Журнал исследований по управлению, 2020, № 4

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ЖУРНАЛ ИССЛЕДОВАНИЙ ПО УПРАВЛЕНИЮ 
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Главный редактор:  
Тебекин А.В. – д-р техн. наук, д-р экон. наук, 
профессор, почетный работник науки и техники 
Российской Федерации, профессор кафедры 
менеджмента Московского государственного 
института международных отношений 
(Университета) МИД России 
 
Ответственный редактор:  
Титова Е.Н. 
E-mail: titova_en@infra-m.ru 
 
© ИНФРА-М, 2020 
 
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Опубликовано: 25.08.2020 
 
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E-mail: titova_en@infra-m.ru

СОДЕРЖАНИЕ

08.00.05 Экономика и управление 

народным хозяйством 

 
 
Tebekin A.V., Mitropolskaya- 
Rodionova N.V., Khoreva A.V. 
Analysis of approaches to describing  
the development processes of modern 
management 
 
 
Ивановская В.Ю., Ивановскя А.Л.  
Анализ производительности труда  
в субъектах Северо – Западного 
федерального округа 
 
 
Деев В.Н., Гапов М.Р. 
Методический подход к оценке 
экономической и технико-экономической 
эффективности метрологического 
обеспечения техники 

 
 
Ростова О.В., Широкова С.В. 
Возможности применения технологии 
распределенных реестров в организациях 

 
Юцис А.Э., Басовская Е.Н.,  
Басовский Л.Е. 
Проблема стратегии устойчивого развития 
предприятий промышленности 
современной России 

РЕДАКЦИОННЫЙ СОВЕТ

Тебекин Алексей Васильевич – д-р техн. наук, 
д-р экон. наук, профессор, профессор кафедры 
менеджмента Одинцовского филиала ФГАОУ ВО 
«Московский 
государственный 
институт 
международных 
отношений 
(университет) 
Министерства 
иностранных 
дел 
Российской 
Федерации», г. Москва 

Анисимов Владимир Георгиевич - д-р техн. наук, 
профессор, 
профессор 
ФГАОУ 
ВО 
«СанктПетербургский политехнический университет Петра 
Великого», г. Санкт-Петербург 

Анисимов Евгений Георгиевич – д-р техн. наук, 
д-р воен. наук, профессор, профессор ФГАОУ ВО 
«Российский 
университет 
дружбы 
народов», 

г. Москва 
Бобылева Алла Зиновьевна – д-р экон. наук, 
профессор, заведующий кафедрой, ФГБОУ ВО 
«Московский государственный университет имени 
М.В. Ломоносова», г. Москва 
Буренин Владимир Арсеньевич – д-р экон. наук, 
канд. техн. наук, профессор, профессор кафедры 
менеджмента, маркетинга и внешнеэкономической 
деятельности, 
ФГАОУ 
ВО 
«Московский 
государственный 
институт 
международных 
отношений 
(университет) 
Министерства 
иностранных дел Российской Федерации», г. Москва 

Ларионов Аркадий Николаевич – действительный 
член, вице-президент Международной академии 
инвестиций и экономики строительства, Советник 
Российской академии архитектуры и строительных 
наук, д-р экон. наук, профессор, Генеральный 
директор ООО «Научно-исследовательский центр 
“Стратегия”», г. Москва 

Ларионова 
Юлия 
Владимировна 
– 
член 
Международного Союза экономистов (МСЭ) и 
Вольного экономического общества (ВЭО), д-р экон. 
наук, 
доцент, 
доцент 
кафедры 
организации 
строительства 
и 
управления 
недвижимостью, 
ФГБОУ ВО «Национальный исследовательский 
Московский 
государственный 
строительный 
университет», г. Москва 

Макрусев Виктор Владимирович – д-р физ.-мат. 
наук профессор, профессор, ГКОУ ВО «Российская 
таможенная академия», г. Люберцы 

Молчанова Ольга Петровна – д-р экон. наук, 
профессор, 
Зам. 
деана 
по 
дополнительному 
образованию, профессор, Экономический факультет 
ФГБОУ 
ВО 
«Московский 
государственный 
университет имени М.В. Ломоносова», г. Москва 

Юнусов Ленар Альбертович – д-р экон. наук, 
доцент, 
профессор 
кафедры 
менеджмента, 
маркетинга и внешнеэкономической деятельности, 
ФГАОУ ВО «Московский государственный институт 
международных 
отношений 
(университет) 
Министерства 
иностранных 
дел 
Российской 
Федерации», г. Москва 

08.00.13 Математические 

и инструментальные методы экономики 

 
 
Анисимов В.Г., Анисимов Е.Г.,  
Сауренко Т.Н., Тебекин А.В. 
Макромодель структурных изменений 
экономики государства на этапах ее 
эволюционного развития 
 
 

Analysis of approaches to describing the development 
processes of modern management 
 
Анализ подходов к описанию процессов развития 
современного менеджмента 
 
УДК 338.24 
Получено: 28.06.2020 
Одобрено: 14.07.2020 
Опубликовано: 25.08.2020 
 
Tebekin A.V. 
Doctor of Technical Sciences, Doctor of Economics, Professor, Honorary Worker of Science and 
Technology of the Russian Federation, Professor of the Department of Management of the 
Moscow State Institute of International Relations (University) of the Ministry of Foreign Affairs 
of Russia 
e-mail: Tebekin@gmail.com 
 
Тебекин А.В. 
Д-р техн. наук, д-р экон. наук, профессор, почетный работник науки и техники 
Российской Федерации, профессор кафедры менеджмента Московского государственного 
института международных отношений (Университета) МИД России 
e-mail: Tebekin@gmail.com 
 
Mitropolskaya-Rodionova N.V. 
Candidate of Economic Sciences, Associate Professor, Department of Management, Moscow 
State Institute of International Relations (University) of the Ministry of Foreign Affairs of Russia 
e-mail: n.v.mitropolskaya-ro@mail.ru 
 
Митропольская-Родионова Н.В. 
Канд. экон. наук, доцент кафедры менеджмента Московского государственного института 
международных отношений (Университета) МИД России 
e-mail: n.v.mitropolskaya-ro@mail.ru
 
Khoreva A.V. 
Senior Lecturer, Department of Management, Odintsovo Branch, Moscow State Institute of 
International Relations (University), Ministry of Foreign Affairs of Russia 
e-mail: a.horeva@odin.mgimo.ru 
 
Хорева А.В. 
Старший преподаватель кафедры менеджмента Одинцовского филиала Московского 
государственного института международных отношений (университета) МИД России 
e-mail: a.horeva@odin.mgimo.ru 
 
Abstract 
Various approaches to describing the processes of development of modern management are 
considered, including: scientific schools, concepts and stage-phase approaches. Particular 
attention is paid to the analysis of the author's five-phase approach to describing the processes of 
development of modern management, which allows us to describe the change in management 
concepts corresponding to small cycles of economic activity by Clemente Zhuglyar with an 
average duration of about ten years (the approximate time of dominance of a specific 
management concept), regularly repeating their features within large cycles of economic activity 

of Nikolai Kondratyev with an average duration of about fifty years (approximate time of 
dominance of a particular technological order). The extended up to the present time classification 
of scientific schools and concepts of modern management is analyzed. Within the framework of 
the author's five-phase approach to describing the development processes of modern 
management, the results of describing the stages of development of management concepts in the 
period from the 1870s to the 2040s are presented in the framework of the conceptual-phase 
approach. 
Keywords: analysis, approaches, description, development processes, modern management. 
 
Аннотация 
Рассмотрены различные подходы к описанию процессов развития современного 
менеджмента, включая: научные школы, концепции и этапно-фазовые подходы. Особое 
внимание уделено анализу авторского пятифазного подхода к описанию процессов 
развития современного менеджмента, который позволяет описать смену концепций 
менеджмента, соответствующих малым циклам экономической активности Клементе 
Жугляра со средней продолжительностью около десяти лет (ориентировочное время 
доминирования конкретной концепции менеджмента), закономерно повторяющих свои 
черты в рамках больших циклов экономической активности Николая Кондратьева со 
средней 
продолжительностью 
около 
пятидесяти 
лет 
(ориентировочное 
время 
доминирования конкретного технологического уклада).  Проанализирована расширенная 
до настоящего времени классификация научных школ и концепций современного 
менеджмента. В рамках авторского пятифазного подхода к описанию процессов развития 
современного менеджмента представлены результаты описания этапов развития 
концепций менеджмента в период с 1870-х по 2040-е годы в рамках концептуальнофазового подхода. 
Ключевые слова: анализ, подходы, описание, процессы развития, современный 
менеджмент. 
 
Introduction 
The sphere of management of socio-economic systems (organizations and enterprises) is 
rightfully considered the same age as humanity, and was widely used even in the primitive 
communal system for building housing, obtaining food, maintaining fire, etc. [140] 
But before separating management as an independent area of knowledge into a separate science, 
mankind for thousands of years, bit by bit, accumulated experience in management [126]. 
The history of the development of management science shows that the theoretical 
comprehension of management processes proceeded unevenly. Moreover, success in the 
development of management theory has always depended on the development of industry, other 
areas related to management, such as mathematics, engineering, psychology, sociology, 
cybernetics, etc. As one of the founders of scientific management F. Taylor noted: this is 
evolution, not an invention ”[14]. 
This paper presents the results of research by the authors of various approaches to 
describing the development of modern management (including scientific schools, management 
concepts and stage-phase approaches), which have not been reflected in well-known literary 
sources, focusing on the description of approaches to management development at the turn of the 
1980s - 1990s [157]. 
The approaches considered in this study formed the basis for the development of not only 
management theory [126], but also its applied directions, to which today they can be attributed 
[126, 128, 144, 153]: 
1) administrative management, 
2) animation management, 
3) anti-crisis management, 
4) brand management, 

5) gender management, 
6) state and municipal administration, 
7) investment management, 
8) innovation management, 
9) information technology management, 
10) research of control systems, 
11) communication management, 
12) coordination management, 
13) logistics, 
14) marketing, 
15) international management, 
16) methods of making management decisions, 
17) knowledge management, 
18) management of the organization, 
19) sales management, 
20) territory management, 
21) motivational management, 
22) general management, 
23) production management, 
24) risk management, 
25) event management, 
26) strategic management, 
27) time management, 
28) technology management, 
29) management of intellectual property, 
30) quality management, 
31) management consulting, 
32) property management, 
33) personnel management, 
34) project management, 
35) financial management, 
36) environmental management, 
37) legal management, 
38) GR-management, 
39) PR management, 
40) Yield - management. 
The presented results are a generalization of well-known studies [1-24, 26-95, 166-171], as 
well as the author's studies reflected in the works [25, 96-165]. 
Purpose of the study 
The purpose of this study is to highlight the stages that describe the processes of 
management development not only in the 20th, but also in the 21st centuries (including the 
forecast period until the 2040s). 
Research methodology and technique 
During the research, the main approaches were used to describe the processes of 
management development - phase, school and conceptual, which in the evolutionary 
development of management concepts were reflected in the works of Andreeva V.I. [17], 
Afonichkina I.A. [81], S.I. Ashmarina. [74], Baldina IV, Yasnikova G.E. [73], Blake RR, 
Mouton DS. [21], Balashova A.P. [18], Basovsky L.E. [19], Blinova A. O., Ugryumovoy N. V. 
[20], Borodushko I. V., Lukashevich V. V. [80], Verdiyeva Yu.N. [27], Vesnina V.R. [28], 
Vikhanskiy O.S., Naumova A.I. [30], Volodko V.F. [31], Voropaeva S.N., Ermokhina V.D. [32], 
Gaponenko A.L., Pankrukhina A.P. [166], Glukhova V.V. [38], Goncharova V.I. [39], Dafta R. 
[41], Danko T.P., Golubeva M.P. [40], Dashkova I.A., Tkachenko I.V., Zakharchenko N.S. [42], 

Egorshina A.P. [43], Zinovieva V.N., Zinovieva I.V. [53], Zuba A.T. [54], Ignatieva A.V., 
Maksimtsova M.M., Komarova M.A. [75], Kaznachevskaya G.B. [55], Klykova M. S., 
Spiridonova E. S., Rukina M. D. [60], Korotkova E. M. [62], Korgovoy M.A. [61], Kostina 
V.A., Kostina T.V. [63], Kruglovoy N.Yu. [54], Ksenofontova Kh.Z. [65], Kuznetsova Yu.V. 
[72], Litvina Yu.I., Litvina I.Yu., Kharisova R.R. [68], Mazura I.I. [33], Mardasa A. N., 
Gulyaeva O. A. [69], Maslova E.L. [70], Mintzberg G. [77], Mikhnenko PA [78], Mescona M, 
Alberta M., Khedouri F. [76], Petrova A.N. [82], Popova V.N., Kas'yanova V.S. [84], Reznik 
S.D., Igoshina I.A. [86], Repina E.A. [87], Semenova A.K., Nabokova V.I. [95], Tebekina A.V., 
Kasaeva B.S. [142] and other authors. 
The development of management in human society naturally proceeded from empirical 
results of action to scientifically based decisions. 
Modern management science (management) originated in the late 19th - early 20th 
centuries and is characterized by a whole range of scientific schools and concepts. 
In the scientific literature, there is a fairly large number of options for describing schools and 
concepts 
of 
management 
development 
and 
the 
processes 
of 
their 
evolution. 
It should be noted that practically all the authors describe the evolution of the concepts of 
international management as described above in the 20th century. 
Key research findings 
Studies have shown that many authors limit themselves to considering the scientific, 
process, systemic and situational approaches in management (Table 1) [163], explaining that 
these approaches, complementing each other, ensure the development of modern management at 
all phases of the cycles of economic activity of socio-economic systems (enterprises, industries, 
complexes) [156]: rise, peak, decline, crisis, for example, large (technological) cycles of 
economic activity N. Kondratyev, medium (construction) cycles of economic activity S. 
Kuznets, small (business) cycles of economic activity of K. Zhuglyar, short (business cycles) of 
economic activity of J. Kitchin et al. [153]. 
Table 1 
Phases of management development based on a scientific, functional, systemic and 
situational approach 
№
Name 
of 

approach

Characteristic features of the approach
Cycle phase

1
Scientific 
approach 
to 

management 
development 

Based 
on 
the 
following 
basic 
provisions.

First, science and technology are considered as the 
main factors in the economic development of the state, 
industries 
and 
individual 
companies. 

Secondly, the implementation of scientific research 
and development work (R&D) is considered as the 
main factor in the development of the production 
potential of enterprises, industries and complexes. 
That is, scientific and technological development is 
considered 
the 
locomotive 
of 
socio-economic 
development 
in 
general. 

Thirdly, the management of development processes 
based on the use of statistical factor models 
(correlation and regression analysis), standardization 
of labor intensity, material and capital intensity of 
research, development work, experimental and batch 
production, operation, repair and after-sales service of 
products, etc.

Growth 
of 

economic 
activity 
of 

business 
entities 

2
Functional 
approach 
to 

management 

Based 
on:

- firstly, on the rational division of labor in the 
organization;

Maximum 
economic 
activity 
of 

development
- secondly, on specialization in the organization of 
management 
functions; 
- thirdly, on the use of technologies of economic and 
mathematical modeling in management of both 
innovative 
and 
routine 
processes; 
- fourthly, on the use of network planning methods 
and optimization models in business management.

business 
entities 

3
System approach 
to 
management 

development 

Assumes:
- first, the consideration of the enterprise as a complex 
organizational system, consisting of many interrelated 
elements; 
- secondly, taking into account the factors of the 
external competitive environment and the internal 
organizational management scheme that affect the 
development of the business processes of the 
enterprise; 
- 
thirdly, 
the 
search 
and 
implementation 
of 

technologies for the rational management of an 
enterprise as a system.

The decline in 
economic 
activity 
of 

business 
entities 

4
Situational 
approach 

Assumes:
- firstly, the systematization of the most probable 
options for the implementation of both routine and 
innovative 
processes 
at 
the 
enterprise; 
- secondly, the analysis of external and internal factors 
that determine the success of certain innovative and 
(or) 
routine 
decisions 
at 
the 
enterprise; 
- thirdly, the development of management decisions, 
optimal (rational) for the implementation of both 
innovative and routine tasks in a particular situation.

Minimum 
economic 
activity 
of 

business 
entities 
 

 
The specified 4-phase approach to the description of the development processes of modern 
management (Table 1) is the most widespread and most often found in the well-known literary 
sources [140]. 
The 4-phase approach to the description of modern management development processes 
served as the basis for the development of a 5-phase approach to the description of modern 
management development processes. 
Paying tribute to the universality of the 4-phase approach to describing the development 
processes of modern management, nevertheless, a 5-phase approach to describing the processes 
of modern management development was proposed (Table 2) [156]. 
Table 2 
The proposed 5-phase approach to describing the development processes of modern 
management 
№
Phase name
Phase characteristic

1
Crisis phase
Management tools are aimed at overcoming the economic crisis 
with minimal costs

2
Phase of the beginning 
of 
economic 
activity 

growth

Management tools are aimed at finding ways of the fastest 
development 

3
Phase of approaching 
the peak of economic 
activity

Through the use of selected management tools, the highest rates 
of development are ensured 

4
Phase of the onset of a Management tools aim to localize costs through the use of well

recession in economic 
activity

proven standardized approaches to management

5
The 
phase 
of 

approaching 
the 

economic crisis

Management tools are simultaneously aimed at localizing all 
types of costs, and at determining rational ways to overcome the 
crisis, and at finding promising ways out of the crisis

 
The proposed 5-phase approach to describing the processes of development of modern 
management allows us to describe the dynamics of the change in the phases of development of 
management by taking into account small (business) cycles of economic activity of K. Zhuglyar 
with an average duration of 10 years within the framework of large (technological) cycles of 
economic activity of N. Kondratyev with an average lasting 50 years, which predetermined the 
accounting in the model of 5 phases of the development of the technological order [140]. 
Thus, the proposed 5-phase approach to describing the processes of development of 
modern management involves a cyclical change of the following phases: the phase of the crisis, 
the phase of the beginning of the growth of economic activity, the phase of approaching the peak 
of economic activity, the phase of the beginning of the decline in economic activity, the phase of 
approaching the economic crisis. 
As a logical rationale for the proposed 5-phase approach to describing the processes of 
development of modern management, the description of the change of small (business) cycles of 
economic activity of K. Zhuglyar with an average duration of 10 years (within which the 
concepts and basic provisions of management schools are formed) in within the framework of 
large (technological) cycles of economic activity of N. Kondratyev with an average duration of 
50 years, reflecting a change in technological orders, accompanied by a significant change in the 
content (but not principles) of approaches to management [140]. 
The conducted studies of the phase approach to describing the processes of management 
development made it possible to move on to research within the framework of the phased 
approach to describing the processes of management development in the XX-XXI centuries, 
covering the processes of school development and management concepts. 
Despite the fact that some authors, not without reason, consider the phase approach to 
describing the processes of modern management development as universal, other authors also 
reasonably consider a wider palette of approaches to management development based on the 
study of management schools. 
Management schools quite fully characterize the composition of significant factors of their 
development, under the influence of which they were formed. The basic list of management 
schools traditionally includes: the school of scientific management, the school of administrative 
(classical) management, the school of human relations, the school of behavioral sciences, the 
school of management science (also called quantitative). Moreover, most often in the wellknown descriptions, the five schools of management mentioned cover the period from the 1900s 
to the 1950s (Table 3) [163]. 
Table 3 
Classification of basic management schools that developed from the 1900s to the 1950s 

№
Names of management schools
Time period

1
School of Science Management
1900s

2
School of administrative (classical) management
1920s

3
School of Human Relations
1930s

4
School of Behavioral Sciences 
1930s

5
School of Management Science (Quantitative School of Management) 1950s

 
Thus, the objective flaw in the approach to describing management development 
processes in the form of basic management schools, presented in Table 3, lies in the statement 
that the development of approaches to management in the middle of the twentieth century 

allegedly ended, while objectively this is not the case - management how management science 
continues to evolve. 
Although the very fact of the recognition of the management schools presented in Table 3 
as the basic basis for their development is not in doubt. 
Another group of authors studying the processes of management development, along with 
the basic schools of management (including: the school of scientific management, the school of 
administrative management, the school of human relations, the school of behavioral sciences and 
the school of the quantitative approach to management), presented in Table 2, additionally 
highlight: empirical school of management, school of social systems, school of human resource 
management. This extended classification of management schools covers, in most of the wellknown descriptions, a more significant (compared to basic management schools) time interval - 
the period from the 1880s to the 1960s. 
It is this extended classification of eight schools of management, the characteristics of 
which are presented in Table 4, that is considered to date by most authors studying the 
development of approaches to management as the most complete [98]. 
Table 4 
Accepted as a complete classification of schools of management formed in the period 
from the 1880s to the 1960s 
№
School name
Period

1
School of Scientific Management 
1885-1920s

2
Administrative (classical) school of management
1920-1950s

3
School of Human Relations 
1930-1950s

4
School of Behavioral Sciences
1930-1950s

5
Empirical School of Management 
1940-1950s

6
School of Quantitative Approach to Management Since 1950s

7
School of Social Systems 
1950-1960s

8
School of Human Resource Management 
1960s

 
  
Paying tribute to the currently accepted as the most complete classification of 
management schools that formed in the period from the 1880s to the 1960s, presented in Table 4, 
but not considering it exhaustive, the classification of modern management schools, extended to 
the present time, was proposed covering the period from the 1880s to the 2020s (Table 5). 
Table 5 
Proposed extended to the present classification of modern schools of management 
covering the period from 1880s to 2020s 
№
The name of the 
school 
of 

management 
and the period 
of its formation

The main ideas of the 
school of management 

Features 
of 
the 

application 
of 
the 

provisions of the school 
of management 

The 
most 

prominent 
representatives of 
the 
school 
of 

management

1
School 
of 

Science 
Management, 
1880-1920s 

The school of scientific 
management is based on 
the assertion that laws, 
approaches, techniques, 
mechanisms and rules 
obtained in exact and 
natural 
science 

disciplines 
can 
be 

successfully used in the 
practice 
of 
enterprise 

management through the 
implementation 
of 
a 

Scientific 
study 
and 

improvement 
on 
this 

basis of the content and 
organization 
of 
labor 

implementation processes 
by the personnel of the 
enterprise through the use 
in 
management 
of 

scientific 
methods 

borrowed 
from 
other 

areas 
of 
knowledge, 

which 
led 
to 
the 

M. 
Weber, 
G. 

Gantt, F. & L. 
Gilbert, G. Grant, 
O.A. Ermansky, 
F. 
Taylor, 
G. 

Ford, G. Emerson 
and 
others. 
 

system 
of 
scientific 

organization 
of 
labor, 

including 
scientific 

approaches: 
- to the selection and 
training 
of 
personnel; 
- to study the content of 
the 
required 
labor 

technologies and teach 
them 
to 
employees; 
- 
to 
ensure 
the 

specialization of work 
performance; 
- to the implementation 
of 
staff 
motivation; 
- 
to 
the 
rational 

distribution of duties and 
responsibilities between 
employees (performers) 
and 
management 

personnel 
(managers) 

[14].

achievement 
of 
the 

following 
important 

practical 
results: 
- 
to 
the 
important 

conclusion that the work 
of managing people in an 
organization is a certain 
specialty 
that 
requires 

special 
training; 
- the organization as a 
whole will benefit if each 
group of employees is 
focused on performing 
the work that it knows 
how to do best, and is 
committed (motivated) to 
perform this work [96]. 

2
School 
of 

administrative 
(classical) 
management, 
1920-1950 

It is based on the search 
for systemic approaches 
to 
improving 
the 

efficiency of enterprise 
management 
through 

rational 
administration 

without 
attracting 

additional resources from 
outside [118]. 

Formulated 
universal 

management 
principles 

aimed at achieving the 
success 
of 
the 
organization, 
including: 
- rational division of 
labor, 
- competent distribution 
of 
powers 
and 

responsibilities, 
- strict adherence to labor 
discipline, 
- ensuring the unity of 
achieving 
goals, 
- ensuring the unity of 
efforts of the entire team 
of the company through 
the 
achievement 
of 

harmony of interests of 
the 
personnel 

(employees) 
and 
the 

organization as a whole 
(including the interests of 
the 
owners), 
- ensuring the unity of 
actions of employees of 
the 
organization, 
- subordination of private 
(personal 
and 
group) 

interests to the general 

A. 
Gastev, 
A. 

Ginsburg, 
D. 

Mooney, 
A. 

Sloan, L. Urvik, 
A. 
Fayol 
and 

others. 
 

(interests 
of 
the 

organization), 
- 
implementation 
of 

competent management, 
- implementation of the 
principle 
of 
fair 

remuneration 
of 

personnel, 
- 
reasonable 

centralization 
of 

management, 
- ensuring the continuity 
of reaching the control 
chain through effective 
communications, 
- 
providing 
order 
of 
activity, 
- observance of fairness 
in 
implementation 

established 
rules 
and 

agreements at all levels 
of 
government, 
- ensuring the stability of 
personnel (in terms of 
quantitative 
and 

qualitative composition, 
continuity, 
etc.), 
- encouragement (and not 
condemnation) 
of 
the 

initiative of the staff 
[122]

3
School 
of 

Human 
Relations 
Management, 
1930-1950s. 

It confirms the need to 
focus 
management 

processes on the social 
needs 
of 
personnel, 

which often prevail over 
material 
needs, 
and 

allows employees of the 
organization (in case of 
successful 
implementation of the 
management provisions 
prescribed 
by 
this 
school): 
- to feel their own 
individuality (value as a 
specialist) 
in 
the 

organization 
through 

relationships with other 
people; 
- 
to 
neutralize 
the 

development of social 

Aims at improving the 
efficiency 
of 
the 

organization through the 
use of knowledge about 
interpersonal 
relationships and their 
constructive management 
in the interests of the 
organization. 
The 

founders of the school 
argued 
that 
when 

considering management 
as 
a 
method 
of 

management that ensures 
the performance of work 
with the help of other 
people, it should be borne 
in mind that relationships 
in the team are no less 
(and 
sometimes 
more 

significant) value than 

E. Mayo, M.P. 
Follett et al. 

relationships 
in 
the 

organization 
of 
the 

possible 
loss 
of 
job 

attractiveness as a result 
of the development of 
industrialization or the 
onset of a recession in 
the 
economy; 
- to get the opportunity 
to 
show 
a 
greater 

response to the social 
influence of a group of 
colleagues, against the 
background of incentives 
by means of control from 
the side of management; 
- to give a stronger 
response to the orders of 
the manager who meets 
the social needs of the 
employee [98].

material incentives for 
employees [137]. 

4
School 
of 

Behavioral 
Sciences, 19301950s. 

It is based on the study 
of the processes of social 
interaction of employees 
in the company, on the 
study 
of 
motivation, 

power, leadership and 
authority, the type of 
organizational structures, 
communications, quality 
management, 
the 

influence of the level of 
working life, etc. on the 
efficiency of functioning 
of a controlled socioeconomic 
system 

(enterprises, 
organizations, etc.) [98].

The provisions of the 
School 
of 
Behavioral 

Sciences are aimed at 
helping an employee of 
the organization to realize 
his own capabilities, on 
the one hand, and at 
achieving high efficiency 
of 
the 
enterprise 
by 

ensuring the effectiveness 
of the used capabilities of 
personnel, on the other 
hand 
[117]. 
 

K. Arjiris, F. 
Herzberg, R. 
Likert, D. 
McGregor, A. 
Maslow and 
others. 
 

5
Empirical 
School 
of 

Management, 
1940-1950s. 

Aimed at collection of 
the 
best 
practical 

approaches to managing 
the 
organization, 

allocated empirically and 
on this basis, the creation 
of 
management 

recommendations 
for 

managers. 
Thus, 

the accumulation of the 
best positive experience 
in 
managing 

organizations ensures its 
implementation 
and 

The empirical school of 
management 
proceeds 

from the fact that at the 
stages of macroeconomic 
growth 
one 
should 

carefully 
analyze 
and 

timely consolidate the 
positive experience of 
managing 
organizations 

[106]. 

E. Dale, R. 
Davis, P. 
Drucker, D. 
Miller, L. 
Newman, E. 
Peterson, E. 
Plowman, G. 
Simon, A. 
Chandl and 
others.