supply with information of this process.

    As possible organizational decisions of a problem of structural fastening functions of management by adaptation the following can be offered:

    1. Allocation of corresponding division (a group, a department) in structure of control systems of the personnel. More often functions on management of adaptation are a part of division on training the personnel.
    2. Distribution of the experts who engaged in management of adaptation, on divisions (to shops, departments) or to groups of divisions. In this case the expert on the personnel becomes the curator of the certain divisions. It is necessary to notice, that the expert on management of adaptation can be as the employee of one of divisions of a control system of the personnel, and the employee of other functional division prepared for this role.
    3. ) Development of preceptor ship which is forgotten in the domestic organizations last years. Foreign firms consider the preceptor ship as actively application of the form of trust to the skilled employee, and also as the certain stage in its service promotion. Thus preceptor ship is supported by material stimulus. . As instructors can heads, and the young employees who worked of some years and have positively proved can act as skilled workers with the experience. This experience originating in Japan, successfully develops in last years in the European firms.
    4. Development of structural interrelations of a control system by the personnel (in particular, divisions of management of adaptation) with service of the organization of management. In many foreign firms this service is structurally included in system of controlling. A subject of functional interrelations between divisions of management of adaptation and the organizations of management are mainly questions of forms and principles of the organisation of work, system of introduction of innovations, etc.[4;68-69]

    It is necessary to pay attention to importance of a problem of management of innovations. The thought over realisation of the given function becomes the factor of successful adaptation of workers to new conditions. As possible organizational decisions on technology of managerial process by adaptation the following can be offered:

    1. the organisation of seminars, rates, etc. on various aspects of adaptation;
    2. carrying out of individual conversations of the head, the instructor with the new employee;
    3. intensive short-term rates for the heads for the first time entering this post;
    4. carrying out organizational-spadework at introduction of innovations;
    5. special rates of preparation of instructors;
    6. use of a method of gradual complication of the tasks which are carried out by the new worker. The control over the constructive analysis of the mistakes admitted at performance of tasks is simultaneously necessary. Expediently thus to think over system of additional encouragement of the employee for the successful decision of tasks in view;
    7. performance of single public assignments for an establishment of contacts of the new worker with collective;
    8. performance of single assignments on the organization of work of controls (a production meeting, board of directors, etc.);
    9. preparation of replacement of the staff at their rotation;
    10. carrying out in collective of division of special role games on rallying employees and development of group dynamics.

    Besides this, it is necessary to pay attention to realization of principles of the organisation of the work which are rendered motivational influence on the personnel and facilitated process of adaptation of employees. It is possible to carry to such principles of the organization of work:

    - creation of target problem groups, creative brigades, a variation of their structure, time and a problematic of work;

    - definition of a rational degree of freedom of a mode of work, wide use of an accord principle of work;

    - optimum duplication of problems of divisions, introduction of competitive divisions, projects, etc.;

    - publicity of results of work (both group, and individual);

    1. participation of workers in management (use of methods of group development of decisions, collective participation in development of strategic programs, delegation of powers and the responsibility, etc.);
    2. carrying out of meetings with rational periodicity and duration;
    3. rational use of the arising referential groups;
    4. use of creative methods of development of decisions;
    5. maintenance of a feedback with administration and colleagues concerning the reached results of work and adequacy of their estimation.[5;83]

    The centre of gravity of a supply with information of process of adaptation lays on gathering and an estimation of parameters of its level and duration. These parameters conditionally share on objective and subjective. To objective what characterise efficiency of labour activity concern, activity of participation of employees in its various spheres.

    Besides this, parameters of adaptation are subdivided on an accessory to one of its asp

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