Management as a professional group. Top management and its role in society. Brian Tracy on time management

The concept of organization in management

Organization- a group of people whose activities are consciously coordinated to achieve a common goal or goals (Mescon). The goal of management is to maintain the integrity of the organization and establish its interaction with the external environment (management-management of the organization; activities that are included as a component in the activities of the organization as a whole; impact on the organization with the aim of its development is one of the key functions of management).

Vihansky: organization- a systematic, conscious unification of the actions of people pursuing, through solving the problems facing the organization, the achievement of certain goals. In the event that there are established boundaries of the organization, if its place in society is determined, the organization takes the form of a social cell and acts as a social institution (private and state firms, public associations, state institutions, cultural institutions, images. etc.) If the organization is not institutionalized, then in this case we are talking about organization as a process (for example, the organization of a rally). With this consideration of the organization, it rather acts as a separate management function.

An organization arises and continues to exist because it allows individuals to solve their problems, achieve their personal goals, people contribute to the life of the organization (money, other material resources, knowledge, energy, creativity, etc.). One of the most important tasks of management is the prevention of crisis situations (for example, if people on whom the existence of the organization depends lose interest in it and move away from it, the organization has problems, under certain circumstances it may cease to exist), ensuring that the interests of certain groups of people are properly satisfied, from on which the existence of the organization depends. It is the management that should formulate such tasks for the organization, the solution of which will allow all participants involved in its activities to receive an acceptable benefit for them (salary, dividends, profit, etc.)

Any organization can be thought of as an open system embedded in the outside world. At the input, the organization receives resources from the external environment; at the output, it gives it the product created in the organization. A key role in maintaining a balance between these processes, as well as in mobilizing the organization's resources for their implementation, belongs to management. An organization is a living organism: it is born, develops and, if circumstances so require, dies. A feature of the current stage is that the pace of changes taking place in the external environment has increased significantly. Survive in such a dynamically developing environment can only be those organizations that themselves change at an equally rapid pace. Making changes has always been an important function of management.

Management as a science, as an art, as a kind of professional activity.

General definition of management as a science: management - a type of professionally carried out activity aimed at achieving the intended goals in market conditions through the rational use of material and labor resources using the principles, functions and methods of management.

Management as a science focuses its efforts on explaining the nature of labor management, establishing links between cause and effect in it, identifying factors and conditions under which joint work becomes more useful and more efficient. In defining management as a science, the importance of streamlining knowledge about management is emphasized. They allow not only to manage current affairs in a timely and high-quality manner, but also to predict the development of events and, in accordance with this, develop an enterprise strategy. Any science consists of 2 subsystems: - organizational; - methodological (concept, accumulated knowledge about patterns).

The formation of management as a science includes the following stages:

1).School of scientific management: 1900 - Taylorism– transfer of engineering sciences to management (F.Taylor)

1920 - Foylerism– management principles focused on building organizational structures (Henri Fayol)

2).School from the standpoint of psychology and human relations: 1940 - Neoclassicism– the study of human behavior and psychology is introduced into the science of management

3).School of quantitative and systematic approaches: 1950 - Application of economic and mathematical methods and computerization in management

1970 - Application of the situational approach to management

4). School of Situational and Innovative Approaches: 1980 - Methods of influencing people through organizational culture

1990 - Application of innovative and international processes in management: synthesis of people's activities and high technologies, democratization of management.

Situational and innovative approaches have begun and continue to be applied in the 21st century.

Management as a science also includes behavioral theories, namely

School of Human Relations: (1930 - 1950)

n Mary Parker Follet (informal employee relations)

n Elton Mayo (Hawthorne Experiment) (1950 to present):

n D. McGregor (control theory X and Y)

n R. Likert (extended XY McGregor theory)

n F. Herzberg (the theory of two factors of motivation), etc.

Management as a science includes 3 main types:

System management– the organization is considered as a single system of interrelated elements that are focused on achieving goals in a changing environment and act in concert.

Situational management - the suitability of different control methods is determined by the situation and there is no “best” method, each method is suitable depending on the situation.

Management as a process- Achieving the goals of the company is considered not as a one-time action, but as a series of continuous interrelated actions - management functions (planning, organization, control, communication, decision making, recruitment, etc.)

Management as an art

Management can be imagined as an art, using the possibilities of which management is carried out with high skill and good skill. Many specialists who express their opinion about management itself believe that it can only be attributed to an art that helps to competently master various highly professional skills and reveal any new talent in a person.

The main role of management as an art is the correct measurement of various phenomena, as well as the achievement of the best results in the field of production or the provision of any services. Understanding management itself, as the art of managing in various fields, is necessary for every person who wants to achieve high goals and solve various problems.

A. Fayol writes about the art of managing people: “In a large enterprise, the majority of department heads participate in the development of a business development program; this work joins their regular work from time to time; it requires a certain amount of responsibility, and usually there is no special reward for it. In order to achieve sincere and active cooperation from the heads of departments under these conditions, one must possess the quality of a skillful manager of people who works tirelessly and is not afraid of responsibility. We learn about a manager who skillfully manages people by the zeal of his subordinates and by the trust of his superiors.

F. Taylor“Management is the art of knowing exactly what needs to be done and how to do it in the best and cheapest way.”

Management as an art includes both innate and acquired qualities. These include: talent, intuition, imagination, creativity, intuition, creativity, willingness to perceive new things.

The art of management lies in the use of accumulated experience and acquired knowledge creatively in practice. This requires a certain natural gift, such people are called leaders. The manager must subtly feel everything that is happening around and be able to captivate and guide subordinates. Therefore, it is essential that in addition to developed intuition, imagination, certain knowledge, and so on, he must have organizational skills.

There are also 4 Methods of the art of management:

Socratic method

(his dialogues, method of persuasion)

Three round method

The dialogue model is most often built from three parts (a more complex algorithm of this method is also possible). In the first part of the dialogue (the first round), you briefly state the essence of the problem or situation, agreeing with the arguments of your, say, manager and thus causing his positive reactions (the Socratic method!). In the second round, you give several alternative solutions to the problem, including your desired one. And in the third round, when the opponent himself realizes that the option you unobtrusively mentioned is the best, you need to agree with him.

Stirlitz method

The bottom line: during a private conversation or at a meeting, you need to unobtrusively, as if casually, among other solutions, mention your idea and immediately "forget" it. If your boss is smart, he will immediately appreciate the reasonableness of your thought and then, having thought it over, will offer this idea as his own, significantly expanding it, clarifying and concretizing it. A person tends to trust more ideas born in his own head than someone else's. After all, most often it is important for you to achieve your goal, and not to amuse the author's pride. This method is intuitively well known and brilliantly applied by many smart wives: after repeated and delicate hints, sighs and alleged doubts, the desired final phrase is pronounced: "Well, let it be, as you, my smart one, said ..."

Method "frog in sour cream"

It is appropriate to recall the parable of two frogs that fell into a jug of sour cream. One of them, considering the situation hopeless, stopped fighting and died. The other continued to fight to the end, she tried to jump out of the jug, desperately worked with her paws, knocked butter out of sour cream and eventually managed to get free. The essence of the method is that it is necessary to fight to the end in any difficult situation.

Management as a professional activity

Management- this is an independent type of professionally carried out activity aimed at achieving certain intended goals in the course of any economic activity of a company operating in market conditions through the rational use of material and labor resources using the principles, functions and methods of the economic mechanism of management.

Management unites under its command the work of many specialists: economists, statisticians, engineers, psychologists, lawyers, accountants, etc. The object of management is the economic activity of the enterprise as a whole or its specific area (finance, sales, etc.).

Management is called upon to create conditions for the successful functioning of the organization based on the fact that profit is not the reason for the existence of the organization, but the result of its activities, which ultimately determines the market. The situation on the market, as you know, is constantly changing, there are changes in the position of competitors in the market, in the conditions and forms of financing, in the state of the economic situation in the industry or in the country as a whole, in the conditions of trade in world commodity markets. Hence the constant presence of risk. The purpose of management under these conditions is the constant overcoming of risk or risky situations, not only in the present, but also in the future.

In connection with the above, management has a number of functions:

n Forecasting

n Planning

n Organization

n Coordination

n Motivation

n Stimulation

n The control

n Making decisions

Before you beat the competition, you must beat your own company.

Scott Adams world famous cartoonist

In my articles I often use the term "professional management". This is one of the most vague concepts with a very broad interpretation. Someone considers that it is close in meaning to the word profession, believing that a person who has a diploma of formal education in the field of management can be considered a professional manager. Others find more similarity with the word professionalism, meaning by this the mastery of their profession. Still others deny the existence of professional management, believing that every person who becomes a boss can manage.

In this article, I will be writing about professional management, referring to general management and the role of senior management in business management. For me, the professionalism of management lies in the ability of a top manager to achieve such a state of the organization in which it acquires the ability to respond to the tasks set in a timely manner, adequately, with predictable consequences. In other words, a professional top manager must cope with two main tasks: to design and create a business machine that can compete successfully (creating competitive potential), and to manage this business machine in such a way as to maximize the use of competitive potential to solve business problems (implementation). competitive potential). This is where my definition of professional management comes from.

Professional management- this is a way of managing an organization in which the organization makes informed decisions, acts adequately to the existing situation and trends in the external and internal environment, which leads it to high competitiveness and financial stability, and also justifies the expectations of owners, shareholders and loyal employees. In relation to the management of a commercial organization, I use the word professional as a synonym for words effective and productive. It would be possible to refine this definition indefinitely, deciphering each expression, but I will stop at this generalized formulation so as not to lead the reader into the deep "jungle" of management theory.

What is professional management, what does it give in practice?

As a first example, I will consider the role of professional management in organizing an innovative business using venture capital investment.

Successful inception and development of an innovative business requires three main components:

entrepreneurial initiative expressed in a business idea;
professional management capable of effectively implementing a business idea in practice;
financial investment to set everything in motion.

Finance is the blood of business. But money is given only to those who know how to properly manage it, bring profit to a financier with an acceptable level of risk. An entrepreneur with a good business idea is worth nothing to venture investors until it becomes clear whether he is able to put his business idea into practice. Venture investors are not interested in the business idea itself, they are interested in the financial benefit from the implementation of this idea at a certain level of investment risk.

I have seen an entrepreneur-inventor of some technical miracle try to ignite venture investors with his idea by talking about the unsurpassed technical characteristics of his invention. Investors listen, nodding politely, but actually waiting for the inventor to finish to ask their own questions, such as: “How big is the market for a product like this? Why would consumers prefer his product? How is production going to be organized? Who will manage the company? What investments are needed at each stage? What is the return on investment period? etc. In most cases, an entrepreneur is completely unprepared to answer these questions, since he does not have enough qualifications in management, he does not even imagine that all this can be predicted. He does not believe that a professional manager can answer all these questions.

Investors evaluate the level of financial risk by the potential ability of the future organization to compete in the market, that is, to turn a business idea into specific products, sell them to specific consumers, earn real profits and increase the value of the business. Therefore, a good business idea only in combination with professional management and a realistic business plan has a chance to attract the attention of venture investors and inspire their confidence.

There are two types of trust. In one case, I trust you because I trust your intentions. Another form of trust is trust not only in a person's intentions, but also in his ability to fulfill those intentions. Both forms are important... If you act in such a way that I see that both your intentions and your competence allow you to defend my interests, I trust you. If you discover in your actions either not enough "good intentions" or lack of competence to carry out these intentions, trust will always fall.
John Kotter, retired professor at Harvard Business School.

The attitude of an entrepreneur to his business idea, like the attitude of a mother to a child, as the attitude of a lover to a loved one - there are no shortcomings, there are only advantages. Such love and unwillingness to notice shortcomings that are obvious from the outside causes distrust of financiers. That is, an entrepreneur, as a rule, lacks management competence, and in this case, a pragmatic view of professional management on the commercial perspective of the project for the investor is of decisive importance.

The relationship of the three factors in creating a venture business can be figuratively represented as follows. An entrepreneur's business idea is a car, a manager is a driver, and finance is gasoline. An entrepreneur without a manager is like a car without a driver, a manager without an entrepreneur's business idea is like a driver without a car. A car with a driver, but without gasoline, as a business idea backed up by professional management, but without financial investment. Until the three components are available, no one will go anywhere.

True venture capital projects often emerge from the conflict between the entrepreneur and professional management. In my opinion, this is the only way to get things off the ground, especially when the risks are difficult to calculate. My managing director is a mathematician and financier. And if I approach everything from an emotional point of view, then he “digitizes” everything. This is a big plus in our tandem. My emotions and intuition often collide with his rationality. I myself constantly want something, destroy something, I am not satisfied with the time it takes to make a decision. And he puts everything in order.

Dmitry Buryak, founder of B&S Holding

At the very initial stage of the emergence of a business, large investments are not needed, they are even harmful, since the enterprise is managed manually, the scale of the business is small. At this stage of “infancy”, a business idea is tested for viability, and an entrepreneur for strength.

For the initial investment, you don't need much money in the first two years. The largest and most famous companies started with small investments, and for some reason, failures followed huge investments.
Tim Draper, the largest investor, managing director of the largest American venture company Draper Fisher Jurvetson, which is the world leader in venture capital investment.

But when the business idea justified itself, the business begins to develop and the main stage of project financing begins, the entrepreneur must give up the leading role to a professional manager who will create an effective business system. Otherwise, there is a very high probability of a serious crisis that can lead to bankruptcy. In the life cycle of an organization, such a transition from the “go-go” (rapid growth) phase to the “youth” and “flourishing” phases is possible only with good administration. If the founder does not transfer control, then the company falls into the "founder's trap" and, at best, rolls back, at worst, ceases to exist. For this reason, investors do not invest in poorly managed institutions, and financial institutions do not lend money.

One more example. Take for comparison two entrepreneurs. We will evaluate the business idea of ​​the first entrepreneur at 100 points (its potential for obtaining economic results). The business idea of ​​the second entrepreneur has a potential of 30 points. In two years, the first entrepreneur implemented a business idea by 20%, and the second - by 90%. After two years, the first entrepreneur has an economic result of 20 points per year, the second - 27 points per year. Such a difference in the effectiveness of the implementation of a business idea was provided by the higher entrepreneurial activity of the second founder. Outwardly, their results look almost the same and we can say that both entrepreneurs have succeeded.

But the most interesting thing happens next. Professional management has the ability not to add capital, but to increase it. After five years, the capital of the first entrepreneur is 0 points, and the second 5000 points. Why was there such a difference, because the starting potential of the first entrepreneur was three times higher? The answer is simple. A starting business idea and entrepreneurial activity enable a business to, so to speak, “break through” and enter the operational space. After that, further "promotion" of the business should be picked up by professional management. Moreover, with a competent management, the organization itself issues business ideas and implements them itself, the business grows, the results multiply. The more active and purposeful second founder realized in time the vital need for setting up professional management and did this without bringing the company to a crisis.

Let me give you an analogy for a better understanding. Previously, two engines were installed on tractors - starting and main. The starting engine was gasoline and low-power, and was intended to start the main powerful engine. The starting engine was started by a tractor driver using a starting cable (like starting a chainsaw). So, the task of the entrepreneur is to start the starting engine and transfer its torque to the main engine. This period of torque transfer can be compared to the transfer of control of the entrepreneur into the hands of professional management in order to maximize the potential of power. If an entrepreneur cannot or does not want to become a professional manager himself and at the same time does not transfer management to professionals, then the business remains at the level of starting engine power. Lots of noise, little sense. The starting motor overheats and jams, as it is not designed for long-term operation and high loads. The same thing happens with business.

When is it critical to involve professional management?

Before answering this question, let me emphasize the importance of understanding the stages in the life cycle of an organization for anyone involved in organizational management. I recommend reading the book "Corporate Life Cycle Management", a recognized guru in the field of management, an American researcher and practicing consultant I. K. Adizes. This book provides a detailed analysis of the features of each stage of the life cycle of an organization with numerous examples from real practice.

A critical moment in setting up or implementing effective management for a growing organization is the “Youth” stage. In the diagram, this stage is indicated by a broken curve to emphasize its transformative role, that is, the period of organization's rebirth. During this period, the organization must finally get rid of "childhood diseases" and "become an adult."
I'll draw an analogy. In aviation, there is such a concept as "Sound barrier" - the cause of difficulties in aviation when increasing the flight speed above the speed of sound (supersonic speed). As the aircraft approaches the speed of sound, it experiences an unexpected increase in drag, loss of aerodynamic lift, and vibrations.

For the transition of aircraft from subsonic to supersonic speeds, it was necessary to fundamentally change the type of engine and the design of the aircraft - the sweep of the wings, the plumage profile, etc.

Recommendations for safe transonic and supersonic flight are as follows:
a propeller-driven aircraft in level flight cannot reach a speed exceeding the speed of sound, since the propeller is inefficient in the zones of wave crisis and shock wave;
the transition from subsonic to supersonic speed is possible only by jet aircraft and should be carried out as quickly as possible, using engine afterburner, to avoid a long flight in the wave crisis zone.

A business run by an owner-entrepreneur is subsonic flights. If it is necessary to overcome the sound barrier and reach supersonic speeds (the transition of a business to a state of effective management), then it is necessary to fundamentally change the organization's management system, that is, to transfer control into the hands of effective professional management. Moreover, the company must go through this stage of a thorough reorganization as quickly as possible (“to avoid a long flight in the zone of a wave crisis”), since this is a dangerous period of controlled disorganization, when the old system is already ceasing to operate, and the new one has not yet been assimilated by the organization.

At the “Come on, come on” stage, the owner-entrepreneur, so to speak, “steps on the gas”, and if management is not balanced during the period of “Youth”, then the period of “Flourishing” in the organization, most likely, will never come.

There are no superheroes, and leaders must understand that the impossible is impossible, no matter how hard you push the troops to attack.
Success often leads to arrogance, arrogance to failure. When people achieve success, they tend to lose their objectivity. They often replace the objective requirements of the market with their assessments.
Jack Trout, world famous marketer

A business can collapse like a badly balanced engine at high speeds. While the speed is not high, vibration is felt, but it does not lead to destruction. As soon as the speed exceeds the permissible level, then dynamic overloads first lead to loosening of the mechanisms, then to the appearance of cracks, and at some point everything shatters into pieces. A well-balanced engine can handle much higher loads and high RPMs.

As they say, statistics are stubborn things. The quote below should make business owners think.

Firms "live" from a few days to several tens and even hundreds of years. But it should be noted that most firms have a short life span. Over the past decade, for example, up to 600,000 new, primarily small, companies have emerged in the United States annually (in the 1950s, an average of 130,000 new companies were registered annually; in the 60s, 220,000; - 350 thousand). However, their "mortality" is extremely high. World practice shows that in a market economy, out of 100 newly created firms, no more than 20 survive to the age of 5 (half die in the first year).

Of course, it is wiser to follow the principle - it is better to prevent a disease than to treat later; It is better to prevent destruction than to restore later. The objective need for the introduction of professional management exists already at the end of the "Infancy" period, and even more so during the "Come on" (rapid growth) period. But at this time, the founders, who first organized their business, do not feel the need for this.

Too many companies grow too fast without first polishing their production and sales processes to perfection... So when their business starts to grow, it inevitably reaches a certain breaking point. And then all sorts of errors and lack of consistency in production processes begin to come out. Often, a business collapses at the very moment when its growth seems to be the most impressive.
Bill Bishop, Expert in Marketing and Mass Communications. Founder and CEO of the consulting firm "Bishop Information Group Inc.", Toronto, Canada.

I believe that the owner should not deprive himself of the opportunity to gain valuable experience, but at the same time, he should have the prudence not to delay the establishment of effective management until a deep crisis sets in. Experienced owners who develop the third, fifth, tenth enterprise or direction, lay down professional management at the “Infancy” stage, and plan it at the “Courtment” stage.

Let me summarize. Why did I call professional management the third element in the title of the article? It is difficult to find an adult who has not watched the movie "The Fifth Element". According to the plot of this film, the main character had to put together the four basic elements that make up the basis of life on earth, and only when she did this, the heroine was able to complete her mission to save the planet, becoming the fifth element. Three components or elements are necessary for the emergence and successful development of a business - entrepreneurship, investment and professional management. Each of these elements is important for the business and fulfills its role. The mission of management is to hold all the elements together, and the more professionally the organization implements this mission, the more significant its success in business.

Briefly about the author: Igor Vladimirovich Bondarenko, founder of the Progressive Management company. The article reflects the subjective view of the author on current business problems, based on many years of experience in practical management of manufacturing enterprises in the positions of director of sales department, marketing director, commercial director, executive director, general director, chairman of the board of an open joint stock company.

• Leadership and Management

Keywords:

1 -1

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The large-scale reforms taking place in Russia have led to the transformation of social and structural relations, the redistribution of power, the emergence of a variety of forms of ownership, the revival of entrepreneurship, the formation of market economy institutions, including management, as a fundamentally different approach to management. The status and role of managers have changed in the structure of Russian society. Today they are consolidating into a separate social group that is part of the middle class, actively developing and constantly professionalizing. Special managerial education, during which skills and abilities, a certain lifestyle, and ideology are formed, ultimately legitimizes the power of managers in a particular enterprise and helps to acquire relative advantages over other social groups. The article discusses the process of forming a layer of managers in the social structure of modern Russian society, which, according to the authors, seems to be relevant for assessing the potential of society, its ability to progressive development.

society

socio-professional group

managers

management

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2. Gaida A.V., Vershinin S.E., Shults V.L. Communication and emancipation: criticism of the methodological foundations of the social concept of J. Habermas. [Text] / A.V. Gaida, S.E. Vershinin. Sverdlovsk: Publishing House of Sverdlovsk University, 1988. P. 51.

3. Drucker P. Management: tasks, responsibilities, practice. [Text] / P. Drucker. M.: Williams, 2008. S. 560.

4. Coleman J. Capital social and human. [Text] / J. Coleman // Social sciences and modernity. 2001. No. 3. S. 129.

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9. Ustinova O.V., Chuprina E.V. Formation of the corporate identity of the staff. [Text] / Ustinova O.V., Chuprina E.V. // Bulletin of the Chelyabinsk State University. 2014. No. 24(353). pp. 50-53.

10. Giddens A. The Growth of the New Middle Class // The New Middle Classes. Lifestyles, Status Claims and Political Orientations. Edited by Vidich, Arthur J. L.: Macmillan, 1995.

11. Lederer E., Marshak J. The new middle class. N.Y., 1937.

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16. Webster's Online Dictionary. [Electronic resource]. Access mode: http://www.websters-online-dictionary.org/definitions/manager.

The formation of a socially oriented market economy in the Russian Federation led to the emergence of a new social and professional group - managers, whose class was formed abroad at the beginning of the 20th century. Around the same time, this phenomenon began to be considered in the scientific literature.

Historically, the isolation of managers as a socio-professional group, primarily from workers, began to develop with the advent of factory production. In particular, we are talking about the segregation of managers and workers according to working conditions: the former, even without being “torn off” from the production process, showed identity rather with top management, since they were engaged not in physical, but in mental labor. For the first time, E. Giddens, who studied the works of D. Lockwood, spoke about such isolation: “even ordinary clerks, far from top managers, had practically no direct contacts with workers - usually the chief of the latter acted as the main communication channel between the office and the shop.”

In the work of E. Lederer in 1912, this group was designated as the “new middle class”, and in 1937, a study by E. Lenderer was published in collaboration with J. Marshak, in which scientists analyzed the social group of managers. Their socio-professional status served as a key criterion for distinguishing this community of individuals in that historical period.

A fairly convincing statement in favor of the professionalization of managers as a social group can be found in the works of K. Marx, who proved that the presence of a hierarchy in various kinds of labor (production) relations is an invariant, and therefore managers, as a special class, different from workers, also will form a hierarchical structure, unambiguously striving to take the highest positions in it: “any directly social or joint work carried out on a relatively large scale needs to a greater or lesser extent management, which establishes consistency between individual works ... The individual violinist manages himself , the orchestra needs a conductor".

In the subsequent period, works began to appear in which the existence of this socio-professional group was determined by personal and economic parameters. In particular, Ch. Mills noted as a distinctive feature of managers that they have the opportunity to sell their services on the labor market, while the nature of this class was most fully determined by non-entrepreneurial property: it had to be considered in terms of economics and the sociology of professions. In this case, the ability of managers to organize the work of other people, to exercise control and general leadership is considered as a distinctive ability - a professional characteristic by analogy with other professions and activities.

As Drucker notes, the professionalization of management is constrained by two factors. The first factor is related to the size of the business - it is small businesses that do not have a pronounced need for highly professional management skills. The second argument is due to the lack of "professional lifts" for managers in some countries.

A clear identification of managers as a group can be found in the work of D. Rossides, within which five main classes were identified based on their individual achievements. A large proportion of managers, along with businessmen, bureaucrats and high-ranking military men, were included in the upper middle class. Thus, already in the 20th century there was a fairly extensive evidence base for the legitimacy of classifying managers as a special socio-professional group.

The tradition of studying managers as a specific group was further shared by many researchers in Russia and the countries of the post-Soviet space. The elimination of ideological censorship, the development of various organizational and legal forms of economic activity contributed to the emergence of new guidelines in the system of values ​​and norms of behavior of individuals, including the existence of modern targets adequate to reality in professional activity, causing the emergence of managers in domestic economic practice. The above causes the need to study the professional development of managers in the context of the problem of intellectual and moral growth of the individual's potential.

It should be noted that initially the manager's phenomenon was considered by researchers exclusively in the context of the problem of identifying the middle class, with which he was identified in a very general way. Nevertheless, it cannot be argued that the first studies in modern Russia sought to solve the problem of identifying managers as a special social group - priority was given to the middle class and its possible influence on the process of socio-economic transformation, regardless of its functional content. Many of the scientific studies of the described historical stage consider managers as a social group isolated in terms of well-being within the middle class.

In the future, the vector of research was aimed either at isolation based on the professionalization of management as a type of social practice, or at erasing the differences between managers and other professional specialists (expanding the social group of managers by including all highly qualified workers in it). In some works, there is a tendency for the group of owner-managers to be isolated, endowed with appropriate powers, somewhat beyond the framework of the understanding of the phenomenon under study that has developed in the West.

According to the author, a significant proof of the belonging of managers to a special socio-professional group is the institutional and professional formation of the corresponding groups of individuals on the basis of unions, associations, clubs, etc., which provides at least formal grounds for their separate consideration in the context sociological issues. At the same time, their identity is manifested in the availability of access to a special kind of social capital, closed to representatives of other socio-professional groups. The essence of social capital is revealed in the fact that it is seen as a set of valuable social relations and useful connections. So, from the point of view of J. Coleman, social capital is a network of relationships based on trust and confidence that other members of the network will voluntarily fulfill their obligations.

Studies conducted at the beginning of the 21st century mainly only state the fact of the isolation of managers as a socio-professional group, while the task of substantiating this thesis was not set in them.

It should be noted that in the modern management literature there are many definitions of the term "manager". As a rule, this is a hired professional manager whose activities involve market research and stimulation of consumer demand to increase sales and bring new products to the market. It should be emphasized that the presented interpretation in scientific circles is perceived as philistine, the existence of which is associated with the practice of forming staffing tables in Russian companies, when any person associated with the promotion of goods or services was called a “manager”. However, it is impossible not to point out that in some sources there is often a definition according to which a manager is a person responsible for a certain set of tasks to which other employees may be subordinate. A prime example of this would be a chef, a project manager within a department of an organization, or an administrator in a theater.

In the practice of Western usage, a manager is associated with a person who leads the appropriate department in an organization or is responsible for certain aspects of its work. So, the most common phrase "Sales Manager" (sales manager) actually means the head of the sales department, and not any performer in this department, as is customary in Russia.

Etymologically, the word "manager" goes back to the English verb "to manage", the meanings of which have incorporated the following definitions, the closest in context to the category under study: to lead, direct activities, manage, subdue or tame (someone), have in submission, prudent to use. Therefore, "manager" is literally defined as a person in whose hands the authority to lead and direct something (someone) is concentrated; a man who conducts business economically and economically is a good master.

In a professional context, foreign sources give the following definitions of the category "manager":

• a person who manages the company and bears commercial risk;
• a person who organizes work and ensures its implementation by the forces of other people;
• a person whose job is to ensure the functioning of an object (for example, an institution).

The presented interpretations allow us to put an equal sign between the manager and the manager. However, despite the fact that managers have the right to manage other people, the nature and goals of this management, as a rule, are not determined by them independently, which, in accordance with popular belief, distinguishes a manager from an entrepreneur.

According to J. Re, a manager is a person responsible for planning and directing the work of a group of individuals, monitoring their activities and making adjustments if necessary. The manager must be familiar with the specifics of the work of the department that he leads, but does not necessarily have to be the best specialist in this area. The fundamental difference between a professional manager is the knowledge of how to manage employees, rather than the knowledge of how to do their job.

In the definition presented above, it is necessary to note the element that, according to the authors, is the key to identifying a manager as a professional: it is the knowledge and ability to organize the work of a group of individuals in the interests of other people, to ensure that employees are aware of the goals facing their department and the entire organization, establish interaction with subordinates, taking into account personal characteristics, value orientations and interests of each. At the same time, a whole range of manifestations of social responsibility, which is assigned to the manager, should not be excluded from consideration.

Thus, the authors believe it is possible to give the following definition of the category "manager": an individual with certain knowledge and competencies, endowed with managerial powers in relation to a certain group of employees, ensuring the effective organization of the process of fulfilling their duties, being the bearer of specific social capital.

Thus, we can single out a number of specific points that allow us to consider managers as a special socio-professional group:

1) A relatively high and constantly improving level of education, a high inclination and ability for self-education. Some researchers associate the presence of this feature with the provisions of the concept of the so-called "economics of diplomas", according to which the isolation of the social group of managers by the level of education occurs not on the basis of the "absolute" characteristics of the knowledge of a particular specialist, but on the basis of the difference in the level of education of this group from others or from the average. level. This explains the fact that the requirements for the level and breadth of the theoretical and practical preparedness of managers are constantly increasing: today, with the spread of higher professional education and, as a result, the formal erasure of the differences in question, business education (MBA) is gaining popularity among managers. , which, among other things, determines the special status of the holder of the relevant qualification, without detracting from its substantive significance. Thus, as rightly noted by I.A. Krutiy and O.V. Krasin, “education ... determines the maximum achievable social status for a given individual and creates objective-subjective grounds for his career growth, where the objective grounds are the requirements for a certain type of activity and position associated with education, and the subjective grounds are the individual’s ability to apply ... acquired in the process of learning skills and abilities that increase his ability for creativity and innovation” .

2) Professional independence, mobility and adaptability due to a combination of personal qualities and level of education (for example, a manager working in a trade enterprise can, if necessary, perform similar functions in a manufacturing enterprise without much difficulty).

3) Possession of a set of specific character traits: initiative, creativity, rationality of thinking, independence in the search for information, the formation and choice of options for solving problems, the ability to take responsibility. Thus, the activity of a manager is systematically associated with the solution of tasks that are not routine, under conditions of significant uncertainty. Therefore, this specific characteristic of a manager acts both as a cause and as a consequence of his professional development.

4) Understanding the causal relationship between the effort expended and the result - willingness, for example, to work overtime or link the level of remuneration with the result, and not with the hours worked.

5) The leading role of career and family in the system of values; the predominance of non-material incentives over material ones.

6) Managers are carriers of social capital of a special nature, and also have access to such capital.

It was also found that the characteristic of managers as a socio-professional group is a relatively higher level of income. However, this criterion should not be considered unique, since the current state of the labor market allows us to state that some representatives of “working” professions can also have a significant level of income.

Reviewers:

Barbakov O.M., Doctor of Science, Professor, Tyumen State Oil and Gas University, Tyumen;

Silin A.N., Doctor of Science, Professor, Tyumen State Oil and Gas University, Tyumen.

Bibliographic link

Cherepanova V.N., Ustinova O.V. MANAGERS AS A SOCIAL AND PROFESSIONAL GROUP // Modern problems of science and education. - 2015. - No. 2-1 .;
URL: http://science-education.ru/ru/article/view?id=21313 (date of access: 01.02.2020). We bring to your attention the journals published by the publishing house "Academy of Natural History"

• Specialty HAC RF22.00.04
• Number of pages 181

CHAPTER I. MANAGEMENT AS A SPECIAL TYPE OF SOCIAL

MANAGEMENT.

§ 1. Management ideas in the context of Western and domestic philosophical and sociological thought.

§ 2. Management in the system of managerial work

§ 3. Functional content and varieties of managerial work in Russia and foreign countries.

CHAPTER II. FORMING A SOCIO-PROFESSIONAL GROUP OF MANAGERS IN A TRANSFORMING RUSSIAN SOCIETY.

§ 1. Conditions and features of the formation of a socio-professional group of managers in modern Russia

§ 2. Social mobility and dynamics of Russian management.

Recommended list of dissertations

• Formation of managerial personnel as a factor in increasing the efficiency of enterprises: on the materials of JSC "Altai Communal Systems" 2006, Candidate of Economic Sciences Seibert, Maria Vladimirovna

• Managers of modern Russia: Features of professional activity, socio-cultural and political orientations 2002, candidate of sociological sciences Gainullov, Rifkat Abdullovich

• 2009, candidate of sociological sciences Kalmynina, Tatyana Viktorovna

• Professionalization of managerial personnel in modern Russia as a social process 2006, candidate of sociological sciences Medvedchikova, Tatyana Vladimirovna

• 2000, candidate of sociological sciences Kurskov, Dmitry Yurievich

Introduction to the thesis (part of the abstract) on the topic "Management as professional management in a market society: world experience and Russian reality"

Relevance of the topic. Currently, the process of Russia's entry into the world community continues. The country is undergoing transformations associated with the transition to a different social system based on market relations. Social and economic reforms carried out in post-communist societies do not proceed as smoothly as previously thought. Instead of the stable growth of the living standards of the population, promised by the supporters of radical economic reforms, the country plunged into the abyss of social chaos.

The transition of Russian society to market relations is accompanied by political instability, economic crisis, extreme polarization of society and social tension. The modern transformation process, which has divided society into rich and poor, has aroused the interest of scientists in all social strata that take an active part in the transformation of the social system, both groups that more or less successfully adapt to reforms, fixing and correcting their behavior with their results, and groups , which has neither the means nor the ability to influence the ongoing shifts, and therefore are not so much subjects as "objects" of reforms. However, the most interesting are the social strata that play a key role in the development of society.

The formation of market relations in Russia predetermined the emergence of managerial management and led to the need to form a social group, without which the existence of a civilized society with a developed system of economic relations is unthinkable. We are talking about managers, those who not only manage property, make it “work” and make a profit, but also have a dominant influence on the development of social and economic processes in society. The implementation of economic and political programs affecting both domestic and international interests largely depends on how high their professional level is. The future of the new Russia largely depends on how effectively they will apply the knowledge and experience accumulated with the development of civilization, what goals they will pursue and what their ethical ideal will be. It is managers who can now act as a social stabilizer in Russian society, extinguish the jumps in social tension and bring the country to a qualitatively new level of development. At the same time, the presence of a managerial type of management - the production of goods and services based on the available market structures of material, financial and human resources, taking into account consumer demand - is one of the social indicators of the economic potential of modern society.

In this regard, the identification by sociological science of the main trends in the formation and development of a socio-professional group of managers in Russia is an urgent task and is currently of paramount importance for substantiating the concept of the Russian society emerging from the socio-economic crisis.

The degree of scientific development of the topic. Sociologists, philosophers, economists, psychologists, and political scientists have been studying the social carrier of managerial activity since the emergence of capitalist production. The complexity and diversity of managerial activity determines the presence of many different approaches to the definition of the concepts of "management" and "manager", the ambiguity of their interpretation in the scientific literature. Science has not developed a unified understanding of the essence of management based on criteria that single out managers in the social structure of society and distinguish them from other social groups similar to them in the nature of their activities.

At the same time, it is possible to highlight the works of prominent scientists, which highlight the theoretical and methodological problems of the study of social management, a variation of which is management, the role of managers in the socio-economic life of society. This group of researchers should include K. Marx, M. Weber, P. Sorokin, P. Drucker, as well as T. I. Zaslavskaya and other scientists.1

Certain aspects of managerial activity, primarily in the economic sphere, were considered by F. Taylor, A. Fayol, W. Ouchi, M. Mescon, M. Albert, F. Hedouri, V. Hoyer, M. Woodvuk, D. Francis, L. Iacocca, D. Tracy and many other economists and management practitioners. They focused on improving the efficiency of managerial work, analyzed the problems related to the sphere of interpersonal relations in the team, to the motivation of labor activity, tried to determine the universal principles of effective management of the organization.

Some foreign scientists paid special attention to the study of the social carrier of management. J. Nalbadian, K. Beret, J. Tenig, E. Grove studied the system of training and adaptation of managers to modern conditions. Noteworthy is the study by M. Aleksich of the problems of the formation of professional managers as a special social stratum and its role in social development.4

The underdevelopment of market relations in Russia from 1917 to the 1990s ruled out the existence in Soviet society of social groups that did not fit into the Marxist-Leninist theory of socialism. However, the traditional

1 See: Weber M. Protestant Ethics and the Spirit of Capitalism// Selected Works. - M., 1990.; Marx K. Class struggle in France from 1848 to 1850 / / Marx K., Engels F. Selected. Op. T. 3 - M., 1985.; Sorokin P. Social culture and mobility // Man. Civilization. Society. -M., 1992.; Drucker P. Market: how to become a leader (practice and principles). - M., 1992. Zaslavskaya T.I. Transformation of the social structure of Russian society // Where is Russia going?! Social transformation of the post-Soviet space. - M., 1996.

2 See: Taylor F.W. Principles of scientific management. - M., 1991; Fayol A. General and industrial management. - M., 1992; Ouchi U. Methods of organization of production: Japanese and American approach. - M., 1984; Meskon M. X., Albert M., Hedouri F. Fundamentals of management. - M., 1992; Hoyer V. How to do business in Europe. - M., 1992; Woodwood M., Francis D. The Liberated Manager. For the leader-practitioner. - M., 1991; Iacocca L. Career manager. - M., 1995; Tracey D. Management from the point of view of common sense. - M., 1993.

3 See: Nalbadian J., Beret K., Tenig J., Haaz D. Management personnel / / Abstract collection. -M., 1994; Grove E. The work of a manager//Personnel, 1996. No. 6.

4 See: Aleksich M. Sociology and Management. - M., 1995. For the Soviet period, the class approach to the study of the social structure of Soviet society did not remove the relevance of management issues. In the 1920s and early 1930s, during the formation of the Soviet Republic, managerial thought generated ideas based on the economic independence of economic structures - in the conditions of the NEP - the development of professional programs, leadership and authority, and the training of managerial personnel. We should pay tribute to the representatives of industrial sociology of that time, which were I.M. Burdyansky, the founder and first director of the Kazan Institute for the Scientific Organization of Labor (KINOT), A.K. . Grossman, N.V. Arkhangelsky, L. Zhdanov, G.A. Nefedov, M.P. Rudakov, Ya.S. Ulitsky and many others.1 The concept of people's self-government was the central idea of ​​their theoretical works. For objective reasons, they did not consider managers as a socio-professional group.

E. Utkin, V. Vesnin, O. Vikhansky, A. Naumov can be singled out among modern Russian economists who have made an attempt to develop a theory of management. Taking into account the advanced foreign and domestic experience, they considered the forms and methods of working with managerial personnel. In particular, it is noted that in the context of radical social and economic reforms, the decisive factor for the successful process of reforming the economy should be the formation of a new type of leaders,

1 See: Arkhangelsky N.V. Organization of enterprise management// Enterprise, 1923. No. 1; The role and importance of the enterprise in the system of economic policy / / Enterprise, 1924. No. 7; Burdyansky I.M. What is the scientific organization of labor? - Kazan, 1921; Gastev A.K. Industrial world - Kharkov, 1923; Trade unions and organizations. -JL, 1924.; Grossman M.B. Trust, factory and director's role// Enterprise, 1923. Red director and labor productivity// Enterprise, 1924. No. 11; About the director // Enterprise, 1926. No. 5; Zhdanov JI. Five basic principles of management. Taganrog, 1922; Nefedov A.G. Bureau of Rationalization of the Apparatus// Technique of Management, 1928. No. 13-14; Rudakov M.P. Administrator, - Kharkov, 1923; Stages of the production process // Time, 1924. No. 5; Auxiliary stages of the production process // Time, 1924. No. 9; Ulitsky Ya.S. Control logic. Essay on the theory of management of administrative teams. - Kyiv, 1924.

2 See: Vyuzhina N. From the privatization of property to the privatization of management: based on the results of sociological studies of light industry enterprises in Tatarstan. - Kazan, 1996; Sadykov M.B. Society as a system: organization, management, management. -Kazan, 1995; Utkin E.A. Company management. - Mt, 1996; The use of world experience in management in Russia // History of management. - M., 1997; Vikhansky O.S., Naumov A.I. Management. - M., 1998; Vesnin V.R. Fundamentals of management. - M., 1999. corresponding to a market type society, contains specific proposals for restructuring the system of training and selection of managerial personnel, puts forward new criteria for evaluating the activities of a manager, his competence, and creative potential.

The change in socio-economic relations in the post-Soviet space became the basis for the emergence of sociological management concepts of the transition period. A.V. Obolonsky, considering management groups in the context of the creation of a modern civil service, believes that at present domestic leaders cannot be considered in isolation from the administrative apparatus of the Russian Empire and the Soviet Union. An integrating aspect of succession is the low competence of managers in exercising their powers. Unlike Weber's bureaucrats, they were selected and promoted on the basis of patronage and political loyalty. A.V. Obolonsky comes to the conclusion that the modern bureaucracy should be regarded as a quasi-bureaucracy, the top of which, through privatization (closed corporatization of entire sectors of the economy, primarily mining, energy and other economic strategic objects), has become the actual owner of the state and its ruling class.1

Contradictory, in our opinion, is the approach of A.N. Medushevsky. Considering the former managerial strata as the basis for the formation of a new ruling class in the context of the unfinished process of class formation and crystallization of a new social structure, the author at the same time rejects their involvement in the bureaucracy and management, believing that the managerial function is not an end in itself for the nomenklatura, but only a means of turning into class.2

1 See: Obolonsky AB. Post-Soviet bureaucracy: a quasi-bureaucratic ruling class // Social Sciences and Modernity, 1996. No. 5. pp.17-21.

2 See: Medushevsky Academy of Sciences Formation of a new ruling class / / Social sciences and modernity, 1996. No. 7.

The emergence of market structures marked the beginning of the stage of empirical research in modern sociological science, which makes it possible to understand the process of formation and formation of Russian management. Enormous empirical material sufficient for theoretical understanding has been accumulated.

Among the works on management topics, the works of T. Zaslavskaya, V. Kabalina, A. Kravchenko, V. Belyaev, N. Vyuzhina, M. Sadykov, M. Chernysh, Z. Golenkova, E. Igitkhanyan, L. Babaeva, S. Clark , L. Khakhulina, M. Vertyankina. Domestic sociologists at the theoretical and empirical levels explore problems related to issues of professional competence, socio-cultural aspects of activity and the participation of managers in the processes of denationalization of property.1

Despite the relevance of management issues, it should be noted the insufficiency of its development. The authors, exploring the problems of management in Russia, under the category "manager" understand all executives, regardless of their field of activity, which introduces certain difficulties in the systematization of the categorical apparatus of research. There are no works on the intra-professional structure of the managerial group. The undeveloped subject matter in this aspect gives a distorted idea of ​​the social nature of this layer. There is no consensus among researchers in understanding the essence of the socio-professional group of managers. Only certain aspects of management activity are considered. Before

1 See: Zaslavskaya T. Transformations of the social structure of the Russian society - M, 1996; Kravchenko A. Geometry of management of the administrative system and market society / / Personnel, 1998. No. 9; Chernysh M. Social mobility and transition period; Goyaenkova ZT, Igakhtanyan ED Social stratification and social production structure; Babaeva L. Russian entrepreneurship and its periphery// Transformation of the social structure and stratification of Russian society. - M, 1998; Kabalina V. Privatization and restructuring of the enterprise: under "internal" and "external" control? // Large industrial enterprises: restructuring of management and labor relations (monographic study 1992-1995). Issue. 3. Social and labor research. - M., 1995; Kabalina V., Clark S. Politics of privatization and the struggle for control over the enterprise / / Frontier, 1996. No. 8-9; Khakhulina YES. Heads of enterprises about the economic situation of their enterprises - Economic and social changes // Monitoring of public opinion. VTsIOM 1994. No. 2; Vergyankina M.I. Formation of a new type of leader in the region, (candidate's abstract). - M., 1994. Currently, there are no works studying Russian managers in dynamics that determine their role in the development of modern Russian society.

All of the above predetermined the choice of this topic as a research topic.

The object of the study is the social and professional group of Russian managers.

The subject of the study is the process of formation of a socio-professional group of managers in the conditions of the formation of market relations in Russia.

The purpose of the study is to single out management as a special type of social management in a market society and to determine the features of the formation of a socio-professional group of managers in a transforming Russian society.

Research hypothesis. As the main working hypothesis, the assumption is put forward that the Russian reality in the implementation of management as professional management in a market society, and the formation of a socio-professional group of managers, differ significantly from the experience gained in the world theory and practice of managerial activity. In the course of the study, we assumed that the development of market relations in society leads to the professionalization of managerial activity only if there are a number of socio-economic factors that have a direct impact on the formation of a socio-professional group of managers:

Market competition leads to the need to intensify the manager's labor activity, constantly improve skills and management methods;

Freedom in making managerial decisions, which is a necessary element of managerial work, allows you to unleash the creative potential of the leader;

The emergence of the labor market leads to the selection of the most qualified managerial personnel capable of solving problems in a dynamic market.

Research objectives: based on the analysis of management concepts put forward by world social and philosophical thought, to reveal the essence of professional management in modern society;

Reveal the characteristic features of modern management as a special type of social management in the market and determine the main types of managerial activities;

To reveal the functional content of the work of managers;

Develop criteria for identifying a professional group of managers in the social structure of society and formulate a definition of this socio-professional education;

To identify the intra-group structure of managers that arose as a result of the transformational processes of Russian society;

Determine the conditions and features of the formation of a socio-professional group of managers in the transforming Russian society.

The methodological and general theoretical basis of the study was sociological theories and concepts:

Dialectical-materialistic method and class approach to the analysis of social phenomena by K. Marx, the theory of social stratification and mobility by M. Weber, P. Sorokin, S. Lipsit, G. Zetterberg, E. Rakhmatullina, M. Nugaev;

Concepts of rational bureaucracy, management, entrepreneurship R. Merton, P. Blau, N. Parkinson, M. Crozier, A. Kravchenko, V. Modestov, V. Fursova, V. Paderin S. Martynov, N. Lapina, etc. typological, logical, historical methods of analysis were used in the course of the work.

The information base of the study was made up of statistical data and the results of numerous sociological monitoring, monographic studies conducted in Russia as a whole, as well as in individual regions, from 1993 to 2000 by Russian and foreign scientists.

The scientific novelty of the study lies in the structural approach to the object of study:

The specificity of managerial work in relation to managerial activity is revealed;

A set of basic and additional criteria has been developed to identify a socio-professional group of managers in the social structure of society;

The internal structure of the socio-professional group of managers was revealed and the criteria for vertical and horizontal differentiation of the structure-forming elements of this professional education were determined;

Based on a comprehensive analysis of the results of sociological research, the social characteristics of modern Russian managers are determined;

The definition of management is formulated as a kind of social management, as well as a manager as a social carrier of management activities and a socio-professional group of managers - a structure-forming element of a society with a market economy.

Scientific and practical significance of the dissertation. The provisions, results and conclusions of the dissertation research can be used in developing the theory of stratification of modern Russian society, as well as in identifying trends and prospects for the development of Russian management, in determining the criteria for the stratification of society and behavioral patterns of management groups.

Separate provisions of the dissertation can be used to prepare courses in social and economic disciplines, as well as in the practical activities of various organizational structures.

Approbation of work. The main ideas and provisions of the dissertation were presented by the author at the international scientific and practical conferences "Youth for the science of the future", "Management of the organization of the XXI century" at the Kama Polytechnic Institute. The conclusions of the study were published in a number of articles (“Transformation of the socio-professional group of Russian managers at the present stage”, “Social mobility and dynamics of Russian management”, “Structure-forming elements of the socio-professional group of Russian management”, “Social and status characteristics of Russian management”), and are also used in the practice of teaching the academic discipline "Management" at the Kama Polytechnic Institute.

Work structure. The work consists of an introduction, two chapters, including five paragraphs, a conclusion and a list of references. This structure of the work is dictated by the logic of consistent scientific analysis: identifying the essence and specifics of management - a new social institution in modern Russia - precedes the study of the formation of a socio-professional group of Russian managers.

Defense provisions. The emergence of a socio-professional group of managers at the present stage of development of Russian society is due to the transition to market relations in the country and the need for professional management.

The main criteria for identifying a socio-professional group of managers in the structure of society are: professional managerial activity in the conditions of market relations; dependence of income on the economic indicators of the organizational structure; availability of secondary specialized or higher education.

Modern Russian management1 is a social formation with a complex internal structure: these are entrepreneurs who manage the enterprises they founded; heads of enterprises of private and mixed forms of ownership; officials managing private and

1 In the practice and theory of management, the concept of "management" means not only a type of management, but also a socio-professional group that carries out management activities in market conditions. In the text, the concept of "management" is used as a synonym for the concept of "managers".

13 municipal organizations functioning according to the laws of the market economy.

The atrophy of market relations and the mechanisms for the formation of a socio-professional group of managers hinders the development of professional management in Russia.

The instability of the socio-economic and political situation in modern Russian society leads to an increase in the political activity of Russian managers.

Similar theses in the specialty "Social structure, social institutions and processes", 22.00.04 VAK code

• Study of problems and principles of Russian management: On the example of service enterprises 2000, candidate of economic sciences Polyakova, Larisa Vladimirovna

• Socio-political activity of the business elite at the present stage: On the example of owners and top managers of large corporations in Russia and the USA 2003, candidate of political sciences Svetlichny, Mikhail Yurievich

• The Formation of Management in Russia: A Sociological Analysis 2000, Pavlov, Vasily Petrovich

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Dissertation conclusion on the topic "Social structure, social institutions and processes", Shin, Vladislav Nikolaevich

CONCLUSION

Ideas about the role and place of managerial strata, about the content of managerial activity and methods of its implementation have repeatedly undergone significant changes. Views on management changed as social relations and business developed, production technology improved, new means of communication and information processing appeared. Socio-philosophical thought did not play the role of a contemplator behind the practice of management. Beginning with the philosophers of Ancient Greece, thinkers in their concepts put forward singled out management as a special type of social activity and paid special attention to it. For example, management functions, in their opinion, should have been endowed with people with intellectual potential (Plato), high moral qualities (Aristotle) ​​or God's chosen ones (Thomas Aquinas).

Management and executive relations are a necessary element of the functioning of the economy, which is based on the satisfaction of the material and spiritual needs of society. During the period of the formation of capitalist relations, managerial work, being a necessary element of any collective, joint work, is singled out as a special professional activity. The emergence of factory production led to the need for professional management based on special training and acquired work skills. The expansion and complexity of production served as the main reasons for the separation of managerial functions from property and led to the formation of a layer of employees who professionally carry out managerial activities in the social and economic sphere, meeting the requirements of complex production processes and market competition. In this regard, market relations serve as the basis for rational management.

Scientific and technological progress and the concentration of scientific and industrial potential abroad have contributed to the formation of management as a social institution that optimally ensures production processes and the distribution of goods and services in a market economy. A new type of management is being formed, based on the principle of rational activity. At the present stage of development of civilization for the managerial type of management, the characteristic features are:

Broad economic independence, providing freedom of decision-making to those who are responsible for the final results of the functioning of the enterprise or its divisions on the market;

Stable striving to improve the efficiency of production and business in general;

Constant adjustment of goals and programs depending on the state of the market, changes in the external environment;

Orientation to achieve the planned end result of the company;

Using a modern information base for multivariate calculations when making management decisions;

Changing the planning function - from current to prospective;

Reliance on innovation, innovation in the work of the organization;

Non-standard solutions;

Conducting a deep economic analysis of each management decision;

Ability to take reasonable risks;

Increasing the role of marketing in business to a key one.

The development of the productive forces of society led to the division of managerial labor. Currently, there are several main types of managerial work specialization: production management, logistics management and sales of finished products, marketing management, personnel management, financial management, innovation management and accounting management.

The importance of management abroad was recognized in the 1930s and 1940s. Even then it became obvious that this activity had turned into a profession, the field of knowledge - into an independent discipline, and the social stratum - into a very influential social force. The growing role of this social force forced people to talk about the “revolution of managers”, when it turned out that there were giant corporations with huge economic, industrial, scientific and technical potential, comparable in power to entire states. This means that the decisions of managers, like the decisions of statesmen, can determine the fate of millions of people, states and entire regions.

Since the emergence of management, its social carrier has become the object of attention of philosophers, sociologists, and economists. At the same time, the subject of managerial activity was considered outside of its social characteristics. The main feature that defines managers as a socio-professional group was the main type of professional activity of an employee associated with the management of social and organizational structures. This approach does not reflect the characteristics of the manager, who is one of the main subjects of economic activity. We believe that it is possible to single out a number of criteria that quite broadly and deeply characterize the social carrier of management.

The main criteria are:

Professional managerial activity in the conditions of market relations;

The dependence of income on the economic indicators of the organizational structure (enterprise, department, workshop);

The presence of special secondary or higher education.

Additional features include:

Availability of organizational skills that ensure the profitability of the enterprise through the rational use of material, financial and social resources;

Innovative activity;

Ability to take reasonable risks.

The absence of one of the characteristic features of the social bearer of management that corresponds to the main criteria that distinguish him as a manager leads to blurring of the boundaries between the subjects participating in the management process.

Summarizing the above, we can formulate a definition of the concept of "managers" - a social group of employees who carry out professional managerial activities in the socio-economic sphere for the production and formation of a market for goods and services based on the rational use of material, financial and social resources in a market competition.

Modern managers are characterized by flexible, receptive thinking, individuality, a creative approach to business, the ability to evaluate phenomena not only from a quantitative, but also a qualitative side. Sociability - the ability to freely communicate, adapt to a certain socio-psychological environment, the desire to understand a person and the motives of his behavior, his interests. High organizational skills. Special knowledge that allows you to deeply and objectively assess the situation. At the present stage of development of society, the manager is, as a rule, a partial owner of the share capital, i.e., the owner of the means of production, therefore, managers are characterized by commercial and economic initiatives, social and business activity.

At the present stage of development of Russian society, the content of the work of managers is changing, since at present, with the use of scientific and technical innovations, the development of market relations, the goals and objectives facing organizations have changed. If earlier, under a centralized economy, enterprises were protected from the adverse effects of the external environment - a fall in consumer demand, a crisis of non-payments, a lack of lending, high prices for raw materials by state planning, then with the transition to a market economy, most of the problems associated with the production of goods and services, supply and the sale of finished products, they have to decide on their own. Dynamic changes in the content of the work of managers associated with the entry of enterprises into market relations, in our opinion, reflect the process of transformation of a bureaucratic leader into a manager capable of solving economic and social problems in a dynamically changing internal and external environment of the organization.

Now we can confidently testify that a new social stratum is being formed in Russia - managers, the basis for the formation of which is the transition to market relations. During the transitional period in the conditions of social and economic crisis, Russian management demonstrates a high level of social adaptation to new conditions. One of its main social characteristics is the desire to preserve social resources and material and technical base and at the same time to realize their own interests in the process of denationalization of property.

Three elements can be identified in the social management strategy implemented by management during this period, which coexist in different proportions in different enterprises. The first is the desire to survive, because for many enterprises in the current situation, this is the most they can hope for. The survival of an enterprise is considered not in terms of its financial performance, but in terms of its survival as a production unit and, above all, as a labor collective. One option for a survival strategy involves trying to maintain a high level of employment by reducing working hours, or reducing wages or social spending. Another option is to maintain high wages for employees and preserve the social sphere of the enterprise through massive staff reductions.

The second element in leadership strategy is self-interest. It involves the creation of subsidiaries of financial and commercial firms, when managers use the resources of the enterprise for personal gain and prepare a place for themselves in the private sector. Such activities often go beyond the law, for example, when the company's products or its property are sold to someone at a reduced price.

The third element is a market strategy focused on obtaining not so much short-term profit as long-term profitability of the enterprise.

Moreover, these strategies are not mutually exclusive, but are combined in various proportions. Sometimes it is very difficult to determine which of them prevails in a given enterprise. Management may stick to traditional rhetoric about the survival of the enterprise, but at the same time really carry out active restructuring, considering it the best way to save the enterprise in the long term. Conversely, conservative practices can masquerade as capitalist modernization. Meanwhile, in both cases, there may be a hidden motive for obtaining personal gain at the expense of the enterprise.

Social attitudes, formed in the minds of the new layer by the market euphoria of the late 1980s and early 1990s, came into conflict with the social practice of the privatization and post-privatization periods and led to the disintegration of corporate consciousness. The contradictory ideas of management about the situation in the country and the development trends of Russian society are associated with the real complexity and inconsistency of social problems, the instability of the economic and political situation in the country, which negatively affects the socio-professional orientation of managers. There is a desire to take advantage of the benefits of economic freedom and the opportunity to establish control over their enterprise. Gaps in knowledge of both the business situation and management practices are significant. Apparently, the noted gaps and lack of entrepreneurial skills and abilities do not interfere with survival too much, and therefore indicate just a rational assessment of the relative importance of various success factors.

At the same time, the results of sociological research show that many Russian managers do not meet the professional and qualification requirements for a managerial group. One of the main factors in the deprofessionalization of the new managerial stratum at present continues to be the hypertrophy in society of market mechanisms for controlling the reproduction of social groups, more precisely, protectionism and unjustified interference by the executive in business affairs hinder the formation and development of the managerial subgroup.

The redistribution of property makes it possible to assess the new realities much more accurately than before. The modern transformation process has affected the essential characteristics of Russian society. The transition to market relations, the redistribution of state property, which marked the beginning of the transformation of the former social structure, necessitated the formation of social groups, without which the functioning of market structures is impossible. The development of complex and contradictory processes in the socio-structural relations of Russian society inevitably gives rise to new forms of social differentiation based on attitudes towards property. At the same time, new types of social group integration are emerging, which are also based on new economic relations. Managers are one of the examples of the formation of a social group on a professional basis, the basis of which is market relations.

The study of the subjects of managerial activity led to the conclusion that the professional group of Russian management is a complex social formation, consisting of representatives of various social strata: 1) entrepreneurs who manage the enterprises they founded; 2) heads of private socio-economic structures, owning a share of the share capital managed by them; 3) officials managing state and municipal organizations operating under the laws of a market economy; 4) heads of organizational structures who do not own property, but for whom the rules and laws of the market economy have become mandatory. Each of the groups reflects the functioning in the socio-economic sphere of the old and new types of management in the transition period and is a necessary element in the structure of a market society. Their division is based on the attitude to property, income level and status in the social and production structure of enterprises. Depending on the organizational form of ownership (state, mixed, private) and the level of economic freedom, a certain type of management is formed - administrative-bureaucratic, managerial and entrepreneurial.

If the level of income and attitude to property is of fundamental importance when considering the status of social groups in the structure of society, are defining features in the vertical stratification of workers professionally engaged in managerial activities, then the criterion for horizontal differentiation of the socio-professional group of managers is the belonging of individuals to certain management structures. Consequently, the socio-professional group of managers is entrepreneurs, heads of various organizational and legal forms of enterprises, regardless of the level occupied in the management structure, who carry out professional management activities in market relations.

Significant shifts taking place in politics and economics are qualitatively changing the social characteristics of the managerial strata. There are significant social differences between the social strata that form the socio-professional group of Russian managers. The emerging social communities differ in varying degrees of social homogeneity and heterogeneity, organization and activity. A group of entrepreneurial managers is distinguished by a variety of sources of replenishment. High level of heterogeneity. The openness and dynamism of this group give it special opportunities for development in the future. The management corps of state-owned and privatized enterprises is socially homogeneous; its representatives are, as a rule, older than their counterparts from the private sector. The main source of recruitment is highly qualified specialists with extensive experience in managing production and functional structures at enterprises. The management of the middle and lower levels of management is formed from specialists, university graduates and skilled workers.

An analysis of labor relations and reorganization reforms carried out at enterprises showed that the management of state and joint-stock enterprises, no less than representatives of the management of private business, is ready for transformations. But, in contrast to them, management, representing state and collective (joint-stock) forms of ownership, is more forced to reckon with the past of its enterprise, its own social and industrial environment. The unresolved, and sometimes even the impossibility of solving organizational and other problems of enterprises under the current conditions by legal methods, leads to the fact that the innovative potential and “potential for transformations” of the heads of state and joint-stock enterprises are lower than those of managers represented by private business. The duality of consciousness - the need to exist in a dual system of values ​​- market and paternalistic - reduces the dynamism of the management of state and joint-stock market structures. A serious deterrent is both the employees of enterprises themselves and members of management teams who tend to minimize risk. Taking responsibility for the people who form the core of the enterprise, they are forced to reckon with the expectations of employees and reduce risk, which does not mean abandoning the search for effective enterprise management models.

The data of sociological studies conducted by scientists in the initial period of economic reforms and in recent years allow us to conclude that the social strata representing the structural elements of the socio-professional group of managers are converging in terms of social status characteristics. In the initial period of mass privatization, two-thirds of the directors of privatized enterprises favored the sale of enterprises at auction or for the redemption of the enterprise by the collective, while at the same time, more than half expressed a desire to become owners of the enterprises they headed. Currently, the management of joint-stock companies is one of the largest private equity holders. A significant part of the directors of privatized enterprises rethink their own role in the enterprise, and this is accompanied by a clear conflict of attitudes. The directors of state and municipal enterprises are increasingly oriented towards the social role of the owner, which, undoubtedly, should lead to a new clash of interests of the managerial strata in the struggle for the redistribution of property. At the same time, the income gap between this socio-professional stratum and the rest of the population is growing in favor of the former.

At the same time, the socio-professional group of managers is also undergoing certain demographic, psychological and other changes. In particular, with privatization, the proportion of men among the heads of enterprises is increasing. Although entrepreneurs develop a sense of self-confidence and satisfaction with what they have achieved faster than leaders of joint-stock state market structures, the difference here is more quantitative than qualitative. A new generation of pragmatic, better educated, morally free and self-confident young people is coming into business. Accordingly, many estimates within this group converge.

Characteristic features of the transition period were uncertainty in the political, economic and legal spheres, which led to the instability of social groups. The main socio-economic factors affecting the dynamics of professional mobility of the socio-professional group of managers in the conditions of the functioning of organizational structures in market relations are currently:

The instability of the Russian economy, leading to the bankruptcy of many enterprises and the formation of a labor market for managerial personnel;

The need of socio-economic structures for leaders of a new type, able to freely navigate the market environment, ensure the competitiveness of manufactured products, services offered and ensure the profitability of the enterprise.

If earlier the professional mobility of managerial strata was characterized by the creation of artificial channels for the integration of heterogeneous social groups, then at the present stage the formation of managerial groups in Russia is characterized by qualitative changes.

The transition to the market expanded the deformed channels of the formation of socio-professional groups. With the weakening of state control at the initial stage of reforms, the importance of social ties and personal relationships increases. The role of patronage in official promotion is increasing. The structure of career growth of managers has undergone deformation. The desire to climb the career ladder ceases to be the main motivator that contributes to the deepening of professional knowledge and the acquisition of new skills necessary for successful managerial activity. The stratification of society determines the leading motivation for job growth - the desire to win, maintain and strengthen a place on the upper rungs of the social ladder.

At the same time, with the decentralization of the economy, the emergence of new market organizational structures, career opportunities have expanded for leaders who are active, adaptable, and have useful personal connections. The ability to retrain and the plasticity of behavior have also become significant advantages for moving up the social ladder. Strengthening competition between the structures of the market economy leads to the improvement of the mechanism for selecting and forming a socio-professional group of managers.

Insufficient attention to business problems on the part of the executive and legislative authorities, the inconsistency of Russian legislation have become the dominant factors that influenced the emergence of management interests in regional and state policy. Based on the results of the last elections to the State Duma, one can judge that Russian management is currently one of the most influential forces in the political life of society.

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Startseva Natalia Nikolaevna Event managers as a professional group: the process of formation in modern Russia: dissertation ... candidate of sociological sciences: 22.00.04 / Startseva Natalya Nikolaevna; President of the Russian Federation "].- Yekaterinburg, 2014.- 211 p.

Introduction

1. Theoretical and methodological foundations of the study of the process of formation of event managers as a professional group

1.1. Terminological system "event": analysis of basic concepts 17

1.2. Professionalization of event activities and formation of a group of event managers.50

2. Formation of a professional group of event managers in modern Russia: expert opinions .86

2.1. Professional and personal qualities of eventers: comparison of "professionals" and "non-professionals" 90

2.2. Event managers: mechanisms and stages of formation of a professional group 119

Conclusion 161

List of sources used

Introduction to work

The relevance of the topic of dissertation research. The cardinal economic, social, and cultural transformations of the late 20th century contributed to the transformation of the professional structure of Russian society. Thus, the change in the status positions of traditional professions, the spread of new forms of employment (the phenomenon of freelancing), the emergence of previously unknown types of activities and professional groups have necessitated a rethinking of theoretical approaches to determining the essence of professional phenomena, the process of their formation and the role of professional groups in constructing a professional space.

Formation traditional professions and professional groups are studied by sociologists quite actively both at the theoretical and empirical levels, while issues related to the design new professional activities and groups, due attention, in our opinion, is not given. Event activity as a new type of professional activity and event managers as a new emerging professional group were not previously considered as objects of sociological research.

The relevance of the chosen topic is determined by a number of theoretical and practical problems.

Uncertainty of the semantic content of the concepts included in the terminological system "event": "event activity", "event management", "event project", "event managers". The vagueness of definitions and the vagueness of their interrelations, the substitution of some concepts for others lead to an inadequate assessment of the processes taking place today in the event sphere. We believe that for an accurate analysis of the professionalization of event activities and the process of forming event managers as a professional group, a detailed semantic development of these concepts is necessary.

In addition, within the framework of sociological knowledge, event activities and event managers are not defined. For a correct analysis, it is necessary to establish the correspondence of the event activity and the group of event managers to the characteristics of professions and professional groups, develop indicators that can be used to assess and characterize the professionalization of event activities and the process of forming a group of event managers and, thus, sociologically comprehend the data professional phenomena.

An important problem is the lack of an adequate system of indicators used to assess the professional and personal qualities of event managers, which is due to the unformed standards of event activities and requirements for the work of event managers established by state authorities, trade unions, clients and heads of event agencies.

Among the practical problems, one can single out, mainly, the legal uncertainty of event activities and the group of event managers, in connection with which today a large number of event agencies are in the shadow, and the group of event operators is “blurred” (criteria for entering the group are unclear, there are no clear requirements for the knowledge and skills of a professional, the functions that he must perform in an event project).

The non-proliferation of event education, the lack of unified criteria for assessing the level of professionalism of event managers intensify the development of an inadequate, stereotyped idea of ​​them on the part of the public, partners, clients, and the event operators themselves. There is a strong opinion that the event activity is carried out by a large number of
"non-professionals". In this regard, the issues of determining who exactly these “non-professionals” are and how they differ from “professionals” require special attention.

If we consider the process of the formation of event activities and a group of event managers as a sequence of certain stages (from the beginning of the 90s of the XX century, the time when the object of our interest in Russia began to form, to the present), then their essence and content remain unclear, as well as constraints to development; the prospects for the formation of event activities and a group of event managers in modern Russia are incomprehensible.

It seems that the complexity of the problems formulated above, the absence of materials on these issues in the sociological literature determine the relevance of this sociological study.

The degree of scientific development of the problem. Studying the process of formation of event managers as a professional group requires addressing several areas of sociological knowledge at once: the sociology of professions and professional groups, the sociology of labor and the sociology of management, the sociology of free time and the sociology of culture.

The first group of scientific sources consists of works devoted to the analysis of the essence of professions and professional groups. This topic is covered in great detail by such foreign researchers as B. Anderson, G. Becker, P. Berger, M. Weber, I. Hoffman, E. Durkheim, G. Simmel, R. Merton,
T. Parsons, R. Pavalko, P. Sorokin, G. Spencer, E.Ch. Hughes, J. Evetts and others. A significant contribution to the study of professions and professional groups was made by domestic sociologists: R.N. Abramov, T.L. Alexandrova, I.V. Babayan,
Z.T. Golenkova, G.B. Korableva, V.A. Mansurov, V.G. Podmarkov, I.P. Popova, V.V. Radaev, I.N. Raikova, P.V. Romanov, O.I. Shkaratan, T.B. Shchepanskaya,
E.R. Yarskaya-Smirnova and others.

The second group of sources of interest to us are works that affect the process of formation of professions and professional groups. Foreign researchers I. Greenwood, W. Good, T. Parsons, N. Storer, as well as Russian sociologists Yu.R. Vishnevsky, Ya.V. Didkovskaya, L.V. Ivanova,
N.B. Kachaynova, E.I. Korneeva, M.V. Pevnaya consider the formation of professions and professional groups as a process of institutionalization;
M. Larson, J. Alsop, C. McClelland, R. Collins, M. Sachs, E. Abbott, and J.G. Zinchenko, P.V. Malinovsky, A.A. Moskovskaya, A.S. Shilo, O.V. Yurchenko-Luksha - as a process of professionalization; P. Bourdieu, T. Vialet, R. Suddaby - as a process of constructing a professional space.

The third group of scientific publications included the works of L.F. Belikova,
T.V. Duran, V.A. Kostina, N.B. Kostina, which made it possible to establish similarities and differences between event activities and management activities, as well as reveal the essence of social design.

The fourth group of analyzed works gives a general idea of ​​the event, event management, the field of event activities and event managers. Thus, the essence and content of event and event management are disclosed by such foreign authors as J. Goldblatt, D. Goetz, E. Yettinger, L. Carter,
B. Knause, R. Moser, V. Pekar, D. Rogers, M. Sonder, M. Tara-Lunga,
D. Wilkinson, U. Halzbaur, M. Zeller, B. Schmitt, as well as such Russian authors as V.A. Agafonov, O.V. Alekseeva, T.V. Baeva, V.L. vilensky,
E. Kolodina, N. Kopylova, A.D. Kuzmina, A.V. Skovorodkin, I. Tikhmyanova,
I. Shapovalova, A.V. Shumovich, E.A. Yachmennikov and others.

A certain contribution to the study of event managers was made by G. Bowdin,
S.V. Gerasimov, T.E. Lokhina, G. MacPherson, A.E. Nazimko, M.S. Pasholikov,
T.V. Starovoitova, G.L. Tulchinsky, J. Flynn, N. Shevchenko.

The complex nature of the problems of the formation of event activity as a new type of professional activity and event managers as a new professional group, due to the lack of theoretical and methodological developments in sociological knowledge, determined the choice of topic, determined the subject and object of research, as well as the purpose and objectives of the work.

Object of study - event managers as a professional group.

Subject of study - professionalization of event activities and the formation of event managers as a professional group in modern Russia.

Purpose of the study– revealing the essence, mechanisms and stages of professionalization of event activities and the process of formation of event managers as a professional group in modern Russia.

Research objectives:

To analyze the concepts of "event", "event activity", "event management", "event project", "event managers", to determine their relationship.

Conduct an analysis of approaches to the interpretation of the essence of professions and professional groups, identify indicators according to which event activities and event managers can be attributed to emerging professional phenomena.

Consider the methodological foundations of professionalization, institutionalization and construction of the field of professions and professional groups, determine the essence of the professionalization of event activities and the process of forming event managers as a professional group.

Based on empirical data, analyze the professional and personal qualities of event managers.

To study the opinions of experts regarding the mechanisms and stages of the formation of event managers as a professional group.

Theoretical and methodological basis of the study made up the systemic, activity, institutional approaches, the subject-subject paradigm, as well as the theory of capital and the concept of the field of P. Bourdieu.

The systematic approach made it possible to consider event activity as a system of management and performance activities, which are distributed among the subjects involved in its implementation: event managers develop an event project and manage the process of its implementation, and performers implement it.

The subject-subject paradigm made it possible to define event activities, identify some of its features, which consist in building subject-subject interactions between the event manager and performers in the process of event activities; between the event operator and the customer of event services in the development and implementation of an event project.

The activity approach made it possible to reveal the content of the functions performed by eventors, to show that the quality of their work is achieved through a combination of managerial, marketing, artistic and creative activities.

With the help of the theory of capital and the concept of the field of P. Bourdieu, the cultural capital of the agents of the event field, included in the process of forming event managers as a professional group ("professionals" and "non-professionals"), is characterized; received information about the strategies used by agents to maintain their positions in the event field; the prospects for the professionalization of event activities and the process of forming event managers as a professional group were assessed.

The institutional approach provided an opportunity to explore the professionalization of event activities and the formation of a group of event managers as a process of establishing rules and norms that regulate the behavior of event owners, as well as institutions that ensure compliance with these rules and norms.

Empirical base of dissertation research amounted to:

The results of a sociological study conducted by the author in 2011 on the topic "Professional culture of event specialists" by the method of a semi-formalized interview. The object was event managers and heads of event agencies. The selection of respondents was carried out spontaneously, using the "snowball" method. 117 people were interviewed.

The results of a sociological study conducted by the author in 2011 on the topics “What should an event specialist know and be able to do?”, “Three pillars” in the professional behavior of an event specialist, and “The beaten one is lucky, or who is who in the event industry?” in the Professionali.ru social network in the Russian Event Market community using a non-synchronous online interview. The object was the heads of event agencies, event managers, event partners. 20 experts were interviewed.

The results of a sociological study conducted by the author in 2012–2013 using the document analysis method. The following were analyzed: charters of professional event associations, educational programs for the training of event managers, Federal State Educational Standards of Higher Professional Education (“bachelor”, “master”) in areas of training close to event management (“Management”, “Marketing”, “Socio-cultural activities”, “Production”, etc.), materials of experts’ speeches at the Business Forum “Event in Russia: a look into the future” (2010), materials of experts’ speeches at the Congress of Event Industry Specialists (2013), materials of discussions in social network Professionali.ru in the community "Russian event-market" on the topic "We did not go through this, we were not asked to do this ..." (2010), as well as "The All-Russian classifier of professions for workers, positions of employees and wage categories", "US Occupational Classifier", "Canada National Occupational Classification" and "Ukrainian Occupational Classifier".

The results of the main sociological research conducted by the author in 2013 using the method of in-depth interviews (personally or indirectly via Skype). 18 event managers and 19 heads of event agencies in Russia were interviewed. The selection of respondents was carried out spontaneously, using the "snowball" method.

The results of the secondary analysis of marketing research data on topics related to the dissertation work: "Russian market of event-services" (2010), "Event-Expert technology" (2010), "Event-manager" (2008 and 2011). ), “Event Manager: Employers’ Offers and Candidates’ Expectations” (2012), “What do organizers sell and for how much, and what do customers want to pay for?” (2013).

Scientific novelty of the research is as follows:

The concept of "event activity" is introduced, which is defined by us as the activity of management entities and managed entities, including management and executive functions, where the first involves the development of an event project and management of the process for its implementation (event management), and the second - direct implementation of the event project.

It has been established that the event activity is a special type of activity, which has the following specific features:

the uniqueness of the event project being developed, managed and implemented in the process of event activities (in terms of content and result; for the consumer);

the need for an event manager to possess knowledge and skills related to the management, marketing and artistic and creative fields for the high-quality implementation of event activities.

It is proved that the structure of the professional group of event managers in modern Russia is made up of event professionals and non-professionals.

It is proved that in Russia there is a process of formation of event managers as a professional group, which consists in the transformation of "non-professionals" into "professionals" and proceeds in several stages: from cognitive through organizational to professional institutionalization. At the same time, each subsequent stage is layered on the previous, not yet completed stage. The content of these stages acts as structural components of the professionalization of event activities. The end of the stage of professional institutionalization will indicate the completion of the processes of the formation of event managers as a professional group and the construction of the field of event activity (displacement of “non-professional” eventers by “professionals” into the sphere of performing activities), that is, the formation of new independent professional phenomena.

Based on the empirical data obtained, it is proved that the processes of professionalization of event activities and the formation of a group of event managers in modern Russia are currently at the stage of organizational institutionalization; professionals themselves play an important role in this, and the role of the state is secondary .

It has been determined that the completion of the professionalization of event activities and the registration of event managers in a special professional group is hindered by objective factors (the short duration of the formation of event activities and a group of event operators in Russia; an insufficient number of educational programs for the preparation of event operators; the low role of professional associations in activating the processes of event separation activities and groups of eventors; lack of legal status for event activities and event managers) and subjective factors(lack of unity, cohesion within the professional group; the unwillingness of the majority of event owners to actively defend their rights to a professional definition).

The main provisions for defense:

Based on the results of the theoretical analysis, it is substantiated that an event as a unique event is created in the process of event activity, which, in turn, implies a distinction between the processes of managing an event and its direct implementation. Event management is event management. The content of event management is an event project. It is developed, managed and controlled by event managers and implemented by performers.

It is proved that event activities require specific management, which requires trained specialists - event managers. Event managers are management entities that perform a number of functions for designing and managing an event project, namely, developing event projects, organizing their activities and activities of managed entities for the implementation of an event project.

Based on the analysis of approaches to the essence of professions and professional groups, the author substantiates the need to consider event activities and event managers as new emerging professional phenomena with relevant features. The author refers to such characteristic features the assignment of activity to a special group, the formation of specific knowledge and autonomy, the existence of special symbols, attributes of the profession. This list is continued by the features of event managers as an emerging professional group: the implementation of special functions by them, the presence of professional knowledge and skills acquired in the framework of the education system and acquired in the process of professional experience, the presence of professional identity, orientation towards professional autonomy and the closure of the group.

The group of event managers consists of eventors - "professionals" and "non-professionals". "Professionals"- these are event managers who perform managerial functions in the process of preparing and implementing an event project; possessing professional knowledge obtained within the framework of the event education system, as well as having experience in the position of an event manager; identifying themselves with a professional group of event managers; "recognized" by other members of the group as "their own"; those who are interested, in need, ready to intensify the professionalization of event activities and the process of forming event managers as a special professional group. "non-professionals"- these are performers who take on managerial functions, but cannot ensure their high-quality implementation; specialists who only partially possess the characteristics inherent in event managers, namely, self-identification with a group of eventers, which allows them to pass themselves off as “professionals”.

Under professionalization event activities should be understood as the process of consistent formation of institutional features of the profession of an event manager, that is the process of establishing rules, norms governing the behavior of event managers, as well as institutions that provide management and control over compliance with these rules and norms. The professionalization of event activities includes three stages, the content of which determines the structure of the process of forming event managers as a professional group:

Cognitive institutionalization is the stage of approving the theoretical foundations (knowledge, skills) necessary for the professional activities of an event manager, and their translation to the entire professional group through educational institutions. At this stage, eventors who acquire professional knowledge and skills have the opportunity to move from the status of "non-professionals" to the status of "professionals".

Organizational institutionalization is the stage of formation of rules, norms of professional activity, requirements for eventors and their distribution to “professionals” by event associations. At this stage, “professional” eventors feel the need to unite, to isolate themselves from “non-professionals” and satisfy it by joining trade unions.

P professional institutionalization- the stage of legitimizing event activities and defining event managers as a professional group at the state level. This stage should complete the professional development of “professional” eventors, push out “non-professionals” into the sphere of performing activities.

Empirical studies have led to the conclusion that event managers - "professionals" and "non-professionals" are characterized by different professional and personal qualities. Unlike "professionals", "non-professionals" do not possess the basic managerial competencies, they cannot plan an event project in a quality manner, ensure its management, and monitor and evaluate its effectiveness. They do not have personal qualities that are important for an event manager, such as responsibility, stress resistance, reactivity, focus on professional development, the ability to build productive communication with a client, with partners at all stages of preparing and implementing an event project.

Event managers - "professionals" use strategies based on the effective use of cultural, social, economic and power capital to maintain their positions in the event field, however, due to their lack of a legitimate status and existing mechanisms of influence on “non-professionals”, they cannot yet be called “dominant” agents in emerging field of event activity. At the same time, the hopes of the experts are connected with the prospects for the occupation of dominating positions by “professional” eventers. Event managers - "non-professionals" are not focused on increasing their cultural and power capital, and they achieve an increase in economic capital in an extensive way (they take a large number of orders, dump prices for event services), and this indicates that over time they may lose any significant positions in field of event activity. Meanwhile, the social capital available to “non-professionals” (professional ties and informal agreements) is quite stable, which ensures their current position in the field of event activities.

From the point of view of experts, the "imitative" mechanism had a greater influence on the professionalization of event activities and the process of forming event managers as a professional group in Russia. However, due to the increase in the activity of "professionals" in the development of rules, norms, standards of event activity (the process of cognitive and organizational institutionalization), the role of the "normative" mechanism will increase. With the activity of the state in addressing issues of legitimation of event activities and event managers (professional institutionalization), the value of the “forced” mechanism may also increase.

The process of professionalization of event activities and the formation of event managers as a professional group has not been completed. Event managers will finally form into a special professional group under certain conditions: if the event managers actively defend the right of the group to a professional definition through event associations, and the state will be ready to respond to such initiatives.

Theoretical significance dissertation research is that:

the conceptual apparatus of sociological knowledge has been developed: the concepts of "event", "event activity", "event managers", "event project";

the features of the processes of professionalization of event activities and the formation of event managers as a professional group in modern Russia are considered.

Practical significance of the study confirmed by the fact that:

a series of sociological studies was carried out aimed at identifying the opinions of experts regarding the professional and personal qualities of event managers, the processes of professionalization of event activities and the formation of event managers as a professional group in modern Russia.

proposals for improving the process of creating and implementing educational programs for event managers are presented;

proposals for improving the process of popularizing the activities of event associations among the heads of event agencies and clients are presented;

the prospects for using the results of the study in teaching courses on the sociology of professions and professional groups, the sociology of free time, and the sociology of management were determined;

the prospects for the practical use of the results of the study by the heads of event agencies to improve the personnel policy of event companies, the development of standards for the professional activities of event managers are determined.

Applicant's personal contribution consists in direct participation in obtaining the initial data of scientific research (development of programs and tools for empirical research, conducting research, processing the data obtained); in the analysis and interpretation of the results of empirical research; in the preparation of scientific publications on the work performed.

Approbation of the research results. The results of the study were tested at 15 international and all-Russian scientific conferences. 18 articles were published on the topic of the dissertation, 3 of which were published in leading peer-reviewed scientific journals, determined by the Higher Attestation Commission. The total volume of publications is 5.65 pp, the author's contribution is 5.45 pp.

Work structure. The dissertation consists of an introduction, two chapters, including 4 paragraphs, a conclusion, a list of references and applications. The main text is presented on 166 pages, contains 5 figures and 2 tables. The list of sources used includes 236 items.

Terminological system "event": analysis of basic concepts

By functionally distinguishing event management from planning and event management, the authors try to show how these functions are implemented in the activity of an event manager. G. Bowdin, G. McPherson and J. Flynn note that today the activity of an event manager is also functionally differentiated. They distinguish four groups of event specialists: event managers (provide strategic planning, organization and execution of the event; come into contact with the client; coordinate all aspects of the event, ensuring that they meet the requirements of clients); event producers (deal with practical and operational issues of staging events; responsible for how to achieve strategic goals; ensure that technical plans are implemented on time); event coordinators (help the event manager in organizing the event; they can specialize in one of the aspects of organizing the event - logistics, visa support and accommodation, etc.); event marketers (deal with marketing and advertising of the event). Depending on the project, the client’s desire and the size of the event company, event managers can perform the functions of event producers, event coordinators, event marketers on their own or outsource them. The marketing approach reveals the event through the concepts of "efficiency", "benefit", "marketing communications", "need", "promotion", "sales", etc. Within the framework of this approach, the event is interpreted as an event designed to satisfy the specific needs of people, aimed at obtaining certain social, financial results. A.E. Nazimko in his work "Event Marketing" tries to correlate the concepts of "event" (event), "event management" (event management), "event marketing" (event marketing). Identifying an “event” only with a marketing event and assuming that any event is implemented through an event project, he builds the following terminological scheme (Fig. 2).

Presented by A.E. Nazimko's terminological system is based on a marketing approach to the definition of an event. Event, event marketing are considered by him as a type of integrated marketing communications. According to this approach, the main goal of any event (private, corporate, mass) is not just to attract attention, inform, but to form a loyal, emotionally positive attitude towards the brand (image, reputation, image of a person, company, product or service, territory, etc.). .) the target audience (consumers, employees, partners, the public, etc.). Understanding an event as “an event that changes the attitude of the target audience and the brand”, event marketing is “a set of activities aimed at promoting the brand in the internal and external marketing environment through the organization of special events”, based on the definition of an event project as an event characterized by a “project logic”, A.E. Nazimko interprets event management as the management of an event (event, event project, event marketing) on ​​a turnkey basis. Without making a clear distinction between the concepts of "event", "event marketing", "event project", and sometimes identifying them, A.E. Nazimko does not build an adequate terminological system, but only tries to indicate rather abstractly the existence of interrelations between "event" concepts. ON THE. Andrianova also seeks to build the terminological system "event" within the framework of the marketing approach. She believes that an event is a specific type of activity that fulfills the tasks and goals of event management with the help of an event marketing integrated marketing communications tool. Thus, the essence of the event N.A. Andrianova is revealed thanks to such concepts as "event marketing" ("an instrument of integrated marketing communications, the function of which is to organize and hold an event that has an emotional impact and establishes a strong associative link between the brand and the target audience" in the sectors of B2B - business to business and B2C - business for the consumer) and "event management" ("an algorithm for planning, developing and conducting event marketing, implemented through an event project as a comprehensive program of special events united by a common goal", for example, through events focused on making a profit - commercial event projects and events – indirectly profit-oriented – corporate) (Fig. 3).

Including the concepts of "event recruitment", "event company", "event manager" in the scheme, N.A. Andrianova does not define them, does not characterize their relationship with other concepts. The author also ignores the connection between the concepts of "event marketing" and "event management", "event marketing" and "event project", does not quite comprehend the division of an event project into corporate and commercial. When analyzing the scheme of N.A. Andrianova, it remains unclear why the author, defining an “event” as a specific type of activity, does not introduce the concept of “event activity” and builds the entire terminological system not within the framework of an activity approach, but prefers a marketing approach. In general, paying attention to the event terminological systems proposed by A.E. Nazimko and N.A. Andrianova, we question their universality. Due to the many contradictions underlying the constructed terminological systems, the incompleteness of the definition of the concepts included in them, we consider it inappropriate to use them in further analysis. Based on the review, we were able to conclude that the formation of the terminological system "event" both in Russia and abroad is complicated by some conditions: little research due to the paucity of scientific papers devoted to this problem; variability of the definitions of the concepts under study, due to the subjectivity of researchers who analyze and define the "event" in the context of their professional interests; the variability of the “event” phenomenon (events and their management develop over time), which results in the reconstruction of the terminological system “event”, its constant development.

At the same time, the construction of the “event” terminology system in Russia is more complicated by the fact that, being completely borrowed from European and American business cultures, due to the difficulty of adequately translating the concepts that form it, it is still not fully defined. Today, there is no clear distinction between the concepts of "event", "event activity", "event management", "event project", the system of these concepts and their interrelations has not been built. An attempt to abandon the use of terms alien to Russian perception, replacing them with familiar concepts such as “event” and “event”, gave rise to even greater variability and inconsistency. We tend to believe that an adequate scientific definition of the concepts of the terminological system "event" is necessary. Today, the event is included in the field of scientific interests of Russian researchers. For example, the works of economists (V.A. Agafonov, O.V. Alekseeva, V.L. Vilensky, A.D. Kuzmina, I. Shapovalova) are known, which contain information that allows you to assess the scale of the event market, view its dynamics development, which makes it possible to form a certain idea of ​​the professional space in which event managers operate. The work of the teacher A.V. Skovorodkin, whose subject of interest was event technologies, “humanitarian technologies for organizing leisure”. He studies some substantive and procedural features of event activity, which means that eventors are indirectly revealed as subjects of this activity. The works of S.V. Gerasimov, G.L. Tulchinsky, T.E. Lokhina, in which the authors attempt to define the essence of the event, event management, describe event managers through the functions they perform in the process of organizing an event. Identifying an event manager now with a manager in the field of culture, now with a producer, director, manager, marketing and advertising specialist, the authors blur the boundaries of this group and do not form a clear idea about it. Marketers, on the one hand, theoretically do not define event managers in any way, on the other hand, they present empirical information about a group of event managers to the greatest extent. They provide some information about the socio-demographic characteristics of the group members, the level of salaries of specialists with different levels of training and working in different territories, the requirements for employers to applicants for the position of event manager, etc. (for example, Amiko Consulting Company and recruiting portal Superjob.ru). Thus, as the analysis shows, attempts to define the concepts of the terminological system "event" were made by economists, educators, culturologists, specialists in the field of management and marketing, but not by sociologists, which prompts us to make the first attempt at a sociological understanding of the event phenomenon. Within the framework of sociological knowledge, an event can be described as a social, professional phenomenon, for which such concepts as “type of activity”, “profession”, “professional group” can be used. In this regard, the definition of such concepts as “event activity”, “event management”, “event managers” will be relevant for the construction of the event terminology system in sociology, but first we will dwell on the content side of the event.

Professionalization of event activities and formation of a group of event managers

Relying on the tradition of studying professionalization as a historical process of constructing the social status of a profession or professional group allows us to distinguish two models of analysis: static and dynamic. According to the static analytical model, professionalization appears as a result, a constant state of professional phenomena, where a profession is an established practice that meets the requirements of an “ideal type”, and a professional group is a set of individuals with the same economic, cultural and power resources. In accordance with the dynamic model of analysis, professionalization is considered as a process, the process of forming professions and professional groups into independent entities. Professionalization involves "the study of technologies for increasing the resources available to an individual or group, as well as ways to transform them into real opportunities" . Thus, a professional group acts as a set of professional actors capable of acquiring new resources in a competitive struggle and changing their social status, position in the professional hierarchy. Consideration of professionalization in a dynamic aspect seems to be more realistic and methodologically correct, since in an imaginary state of rest, professionalization is reduced to a theoretical model that does not allow us to assess the real genesis of professions and professional groups. In this regard, the analysis of the processes of professionalization of event activities and the formation of a group of event managers will be carried out by us within the framework of a dynamic approach, according to which objects are studied in the process of changing their characteristics over time.

Despite the perspectiveness of the analysis of professionalization as a historical process characterized by a length in time and stages of flow (it is these characteristics that will form the basis of our research model), a significant limitation of the application of this approach is the lack of a clear idea of ​​the subject of professionalization. Thus, using only a historical approach, we will not be able to fully understand who or what contributes to the construction of professions and professional groups. We find the answer to this question in studies based on analytical concepts that consider professionalization as a result of the activity of a professional, a professional group or state structures.

Ch. McClelland, based on an analysis of the types of socio-economic systems and historical features of the countries of continental Europe, the USA and Great Britain, reveals the essence and specifics of the process of professionalization, highlighting its two types: professionalization "from within" and professionalization "from above". Exploring the features of these types, we came to some conclusions: the contrast between the Anglo-American approach, which is constructed on the group's desire for professional closure, and the approach developed in Germany, which is based on the acquisition of managerial power delegated by the state, is obvious. If professionalization “from within” is the process of constructing the status of a profession and a professional group, which is carried out thanks to the active actions of professionals, their “successful manipulations in the market” (this type is typical for Anglo-American countries), then professionalization “from above” is a process of successive changes in the status of a profession, the dominant position in which is occupied by forces external to the professional group, such as the state (typical for continental countries). The ideas of C. McClelland received a certain continuation in the works of R. Collins, who tried to express the differences between the Anglo-American and continental approaches, using the methodology of the "ideal type" of M. Weber. He argued, firstly, that if the Anglo-American "ideal type" of a professional is "freely employed practitioners who independently control working conditions," then the continental "ideal type" is "elite administrators who have their places on the basis of educational documents" . Secondly, if professional associations and associations play a decisive role in constructing the type of professional in the United States and Great Britain, then in Germany, France and other countries of continental Europe this role belongs to the state. In order to build an adequate analytical model for studying the processes of professionalization of event activities and the formation of a group of event managers, we will take into account the role of both the professional group and the state in the activation and implementation of these processes. We believe that since the state did not initially take an active part in the formation of the new event industry for Russia, the processes of professionalization of event activities and the formation of event operators as a professional group occur mainly “from within”; a special role is played by professional event associations - a kind of elite group, actors capable of organizing joint actions of professionals in the name of collective interests aimed at maintaining, changing the status of event activities and event managers. This issue will be considered in more detail in the second chapter of the dissertation research.

Professional and personal qualities of eventers: comparison of "professionals" and "non-professionals"

Due to the fact that today the consumers of event services are not only private, but also corporate clients, the marketing component of events comes to the fore (focus on solving specific problems, presentation of the result in explicit and measurable indicators). In order to carry out competent planning and evaluate the results of an event project, an event professional must have such knowledge in the field of marketing as: 1. Knowledge of the organization and management of marketing events. “A professional knows the specifics of organizing business events… promotional events…” (Research 2013, E. 19). 2. Knowledge and possession of marketing tools. An event professional must “…know how to organize communication between a potential consumer and a product, brand, brand… His task… is to build this connection in a vivid form, unobtrusively” (Research 2013, E. 8); “… marketing tools are very necessary for the event, because the boundaries of the event have expanded, today it is not only holidays and entertainment…” (Research 2013, E. 15). 3. Knowledge of technologies for evaluating marketing and economic efficiency and controlling the event project. Professionals can measure the effectiveness “... by return, loyalty, engagement - this is called counting "smiles" ... We count the number of views, the number of people at the event, the number of "thank you" for the event. There is feedback for everything…” (Research 2013, E. 6); “You can measure economic or marketing efficiency, communication effect, increase in a company’s market share, the impact of an event on reputation, consumer loyalty…” . Of great importance for revealing the features of the cultural capital of "professionals" and "non-professionals" will be the analysis of the professional skills of event managers.

Professional skills are a set of techniques, operations and actions that form specific techniques and technologies that determine a certain level of professional activity.

The data obtained in the course of a survey of event specialists in 2011 indicate that managerial skills were important for event owners (organization and management of various events - 66%; forecasting and solving difficulties in their activities - 41%; event budget planning - 36%, etc.). As for the skills in the field of artistic and creative activity, due to the lack of clear boundaries between managerial and executive functions in event activities, eventors were often assigned skills that were unusual for them, such as “writing an event scenario” (27%). At the same time, skills were noted that were more consistent with the role of an event manager (the ability to form a team of creative, technical specialists involved in the implementation of the event project - 51%, evaluate the quality of their work - 18%). Respondents paid little attention to marketing skills, for example, the ability to assess the effectiveness of project implementation and the ability to use information obtained as a result of marketing research were rated by respondents at 7% and 5%, respectively.

Estimates of private and corporate clients, heads of event agencies and event managers obtained in the course of qualitative research in 2011 and 2013 confirm these data. Let us dwell on the characteristics of the skills of event managers in the field of management. So, one of the important skills of an event professional, experts call:

1. The ability to predict problems that may arise during the implementation of the project. A professional "... knows how to anticipate events.. He knows in advance what difficulties and problems may arise on the project" (Research 2011, E. 5). One of the clients also notes that the “professional” event manager is a consultant, foresees and warns about all possible consequences of the implementation of one or another customer’s idea. He states: “Your [event manager's] core competency and your consulting is to warn of all the consequences of the ideas that the client has come up with. There is no need for these squeals: “Yes, we will do it!”, But it turns out that without an icebreaker on the Moscow River, you can’t sail on a boat and celebrate the New Year. And who is to blame? Agency! Because they forgot to warn that in winter there is ice and an icebreaker is needed to make the boat sail, but I shouldn’t think about it! This is a step ahead, this is the knowledge of all the ambushes that will arise - this is your consulting.

2. The ability to determine the goals and objectives of the event project, evaluate their implementation. A professional always asks the question: “What do you want to get from the event as a result? Increasing sales, attracting customers, loyalty? .. this is the task of the event ... As a result, having received, for example, an increase in profits by 60% or attracting more customers ... This is [the event] well done, this is applause!” (Research 2013, E. 19). 3. Ability to plan an event. However, not all research participants agree that planning is always effective. One of those who took part in a non-synchronous online interview says that a "professional" event manager "...should be responsible, with knowledge of time management" (Research 2011, e. 1), plan – at least don’t plan, but if the head of the company undertook to make a toast and at the same time wants to personally shake hands with each of the 150 employees, then the whole timing flies” (Researcher 2011, E. 4). The results of the 2013 study also confirm both positions. Experts note that, on the one hand, a professional must be able to plan, on the other hand, he must be able to reorganize, abandon the planned plan. Often, the participants of the study name the main ability of a professional event-professional to “do everything accurately and on time” (Research 2013, E. 14), and it doesn’t matter whether he acted clearly according to the plan or at some point abandoned it. In turn, they characterize the non-professional as optional and passive, unable to plan and reorganize in a situation when it is necessary.

Event managers: mechanisms and stages of formation of a professional group

Interestingly, when asked how training should be organized (opening the general direction of training "Event Management" or breaking event management into sub-directions - "Corporate Event", "Celebration Event", "Organization of Exhibitions and Conferences", etc.) d) Expert opinion is divided. Thus, one of the interview participants noted: “Faculties should be opened and private schools should be opened ... institutions where you can go and learn how to organize weddings separately, organize corporate events separately, that is, segmented” (Research 2013, E. 17). However, the majority of survey participants do not share this opinion: “As for preparing professionals in segments, I do not agree with this” (Research 2013, E. 16); “It is much easier and more useful to educate, to give some general concept of an event within the framework of the event manager profession ... and after 4 years of undergraduate studies, let people go to what they are more interested in” (Research 2013, E. 8). “I am for the development of event management as an integral independent type of activity and profession” (Research 2013, E. 15).

Experts name the reasons for the need to open a general direction of training "Event Management": firstly, the absence of significant differences in the organization of events of various types, the possibility of specialization already in the process of professional activity: "There is only one organization mechanism - you will still organize festive events, corporate , marketing. Well, there are some subtleties and nuances there, but this is such a trifle” (Researcher 2013, E. 16). Secondly, the lack of objective forecasts about the state of the market of one or another direction of event management, the impossibility for a graduate to make an adequate choice of a narrow specialization: there will be interest, how will his small specialization in the market develop? (Research 2013, E. 16). Thirdly, a general education in event management will form a more integral and versatile graduate: “...they will have a capacious base. They know how to do a lot, they have a savvy language, they are diplomatic, they also had public relations. They know how to create a conference, write a press release, etc. They know the internal laws of the event market, external laws, and the legal framework. Much better!” (Research 2013, E. 8). Despite some constraining factors, experts see certain positive prospects in the emergence of professional event education, linking future successes with personal willingness to make efforts to intensify this process. We believe that, since the event services market is developing, a steady demand for education related to event management is forming, the prospects for opening educational programs for training specialists - event managers are quite positive.

Consistency in the implementation of the principles of analysis of the results of sociological research determines the need to consider the stage of organizational institutionalization of event activities and the formation of a professional group of event managers. The organizational institutionalization of field agents involves the unification of “professionals” (agents who have a large amount of cultural capital and strive to develop it) on the basis of event associations in order to develop rules, norms and standards that allow fixing the boundaries of the field and closing them to “non-professionals”. In the theoretical part of the dissertation research, barriers were identified (lack of a unified professional association of event makers in Russia, lack of generally accepted standards of event activity) that impede the process of organizational institutionalization of event activity. We believe that these barriers can be smoothed out or eliminated if the eventors step up the process of their unification. Thus, the presence in the emerging field of event activities of some initiative groups of experts who are in need of membership and interest in the activities of professional associations, determining their readiness to join professional associations, in our opinion, will have a positive impact on the process of organizational institutionalization of event activities.

The study showed that about half of the respondents feel the need for membership and are ready to join a professional association. They say: “Yes, of course, there is a need, and I am ready to join the association” (Research 2013, E. 10). Other participants in the study either feel the need, but are not ready to join event associations, or do not have the need and are not ready for it: “At the moment, I’m not ready to join, because I don’t see the point in it” (Researcher 2013, E. 36 ). In this situation, it is necessary to analyze the reasons for these positions.

Most of the experts associate their need and willingness to join the association not with the real, but with the ideal professional association created by them as a desired image. We believe that this is justified by the low awareness of event providers about the existence of such associations in Russia (only half of the respondents are aware of the existence of professional event associations, and only one in three can name some of them). It is important that those who indicated their need and readiness to join the event association did not name the reasons why they feel the need and are ready to join the association of professionals, but the consequences - why, why they are ready to join there, what they want to get from associations after joining it. Such a statement of the question is due to the relations that the Association and its members enter into. Since membership in the association involves some costs (membership fees, time required to participate in professional meetings, reputational risks), each member must clearly understand how and to what extent the Association will contribute to the growth of its resources.