What is management and why is it needed? Basic concepts: types, functions, methods and principles of management. Management as a profession in the modern world.

Greetings, dear friend! Welcome to Dmitry Shaposhnikov, one of the authors of the HiterBober.ru website.

For more than 10 years I have managed teams of up to 1,000 people in large banks and telecommunications companies in Russia.

Today, my experience, including formed the basis of this article.

I noticed a long time ago that most people do not understand what management is and what it is for.

Below I will share with you a clear theoretical basis for this concept and practical examples from my life.

This information will be useful for both novice managers and those who want to learn more about management and effectively use this knowledge in practice.

1. What is management - a complete overview of the concept

The word "Management" in translation from English literally means "management", "administration", "ability to lead".

However, this word is not an exact synonym for "management". After all, you can manage not only a factory, but also a car or a bicycle. Management is first and foremost managing people. At the same time, a person is also engaged in control, and not an automatic machine or a computer.

The most precise definition of management is as follows:

Management- this is the management, maximum effective use and control of social or economic systems in a market economy. Initially, management developed as the art of production management, but then it was transformed into a theory of human behavior management.

In general, there are several meanings of the term "management". Here are some of them:

1. The type of labor activity, which is a management process: the continuous implementation of actions and the adoption of decisions that contribute to the fulfillment of the tasks set.
2. Actually the process of managing something - forecasting, coordination, stimulating activities, command, control and analytical work, as well as combining various methods of management activities together.
3. An organizational structure designed to manage a company, enterprise, group of people, country.
4. A scientific discipline that studies the problems of managing and managing people.
5. The art of managing people, including operational and under stress. It assumes not only knowledge of the theory, but also an intuitive understanding of human behavior.
6. The art of managing intellectual, monetary, raw materials in order to maximize the efficiency of production activities.

The above definitions of management do not contradict each other, but, on the contrary, are interconnected and reveal various aspects of this concept.

On the one hand, this is a theoretical discipline that studies the laws and principles of management, on the other hand, it is a purely practical activity aimed at the rational distribution of human and / or material resources.

World history of management development

No historian will name the exact (and even approximate) date of the birth of the science of management.

It is logical to assume that management has existed in society since the emergence of social relations. Even in the most ancient communities, people were needed who took on the functions of managing and coordinating the activities of groups.

Ancient managers controlled people in the construction of dwellings, food production, protection from wild animals and enemies.

There are 4 historical periods in the development of management as a science of people management:

1. ancient period(10,000 BC - 18th century AD). Before management emerged as an independent field of knowledge, society accumulated management experience bit by bit for centuries. Rudimentary forms already existed at the stage of the primitive communal system. Elders and leaders were the guiding principle of all varieties of activity. Approximately in the 9th-10th millennium BC, the appropriating economy (gathering and hunting) gradually gave way to the producing one: this transition can be conditionally considered the period of the birth of management. Already in Ancient Egypt(3 thousand years BC) a full-fledged state apparatus with a serving layer was formed. Later, the principles of management were formulated in their works by the philosophers Socrates and Plato.
2. Industrial period(1776-1890). As accurately as possible, the principles of public administration were revealed in his works by A. Smith. He formulated the laws of classical political economy and management, wrote about the duties of the head of state. In 1833, the British mathematician Charles Babbage proposed his "analytical engine" project, which helped to make managerial decisions more quickly.
3. Systematization period(1860-1960). The time of intensive development of management theory, the emergence of new directions, currents and schools. We can say that modern management was born during the industrial revolution. The emergence of factories led to the need to create a unified theory of management of large groups of people. For these purposes, the best workers were trained to represent the interests of local management - they were the first managers.
4. information period(1960 - our time). Today, to make managerial decisions, it is necessary to process a huge amount of information. Management is a logical process that can be expressed mathematically. Various approaches to management are practiced, based on the principles of loyalty to working people and business ethics.

Management as a science and applied activity continues to develop and improve. No leader in our time can manage people, finances, production processes without a theoretical base and practical management skills.

2. Main goals and objectives of management

For those who have not had experience in managing at least 2-3 subordinates, it is difficult to understand what management is and why this science should be studied long and hard. It would seem that everything is extremely simple: subordinates work, and the manager observes and indicates what they should do to increase productivity and increase the company's income.

In fact, everything is much more complicated: in order to give the right indication, you need to clearly understand the essence of production processes. Management must be as efficient as possible, otherwise it will bring losses and harm instead of benefits.

Any manager must base his work on knowledge of scientific principles and understanding of the current situation.

For example

The HR manager in a printing house must not only be able to manage printers and operators of printing equipment, but also be well versed in the printing business.

One more example

It is urgent to take out the goods from the warehouse and load it into the transport. A qualified manager will order the goods to be taken out of the treasure in advance and distributed on the loading area in a certain way - large and durable - closer, fragile and small in size - further. When the truck arrives, the movers will quickly move the goods onto the truck in the order in which they are located.

An inexperienced or lazy manager will not take care of the preliminary work at all, so the loaders will have to drag goods from the warehouse for a long time without any system.

The main goal of management- harmonious and well-coordinated work of the organization, the effective functioning of its external and internal elements.

The specific content of management is influenced by 2 groups of factors:

• General development trends of the company;
• Territorial or national economic factors.

Local management tasks are subordinated to the main goal.

Support tasks include:

• development and survival of the organization, maintaining its market niche and focusing on expanding the sphere of influence;
• achievement of the set results, ensuring a specific level of profit;
• creation of conditions necessary for the stable existence of the organization;
• overcoming risks and forecasting risky situations for the company;
• monitoring the effectiveness of the organization.

The management of the activities of a company or a group of people is carried out taking into account the potential capabilities of the organization and the constant correction of production processes. At large enterprises, management is divided into 3 interacting links - higher, middle and lower.

3. 7 main types of management

Types of management- These are specific areas of management associated with the solution of specific problems. There are 7 main types of management - let's look at each of them in detail.

View 1. Production management

The term "production" should be understood as broadly as possible: it can refer to a commercial firm, a bank, a factory.

Production management is responsible for the competitiveness of the services and goods provided by the company. The effectiveness of such activities is determined by the accuracy of strategic forecasts, the organization of production, and a competent innovation policy.

The production management specialist performs the following tasks:

• monitors the operation of the system, timely detects failures and malfunctions;
• eliminates conflicts within the organization and is engaged in their prevention;
• optimizes the volume of products;
• monitors the rational use, loading and serviceability of equipment;
• controls labor resources, is responsible for discipline and encouragement and takes into account the interests of the employees of the organization.

The main task of such a specialist is the effective combination of the company's capabilities with its long-term goals, as well as the management of the production process.

View 2. Financial management

Enterprise financial management.

The financial manager is responsible for the budget of the organization and ensures its rational distribution. The tasks of such a manager include the analysis and study of the company's profit, its costs, solvency and capital structure.

The purpose of financial management is obvious - to increase the profits and welfare of the organization through an effective financial policy.

Local tasks of the company's money management specialist:

• optimization of expenses and cash flow;
• minimization of financial risks of the enterprise;
• accurate assessment of financial prospects and opportunities;
• ensuring the profitability of the organization;
• solving problems in the field of anti-crisis management.

In other words, the financial manager makes sure that the company does not go bankrupt and brings a stable profit. The principles of financial management can also be used individually, managing your own funds.

Type 3. Strategic management

Strategy– development of methods and ways to achieve goals.

Therefore, strategic management is the development and implementation of ways for the development of the company. A specific plan of action is already determined by tactics.

Suppose the goal of an organization is to maximize revenue. Strategic measures to achieve this goal can be different: to become the best manufacturer in its niche in terms of quality, increase production volume, expand the range. Methods for solving these problems will also be different.

For example, when implementing a product quality improvement program, the enterprise will need to introduce the position of a full-time control manager or open an entire department responsible for the functionality and compliance with product standards (QCD).

View 4. Investment management

As the name implies, the task of investment management is to manage the investments of enterprises. This type of manager is engaged in the profitable placement of existing investments and attracting new ones.

The specialist's work tool is an investment project (long-term business plan). This also includes fundraising.*

Fundraising- this is a search and receiving money from sponsors, attracting grants.

View 5. Risk management

Since commercial activity is inevitably associated with risk, it is necessary to calculate in advance the possible losses from production processes and correlate them with the expected profit.

Risk management is the process of making and implementing management decisions aimed at minimizing losses and reducing the likelihood of adverse consequences.

Risk management is carried out in stages:

1. The risk factor itself is identified and the scale of its possible consequences is assessed;
2. Methods and tools for risk management are selected;
3. A risk strategy is developed and implemented, aimed at minimizing damage;
4. The primary results are being assessed and the strategy is being further adjusted.

Competent risk management significantly increases the competitiveness of the entity and protects it from unprofitable activities.

View 6. Information management

A specific area of ​​management that emerged as an independent industry in the 70s of the 20th century. Information management is responsible for collecting, managing and distributing information. This type of activity is carried out in order to predict the expectations of the client and provide the organization with up-to-date information.

Modern information management is a management activity based on computer technology.

Today it is much more than document management and office work: information management refers to all types of information activities of a company, from internal communication of employees, ending with the provision of information about the organization to society.

View 7. Environmental management

Part of the corporate governance system that has a clear organization and implements protection programs and measures environment. The environmental policy of each company is regulated by legislation and various regulations.

This type of management is based on the formation and development of ecological production: this includes the rational use of natural resources, activities aimed at preserving the quality of the natural environment.

This also includes a course to reduce the waste of the enterprise and their rational processing. Environmental management systems operate in most enterprises of the civilized world; Our country does not lag behind: in the Russian Federation, the number of such organizations is growing every year.

4. Disclosure of the main components of management - concepts and definitions

Here we will consider what management actually consists of and what its main functions are.

1) Subjects and objects of management

The subjects of management are the managers themselves - managers of various levels, holding permanent positions and having decision-making powers in various areas of the organization.

Management objects are everything in relation to which management is carried out - production, sales, finance, personnel. Objects have a certain hierarchy: you can direct management to your workplace, structural unit (group, team, site), subdivision (workshop, department), organization as a whole.

2) Functions and methods of management

General functions reflect the main stages of the process of managing the work of the organization at all its hierarchical levels.

Competent and effective management involves the implementation of the following functions:

• goal setting;
• activity planning;
• work organization;
• activity control.

Often include additional functions - motivation and coordination. Functions are also divided into socio-psychological and psychological. Both groups complement each other and create an integral system that allows you to control the work of the organization at all levels.

Management methods are:

1. economic(state regulation of the activities of organizations, market regulation);
2. Administrative(methods of direct action based on discipline and responsibility);
3. Socio-psychological based on the moral stimulation of the staff.

Within the same company, different management methods can be combined and applied depending on the current situation.

3) Models and principles of management

It is more convenient to provide complete information about the principles of management in the form of a table:

№	Principles	Content of the principle
1	Division of labor	The purpose of the division of labor is to do more work under the same conditions. Specific goals are distributed among the participants in the production process according to their abilities.
2	Authority and responsibility	Powers in the form of an order are accompanied by responsibility for the competent execution of the assigned task.
3	Discipline	Participants in the production process must obey certain regulations, and managers must apply sanctions to violators of internal regulations
4	unity of command	An employee receives (and carries out) orders from one boss
5	Submission of personal interests to the public	The interests of the group take precedence over the interests of one employee
6	Reward	Loyalty and devotion to the company should be supported by a reward (bonus, salary increase) for effective work
7	Order	Personnel and material resources must be in the right place
8	Justice	Fair treatment of the employee stimulates loyalty to the company and increases productivity
9	Initiative	Employees who show initiative and have the opportunity to implement their plans work with full dedication
10	corporate spirit	Team spirit is the basis of harmony and unity within the organization

5. Profession manager - how to become a successful leader

What is a manager?

The dictionary definition reads:

Managers They are leaders who manage subordinates. Managers can be considered foremen, heads of sections and departments, shop supervisors. This average And inferior(line) link of management. Higher link - heads of enterprises, companies, public authorities. They are also called "top managers".

Top managers make the final decisions, and middle and line managers make those decisions a reality. Top management is also involved in defining the goals of the organization.

Let's say the head of the company makes a decision for the enterprise - to reach the leading positions in its industry in the current quarter. By what methods this task will be implemented, depends on the middle managers and line managers.

Managers are called both managers and managers - persons involved in management. Managers must have a certain number of people subordinate to them.

Today, managers are also called workers whose professional activity is in contact with people. Such specialists often do not have subordinates, but are in direct contact with clients and partners of the organization. This type of activity is carried out, for example, by office managers, sales floor managers.

In fact, any person, except for infants and bedridden patients, is the manager of his own affairs: he is forced to constantly plan, manage his resources.

Time is the main resource for each of us. It can be put to good use, or it can be wasted. It follows from this that knowledge of the theory and practice of management is useful to each of us, and not just to executives.

In the modern business world, the concept of time management or "time management" is distinguished. This area of ​​knowledge involves the effective planning of your time and its competent distribution.

One of the founders of this science is a popular Western author. His book "Effective time management" popular all over the world among managers and just business people who want to competently organize their personal time.

Brian Tracy on time management:

In specialized literature, the concept of "manager" is often opposed to the term "performer". Thus, in a narrower sense, a manager can be called someone who has at least one subordinate under his command.

In production, managers are a kind of frame structure on which the work of the entire company rests. The profits of the enterprise, relations within the team, and the prospects for the development of the company directly depend on the talent of managers.

To become a successful manager, one must have excellent theoretical training and have developed communication skills. The leader must be knowledgeable, fair, reliable and accessible for dialogue with subordinates.

7 golden tips:

1. Build interpersonal understanding. Leaders must be able to understand their subordinates and superiors. To do this, the manager must be able to communicate and take a genuine part in the lives of his employees and colleagues. No wonder this principle is in the first place, because it is precisely healthy relationships between you and the wards will bring the "ripe fruit" of joint activities.
2. Learn to motivate those around you. It is clear that there is no common incentive for all, therefore the principles of employee motivation must be constantly improved and changed. You must be very clear about the wants and needs of the people. Everyone has different values, it is important for someone to get an extra day of rest for a vacation, and someone needs financial encouragement, and the third just needs help to solve a psychological problem.
3. Keep feedback. Constantly interact with subordinates, make communication regular: this will help to keep abreast of production affairs. The ability to communicate and communicate their ideas to the most peripheral employee of the company (including cleaners and watchmen) will ensure that employees understand their tasks and goals.
4. Improve skills and techniques of influence. An effective leader is not one who can force, but one who can convince subordinates that working for the good of the company is beneficial for them.
5. Learn to plan. The ability to work out strategies at the stage of their creation is a necessary quality for a leader. When planning, be sure to discuss your projects with employees - this will make your work easier, and at the same time keep your subordinates interested in the company's affairs.
6. Awareness. A good manager always knows what is happening in the organization, how its structure is arranged, what is the internal culture of the corporation. Knowledge of unofficial methods of work and other "secrets of the inner kitchen" is especially useful.
7. Creativity. Connecting the imagination where the employee sees only the job description is a necessary quality of a successful leader. Sometimes an employee, when a production issue arises, does not see the problem in the future: the manager must have such a vision and be able to make non-trivial and non-standard decisions.

A successful executive never reacts to a situation, he necessarily comprehends it (sometimes it is necessary to do this instantly) and only after that makes a deliberate and competent decision.

Ideal Manager- a person who is interested in his work, has stress resistance, self-control, knows the theory of management and knows how to put his knowledge into practice.

2) Where can you learn management

You can learn management professionally today in the leading universities of the Russian Federation - in particular, at Moscow State University, the Financial University under the Government of the Russian Federation, at the Plekhanov Economic University, the State University of Management and other educational institutions.

There are also textbooks (A. Orlov "Management", R. Isaev "Fundamentals of Management"), schools and classes for those who want to improve their skills, as well as video courses that can be watched for free on the World Wide Web.

Separately, it is worth highlighting the online school of Business and Personal Development by Alex Yanovsky (you can find a lot of videos on YouTube). Here you can learn to think in terms of making the right decisions, learn management, entrepreneurship, make new friends and like-minded people.

6. Outstanding managers in the history of mankind

Here I will briefly give a few biographies of prominent managers of the 20th century.

1) Jack Welch - General Electric Company

This man became a legend in American entrepreneurship. After spending exactly 20 years as CEO of General Electric, he turned a hulking corporation into a global player in the world economy and was recognized as the best manager of the 20th century.

Welch's principle states: if a company is not a leader in its industry, it should be sold.

Guided by this principle, the head of GE consistently got rid of unprofitable and unpromising firms owned by the corporation and radically reduced the number of employees.

Welch tried to get more out of fewer people, and he succeeded. There were fewer employees, but they began to work better. To motivate workers, Welch invested millions of dollars in corporate gyms, recreational facilities, and guest suites.

2) Henry Ford - Ford Company

The creator and head of one of the world's largest corporations was the first to put the production of cars on a conveyor basis. He holds the honorary title of father of the modern automotive industry.

As the head of a self-created company in 1903, Ford was the first to understand the importance of good marketing of his products to increase profits.

In those years, the slogan “A car for everyone” was perceived, to put it mildly, without much enthusiasm (the slogan “an airplane for everyone” would look something like this now), but Ford managed to first shake public opinion, and then completely change it.

Ford was one of the first industrialists to understand that in order to increase productivity, one should motivate his workers with the dollar: the salaries of employees at his enterprise were the highest for their time. In addition, he introduced an 8-hour shift and paid holidays at his factory.

3) Konosuke Matsushita - Panasonic

The father of the world famous brand of electronics and household appliances came into big business with a capital of 100 yen. Starting with the production of circuit boards for fan insulation and bicycle lamps, Matsushita has gradually developed his company into a world leader in the electronics industry. He saw the mission of the company in improving the standard of living of people and serving society.

Panasonic Corporation owes much of its success to the creative approach of the head of the company to marketing and product promotion.

In addition, Konosuke was the first among the leaders of Japanese companies of this level to understand that the value of an enterprise is equal to the value of its human factor. Without motivated and properly directed personnel, any firm falls apart and does not work as a whole.

7. Conclusion

Dear friends, thank you for your attention. I hope that now you have learned a little more about management and that now you are successfully using the information provided for your own development.

The theoretical foundations of management can be successfully used not only in production and in management areas, but also in personal interests.

If the article seemed useful to you or prompted some thoughts and considerations - feel free to leave feedback and comments, put likes!

Currently, it is customary to single out seven basic areas of work for a manager.

Their result is the integration of resources to maintain the viability and development of the organization. Manager:

1) develops an organization strategy (defines goals, means and methods of influence to achieve them);

2) mobilizes the company's personnel to solve specific problems, determines the scope of responsibilities for the implementation of the organization's goals, establishes relationships between production and management departments;

3) forms a motivational mechanism for the behavior of personnel in order to ensure the full return of each employee and the well-coordinated work of the entire team;

4) organizes the innovation process with the aim of constantly updating the material and technical base of the enterprise and increasing the competitiveness of its products;

5) supports communication activities in the management of the organization;

6) creates a control system, establishes activity standards, determines units of measurement, registering indicators focused on the activities of the entire organization and a particular employee; analyzes and evaluates the results achieved, informing the interested departments about them;

7) contributes to the growth of the business career of the organization's personnel, creating the necessary conditions for its professional and social development.

The activity of any manager is also closely related to the performance of cross-cutting managerial functions inherent in any organization.

The role of the manager is a set of specific behavioral rules that correspond to a specific position. It is the official position that determines his official behavior. At the same time, the manager's personality can influence how he performs his role, but its content remains unchanged and predetermined by job responsibilities.

You can name a lot of roles that the manager takes on at different periods of activity. They are most often classified into broad categories: decision-making roles; informational and interpersonal.

Manager roles

The specific roles of a manager in an organization are directly related to the implementation of decisions in all considered basic areas of activity, his powers and status. They make the manager the center of concentration of information and necessitate the fulfillment by him of all the named and other, not indicated roles. All roles taken together determine the scope and content of the manager's work, regardless of the nature of a particular organization, and affect the knowledge, qualities, skills and abilities that he needs to succeed.

Implementing the basic areas of activity and performing specific functions, managers deal with a constant stream of decisions for each of them. The need to make and implement decisions thus permeates everything a manager does.

To successfully perform complex and responsible work, a manager needs special knowledge and the ability to rationally use it in everyday management. It is advisable to substantiate the totality of knowledge, skills and abilities with the most important types of managerial activities in the organization and his role in this process on the basis of the following requirements for a modern manager.

The requirements for a modern manager require, first of all, high professionalism and competence. The leader must thoroughly know the business he is engaged in, be a highly qualified specialist. He must have the qualities of both an administrator and a leader at the same time. He needs to take into account the balance of interests of all parties involved in the joint business. He must be sociable, possess the imagination of a strategist. His intellectual horizons must be broad, his moral standards high. He must understand the nature of managerial work and management processes, know his official and functional responsibilities, ways to achieve goals and ensure the growth of the organization's work efficiency, skillfully use modern information technology and communication tools necessary in the management process, master the art of managing people and establishing external relations.

It is very important for a manager to have the ability for correct self-assessment, to be able to draw the right conclusions and continuously improve their qualifications (accumulate knowledge and improve skills and abilities). He must work with his subordinates in such a way that they become imbued with an understanding of the need for the work they are doing. He must be able to explain to subordinates the organization's strategy, to convince them that his vision of the future is realistic.

Requirements for a manager

Basic directions activities	Manager roles In the organisation		Skills and abilities
Development of a strategy (determination of goals and ways to achieve them)	Analyst Reformer Consultant	Economics, management, marketing, fundamentals of legislation, features of technology and production technology	Ability to predict, highlight the main thing, convince of the correctness of the strategy
Making decisions	Decision maker Idea's generator defendant	Technologies for making individual and group decisions	Ability to make programmed and non-programmed decisions. Anticipate and take into account the consequences of decisions
Organization of people's relations	Specialist Organizer caregiver Administrator Public figure	Organization of production, sociology, psychology, economic and labor legislation	Ability to organize staff to achieve the goals of the enterprise
Formation of a motivational mechanism for the behavior of personnel to achieve organizational goals	Specialist that motivates employees to take action	Methods of management and style of work of the leader	Ability to motivate staff to achieve success
Organization of the innovation process	Entrepreneur Consultant	Fundamentals of innovation management	Knowledge of entrepreneurial philosophy
Communication activities	Team Representative Sociologist Psychologist Listener	Fundamentals of business communication and methods of attraction	The ability to master the methods of psychological insight
Creation of a control system	Specialist in the development of quality standards for work performed A person evaluating the results achieved	Values, functions, types and stages of control	Ability to master control methods focused on solving tasks
Professional and social development of the organization's personnel	caregiver	Fundamentals of personnel management	Ability to effectively use labor resources

At the heart of all the virtues of a successful leader is honesty. Without honesty, there is no trust. Leadership is based on trust, and effective management depends on trust.

The actual process of making and implementing managerial decisions requires the manager to perform such important social roles as the role of a generator of ideas, an erudite, an expert and a defendant.

In the context of the transfer of the main links of production to an efficient mode of management in a market economy, new requirements are placed on managers, specialists and on the entire system of training and promotion of managerial personnel.

Now managers and specialists must acquire knowledge that allows them to solve specific problems of a market economy, choose promising production programs, establish horizontal ties and make the transition to purely commercial relations, etc. They contain huge and largely unappreciated reserves of management efficiency.

All types of managerial activities are successfully implemented with the help of organizational tools, which are divided into two groups: formal management tools based on the use of power, authority, responsibility, and informal management tools based on the use of a combination of social and psychological impacts.

The work cannot be delivered, but you can

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 have not previously been 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 event activities and a 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 shadows, 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 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 to 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, to 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 operators, 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?” V social network Professionali.ru 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 subjects of management and managed entities, including managerial 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 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 have 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 testify to the completion of the processes of the formation of event managers as a professional group and the construction of the field of event activity (the 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: their implementation of special functions, 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 group closure.

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 know the basic management competencies, they cannot qualitatively plan an event project, 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 organizers 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 activity 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 conduct 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 in a rather abstract way the existence of relationships 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 B2B – business to business and B2C sectors - 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 in any way 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 delineation of the concepts of "event", "event activity", "event management", "event project", the system of these concepts and their interconnections 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 activities”. 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. By 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 the 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 for 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 the “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 the analysis of the types of socio-economic systems and historical features of the countries of continental Europe, the USA and the UK, 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, based on the acquisition of managerial power delegated by the state by professionals, is obvious. If professionalization “from within” is a 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 consistently changing 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 USA 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 a 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 group elite, 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…” . Great importance to reveal the features of the cultural capital of "professionals" and "non-professionals" will have an 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 organizers (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 script” (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 an event project - 51%, evaluate the quality of their work - 18%). The 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 a" (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, participants in 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 if 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, to the question of how it is necessary to organize training (open the general direction of training "Event Management" or divide 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 events within the profession of event manager… and after 4 years of bachelor’s degree, let people go to what they are more interested in” (Research 2013, E. 8). “I am for the option of developing event management as an integral independent activity and profession” (Researcher 2013, E. 15).

Experts call 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 area of ​​event management, the inability of a graduate to make an adequate choice of a narrow specialization: “When a person graduates from a university, he still does not know which department he will fall into, where 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 for “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” (Research 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.

The concept of "management" arose at the beginning of the 20th century in the American business environment. Back in the 30s of the last century, its significance was clearly recognized there, the activity turned into a profession, the field of knowledge into an independent discipline, and the social stratum into a very influential social force. There was a so-called. "revolution of managers", when giant corporations arose, extending their production and marketing networks all over the world, possessing a huge economic, industrial, scientific and technical potential comparable to an entire state. It is known that the largest corporations, banks are the core of the economic and political power of great nations, governments depend on them, which means that the decisions of managers at the head of large corporations, like the decisions of statesmen, determine the fate of millions of people, states and entire regions. Small business is also important. In the economies of developed countries, small businesses account for more than 95% of all firms. In this area of ​​the economy there is even tougher competition, and the main task to resist, survive, grow belongs to effective management. What is management and who is a manager?

Management is the ability to achieve goals using labor, intellect, motives for the behavior of other people.

Management is a type of professional activity aimed at optimizing human, material and financial resources to achieve the goals of the organization.

Management is a system of scientific knowledge, recommendations based on management practice.

Management is science + experience multiplied by management art.

The management methodology is based on the definition of the following concepts or categories:

• goals and objectives of management;
• objects and subjects of management;
• management functions;
• types of management;
• management methods;
• management principles.

The main goal of management is to ensure the profitability and profitability of the company through the rational organization of the production process, the effective use of human resources, and the use of new technologies. Profitability is ensured by maximizing income from the sale of products / services, other operations and minimizing costs.

The implementation of the organization's goal is ensured by the following management tasks:

• assessment of the state of the control object;
• determination of specific goals for the development of the organization and their priority;
• development of an organization development strategy;
• determination of the necessary resources and sources of their provision;
• distribution and coordination of powers and responsibilities, improvement of the structure of the organization;
• determination of the priority and sequence of decision-making, development of a system of measures in time;
• selection, training of personnel, stimulation of their work;
• establishment of accounting and control in solving tasks.

The object of management (what management is aimed at) is an organization - a group of people whose activities are consciously coordinated to achieve common goals. The nature and properties, formal structure and behavioral aspects of the control object depend on the type, hierarchical level and functional area of ​​activity.

The subject of management (the one who manages) are managers, the entire management team of the organization. Managers are leaders, i.e. employees of the organization who have employees directly subordinate to them, they occupy a permanent position in the organization, are empowered in the field of decision-making in certain areas of the organization's activities.

Management levels. The content, forms and methods of management depend on its hierarchical level: top, middle or bottom. Every organization is a pyramid based on a vertical and horizontal division of labor.

The horizontal division of labor occurs according to the principle of specialization, focusing on the performance of a specific function in the organization (the functional area of ​​the enterprise), the division of management into levels is based on the vertical division of labor according to the principle of power, subordination and division of powers.

The tasks of management determine its functions. Management functions are a stable composition of types of management activities. The authors of the famous textbook "Fundamentals of Management" M.Kh. Mescon, M. Albert, F. Hedouri consider 4 main management functions: planning, organization, motivation and control. In addition, they distinguish two more functions, calling them connecting processes that occur continuously in the organization and link all types of management activities: communication and decision-making. Other authors suggest the following composition of managerial functions: planning, organization, motivation, control and coordination.

Planning - determination of the goals of the activity, the means necessary for this, the development of methods for achieving the goals, forecasting the future development of the organization. Organization - the formation of the structure of the organization, providing it with resources: material, financial, labor.

Motivation is the activation of employees, encouraging them to work effectively in order to achieve the goals of the organization with the help of economic and moral incentives and creating conditions for the development of the creative potential of employees.

Control - quantitative and qualitative assessment and accounting of the results of work, adjustment of plans, norms, decisions.

Coordination is the achievement of consistency in the work of all parts of the system by establishing rational links between them.

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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, in the course of which skills and abilities, a certain lifestyle, and ideology are formed, ultimately legitimize the power of managers in a particular enterprise and help to acquire relative advantages over other social groups. The article discusses the process of forming a layer of managers in social structure modern Russian society, which, according to the authors, is relevant for assessing the potential of society, its ability to progressive development.

society

socio-professional group

managers

management

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The formation of a socially oriented market economy in the Russian Federation led to the emergence of a new socio-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 a given 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, unequivocally striving to take the highest possible positions in it: “any directly social or joint work carried out on a relatively large scale needs to a greater or lesser extent in management, which establishes consistency between individual works... An individual violinist controls himself, an 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, C. 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”. Nevertheless, 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, which are closest in context to the category under study: to lead, direct activities, manage, subdue or tame (someone), have 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 the 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 state of the art 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 // Contemporary Issues 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"