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A new direction in LLC "PZhKH-10" received a service-professional promotion, that is, a series of progressive promotions in various positions, contributing to both the organization and the individual. Movements in the enterprise are both vertical and horizontal. This is a sequence of different stages (positions, jobs, positions in the team) that an employee can potentially go through. By career it is customary to understand the physical sequence of steps occupied (positions, jobs, positions in the team) by a specific employee.
Work on the preparation of a reserve of personnel is purposeful, systematic and planned. The organization of this work is aimed at ensuring high-quality and intensive training of each specialist for independent activity at a new, higher level.
Differences in the structure and composition of the reserve, as well as the initial preparedness of workers determine the principle of an individual approach when choosing forms and methods of work, their sequence and duration. Work with specialists included in the reserve is carried out according to a plan that provides for specific measures to acquire the necessary theoretical, economic and managerial knowledge, to deeply master the nature of the work, to develop a specialist in leadership skills and skills at the level of modern requirements.
Contradictory conclusions from what should be understood by the concept of social responsibility are generated by disputes about the goals of the organization. On the one hand, there are people who view the organization as an economic entity, obliged to care only about the efficient use of its resources. In doing so, the organization fulfills the economic function of producing goods and services necessary for a society with a free market economy, providing at the same time work for citizens and maximum profits and rewards for the founder.
On the other hand, there is an opinion according to which the organization is something more than economic integrity. According to this point of view, the organization is a complex part of the environment, which includes many components on which the very existence of the organization depends. These constituents include local communities, consumers, suppliers, the media, pressure groups, unions or associations, and workers and founders. This multi-layered social environment can greatly influence the achievement of the organization's goals, so the organization has to balance purely economic goals with the economic and social interests of these components of the environment. According to this view, organizations have a responsibility to the society in which they operate, beyond and beyond providing efficiency, employment, profits, and not breaking the law. Organizations should therefore direct some of their resources and efforts through social channels.
1. There are two definite points of view regarding social responsibility. According to one, an organization is socially responsible if it maximizes profits without going beyond laws and other regulations. According to another, in addition to adequately responding to economic circumstances, management must be responsible for the humanitarian and social impact of business activity on employees, consumers and communities in which the organization operates. Based on this point of view, organizations should make a positive contribution to society.
2. Legal responsibility, unlike social responsibility, implies compliance with specific laws and regulations state regulation defining what the organization can and cannot do. Social responsibility, on the contrary, is associated with a certain degree of voluntariness of the organization's response.
3. Numerous arguments for and against social responsibility have been proposed.
4. Some organizations have developed active action programs in the spirit of social responsibility.
5. Topic covered business ethics indicating the principles that determine the right and wrong approach to doing business.
6. Organizations have the opportunity to take many steps to improve the ethical performance of their employees.
PZhKH-10 LLC works with a standard motivational package social services. The proposed social package of services for employees when hiring and already working employees includes: paid sick leave (depends on length of service: from six months to 5 years - 60%, from 5 to 8 years - 80%, from 8 years - 100%) , paid vacation 28 days, paid sessions, normal maternity leave, full payment to the Pension Fund, to the Social Insurance Fund, contributions to the Medical Insurance Fund. Paid overalls. An adaptation and training course for an inexperienced employee, for an experienced employee - an internship, a developed corporate culture (participation in holidays, the opportunity to receive some gifts).
It is advisable to combine measures designed to prevent the recurrence of conflicts that have already occurred or the emergence of new ones provoked by the subject himself with systematic work to strengthen the "health" of the team, in other words, to create conditions that prevent the emergence of any conflicts. In PZhKH-10 LLC, there are several such conditions:
1. Staff rallying, purposefulness, getting rid of idlers.
It is a different matter for people bound by one goal, especially if this goal deserves moral approval, is attractive enough for each of them, and if the condition for achieving it is common, joint efforts.
The divergence of interests and the emergence of contradictions are not uncommon in this case, but neither one nor the other completely subjugates the behavior of people if the common goal in their minds occupies a higher hierarchical position. Its presence and cooperative activity for the sake of achieving it, they create a special feeling of belonging to a common cause, gives rise to mutual respect and attention to each other's personal interests and problems.
Purposefulness, mobilizing and concentrating the will of a person, helps him better navigate events and in relationships with other people. She gives him self-confidence and calmness. Purposeful people are usually less aggressive and more tolerant and patient than those who "do not know what they want." The absence of a clear goal gives rise to concern, anxiety in the soul of a person and increases his tendency to aggression and panic. In people with coinciding or close goals, collisions and confrontation, if they occur, are in a milder form and with less severe consequences.
However, the commitment to a common goal among different members of the team can fluctuate over a very wide range - up to its complete rejection - frankly or masked by well-intentioned statements. This attitude is usually characteristic of employees who are not interested in work and, as a rule, are lightly loaded, that is, for those who are called idlers. The presence of such an audience is inevitable and creates a very serious and largely underestimated problem. The most obvious evil that idlers do - that they do not work well - is the least that comes from them. Someone corrects their imperfections. A person who is not loaded with work often begins to do useless and harmful work. Idlers have a detrimental effect on the psychological climate of the organization, which is much more difficult to neutralize. Moreover, this influence is very multifaceted and often indirect. First of all, we are talking about the direct reaction of normally working employees to the very fact of the presence of loafers in the team. Such a reaction has an abundant manifestation factor - from envy and attempts to follow their example through various forms of irritation, condemnation, and up to the desire to force them to perform their duties by force. But in any manifestation, these reactions distract people from business, create hotbeds of conflict, including without the participation of the idlers themselves, but only on the basis of a divergence in their assessments and because of disputes about how to influence them.
Application No. 2
to the working curriculum for the academic discipline
"Management"
Tomsk Military Medical Institute
Cycle of general professional disciplines
Teacher Polomeeva O.A.
LECTURE
Introduction.
Psychological aspects of management.
People as one of the components of the internal environment of the organization.
Conclusion.
EDUCATIONAL COURSE: 4 course BK
Time: 2 hours.
LECTURE PLACE: lecture hall.
VISUAL AIDS AND LEARNING MATERIALS:
a) "Principles of social management";
b) "Principles of management (according to A. Fayol)";
c) "Psychology of organization";
d) "Control functions";
e) "Psychological structure of personality";
Technical equipment: graphic projector
LITERATURE:
Gatsan V.V. Pharmaceutical company management. For students of pharmaceutical schools and colleges. Rostov-on-Don: "Phoenix", 2002.-352 p.
Zhatkin O.A., Burmatnov V.F. Fundamentals of social medicine, organization and economics of healthcare. Tomsk: TVMedI, 2002.- 196p.
Kuzubova E.L. social management in the work of pharmaceutical organizations.- M.: MTsFER, 2003.- 240s.
Meskon M.K., Albert M., Hedouri F. Fundamentals of Management: Translated from English - M.: Delo, 2002.-704p.
Ten E.E. Fundamentals of social medicine: Textbook. M.: Infra M, 2003.-256s.
Psychology of management. Workshop / Edited by N.D.
Tvorogova N.D. Psychology of management. Lectures.- M.: GEOTAR-MED, 2001.-384s.- (XXI century).
INTRODUCTION
IN modern conditions in society and production teams, the role of social and psychological factors has increased, which requires managers to have a qualitatively new approach to management and a completely different focus in working with personnel. It is important for leaders of all organizations without exception to learn this when reforming property rights, economic and labor relations takes place.
Under the administrative-command system, the management of people was not balanced. At the level of the organization, the development of the creative initiative of the personnel was of a declarative nature, which reduced labor productivity and interest in the final results of work. The alienation of personnel from the results of labor was observed not only in Russia, but also in countries with developed market economies. However, ways out of the crisis different countries had their own: in Russia - the transition to a market model of economic management, and in countries with developed market economies (USA, Japan, etc.) - the transition to the use of management mechanisms for activating social processes. This led to the formation of social management.
Managers of successful firms began to develop and apply methods aimed at activating the creative potential and social processes in organizations, overcoming the alienation of personnel from the results of work, and innovative technologies, which served as the basis for the formation of new management principles that changed the requirements for organizing the management process and its content. .
Of particular interest are studies in the field of social management, the main principles of which are:
rejection of managerial rationalism classical schools of management, - innovation;
social responsibility of management;
attitude to people as the main resource of the organization;
formation of organizational culture;
formation of innovative communications;
compulsory participation of each member of the organization;
transition from sole decision-making to the use of a partnership (or participation) strategy;
rejection of the incremental and the formation of an entrepreneurial type, organizational behavior;
- self-management leader.
The growing role of social factors in the life of society and organizations has led to the evolution of the principles of classical management.
If in the first models the labor process was divided into the simplest elements, and work efficiency was directly associated with high formalization and narrow specialization, managers were considered generators of ideas and decisions that were unconditionally carried out by the staff. At the same time, the motives of the behavior of workers were reduced only to economic needs, personal and social aspects of intra-production relations were considered an obstacle.
In modern management concepts, the focus is on the psychological and social needs of the individual, the emphasis is on the use of informal mechanisms for regulating the production process, on creative activity and self-realization of the individual.
Today, a manager must master a wide variety of methods, methods, approaches and management techniques that allow streamlining the activities of both the organization as a whole and each person individually. The methods used in modern management allow answering the question of how to perform this or that managerial work. They serve the goals of the manager's practical activity, provide him with a system of rules, techniques and approaches that reduce the cost of all types of resources, including time for developing and implementing goals.
In recent years, there have been dramatic changes in the thinking of managers and the psychology of management: in the production process, the person himself has become a priority as the most important factor in increasing the effectiveness of the organization. The consciousness of the manager, as well as the staff, is increasingly turning to the consumer (client, customer), to the development of creative initiative, and not to the thoughtless execution of orders; to pluralism of opinions and diversity of working methods, and not to unification and depersonalization.
In order to effectively manage social and economic processes in modern conditions, one must understand that the main object of management in this case is a person as a person, and not just as a "cog". That is why it is impossible to overestimate the role of psychological knowledge in the training of qualified specialists in higher education. If a manager wants to ensure that his employees perceive the tasks set by him as their own, he must master the necessary minimum of psychological knowledge, quickly resolve issues of interpersonal interaction, purposeful team building, etc., which will help him predict the behavior of employees. However, in the amount of hours allotted for the study of psychology by university programs, where this science is not one of the main subjects, it is very difficult to fully convey the relevant knowledge to the student. Psychology textbooks are overloaded with information from the history of psychology; the information given does not add up to the students in the big picture. Even if there are practical methods of personnel management in the course of psychology, they are, in fact, divorced from a particular person and his interaction with the environment. New approaches are needed in teaching the basics of psychological knowledge with an emphasis on the study of interpersonal relationships.
Among the many diverse management problems (economic, technological, organizational, etc.) studied by various sciences, socio-psychological ones occupy one of the central places. This is due not only to the fact that management as a specific type of activity is deployed in social systems, but also to the fact that it is carried out by influencing people, through people. Any manufacturing enterprise, for example, not only a set of technology, technological, economic, organizational and other processes, it is, first of all, a team of people, a social organization. Moreover, it is this organization that is the basis of all other processes, and socio-psychological aspects are present at all stages of the production process, affecting all its aspects. Understanding the place and role of socio-psychological factors in production activities and its management, is reflected in the theory of "human relations" - one of the most widespread in the management thought and practice of the West, especially the United States in the 30-50s of the XX century. The socialist, including the Soviet, administrative system, due to its totalitarian nature, not only underestimated, but generally ignored the socio-psychological side of managerial activity, although it declared its presence.
Socio-psychological relations manifest themselves in a peculiar way and operate at different levels of social organization. They arise and play an important role at the levels of the primary (contact) team (team, department), where there is a direct interaction of workers, direct interpersonal contacts between them. At the level of secondary and especially large collectives and social groups, socio-psychological connections and relations manifest themselves in the form of mass phenomena: public mood, opinion, consciousness, etc.; and being the result of the intersection of many variables, they are of particular difficulty for management activities.
The objective basis of the socio-psychological aspects of the management of the primary labor collective is its social structure. It is generated, first of all, by the social (rather than functional-technical) division of labor and the assignment of appropriate categories of workers to heterogeneous activities: managers and performers, workers of various professions and qualifications, etc. There are also socio-demographic, age, ethno-social and other groups in the social structure of the collective. The result of the existence in the team of various socially conditioned micro-groups are intra-group, but existing at the level of these micro-groups, consciousness and psychology. One of the forms of manifestation of this component is replicas such as: "We are assemblers", "We are masons", "We are shoemakers", etc., pronounced by some with pride, by others with a sense of infringed prestige, in one case - with arrogance, in another - with chagrin.
The specificity of micro groups depending on gender, age, marital status, the presence or absence of children and other social factors will be manifested in their different requirements for working conditions, its content, regime and other elements of the working situation and moments of work. Taking into account the interests and needs of these differences between micro groups is an important task of management and the conditions for its effectiveness.
Along with socio-psychological, management must take into account the individual social and psychological characteristics of workers. So, the social position, the social status of an individual affects his behavior, actions, thoughts, which L. Feuerbach once noted: “Position, position have an impact on a person’s way of thinking, his inner life, his faith more than he himself is aware of it In most cases, it is no longer possible to distinguish between the way of thinking on duty from free convictions, that which comes from the person himself, from that which comes from him in connection with his external profession. faith. Faith is a professional duty. It is not convictions that support position, but position supports convictions."
The level of group consciousness and the psychology of micro groups, like other social factors, put the leader before a choice - how to behave and how to act in various conditions. In particular, a high level of group consciousness requires, as a rule, a higher level of leadership: what a passive, indifferent group may not notice or forgive the leader, a strong, internally organized group will not disregard. At the same time, it is the strong group that will not always express clearly and openly its attitude to the leader's weaknesses or shortcomings, especially if they do not harm the group's activities too much.
In turn, it is more interesting and, ultimately, easier for the leader to work with a team in which there is a strong group consciousness: the desire to act in line with a common perception of interest will play an important and organizing and mobilizing role. However, there are some peculiarities here as well. Thus, the alienation of people in a totalitarian society from relations with each other, determined by law, inevitably causes the formation of ties between people through purely personal relationships, according to the principle "you - to me, I - to you." Group consciousness in this form only complicates and complicates objective management. Further, there is a certain difficulty in determining group consciousness and individual behavior: an individual as a social being simultaneously belongs to several small groups and collectives, is included in them by various aspects of his nature. And since internal rules The behaviors of these different groups do not always coincide, and often differ sharply, this cannot but give rise to a certain disharmony in individual psychology and action. The leader's task is to take this feature into account and try, by identifying the sources of emerging disagreements in the group, to influence those that complicate collective interaction and behavior. In turn, the leader can use administrative (official) and personal (psychological) methods.
6.1. Personnel management and human capital formation
Since the 70s of the 20th century, under the influence of the publications of G. Becker, the term "human capital" began to be widely used. People are the most valuable resource and the basis of any management of any economic system. According to an integrated approach, the human model should reflect economic, social, ethical, environmental, and other aspects. Human capital is considered as a set of qualities that determine productivity and can become a source of income for a person, family, enterprise, society. These qualities are (Genkin B.M.): health, natural abilities, education, professionalism, mobility.
In the literature, the term "human resources" is also used, and in the domestic literature - "labor potential".
The labor potential of a person is part of his potential as a person, which is formed on the basis of natural data (abilities), education, upbringing and life experience. Labor potential can refer to a person, organization, society.
A set of characteristics that are used in the literature to define opportunities effective labor do not fully correspond to the realities of the modern economy. On the scale of the country's economy, management by human resourses is aimed primarily at developing legislation in the field of labor, employment and social relations in order to regulate employment, conditions and wages, business relationships between employers and employees, and improve the skills of the able-bodied population.
6.2. Manager personality
The success of managers' activities depends on the degree of managerial skill (experience) they possess. This skill can be grouped into seven different categories: conceptual, decision-making, analytical, administrative, communication, psychological, technical.
Conceptual mastery involves the ability to understand the perspective of the organization; develop appropriate strategies for the organization as a whole; analyze and diagnose difficult situations;
Decision-making skills - the ability to make timely effective (or acceptable) decisions at minimal cost;
Analytical skill involves the ability to systematically diagnose problems and find alternative solutions.
Administrative skills - the ability to effectively use administrative methods of influence, build the structure of the organization, distribute duties and powers.
Communication skill includes the ability to convey one's ideas and opinions to others, both orally and in writing.
Psychological prowess (“human relations” prowess) includes the ability to interact effectively with other people, both inside and outside the firm; understand and motivate them both individually and in groups. The success of the interactions affects how much support a manager receives in developing and implementing organizational plans.
Technical proficiency includes specific competence to perform tasks, the ability to apply specialized knowledge, and to conduct and use expertise.
A high-class manager must: 1) be able to scientifically predict the company's development strategy, the efficiency and competitiveness of the manufactured goods (works, services); analyze and know the factors affecting competitiveness; argued (orally and in writing) to substantiate and promote their ideas; 2) be able to formulate the goals of the team; understand the nature and characteristics of the individual, adequately evaluate themselves and other people; maintain a normal moral and psychological climate in the team; relieve stress; respond appropriately to conflict situations; 3) be able to analyze, predict, economically evaluate and make decisions under conditions of uncertainty; 4) be able to organize themselves and the team to achieve their goals; perform the functions of a resource distributor, dispatcher and coordinator, delegate functions and responsibilities by management levels; organize and encourage employees to implement the marketing concept, improve quality and save resources; 5) know the technical and technological features, the principle of operation of the purchased, sold or manufactured object; understand the issues of unification, standardization, specialization and automation of production; 6) be able to set high personal goals to satisfy the needs for self-expression, try to lead a normal life, maintain good physical shape, constantly improve their skills, express thoughts clearly and intelligibly, be honest, obligatory, purposeful, watch clothes, manners and speech.
6.3. Motivation and stimulation of personnel
Motivation is one of the functions of management, the importance of which is growing in modern conditions. There are many definitions of motivation, here are some of them.
Motivation is the process of stimulating (oneself and others) to activity in order to achieve certain goals (personal or organizational).
Motivation is a set of driving forces that encourage a person to carry out activities that set the boundaries and forms of activity; giving direction, focused on achieving certain goals.
Motivation is a process of mental regulation that influences the direction of activity and the amount of energy mobilized (expended) to perform this activity. The main elements of motivation are motive, need, reward, value.
Motive is what causes certain actions of a person, what drives him. A distinction must be made between purpose and motive. The motive for action is the need (feeling of lack, need for something, a special mental state of the individual, felt or perceived by him as "tension", "dissatisfaction", "discomfort"). Needs are the source of human activity. Activity is directed by a multitude of motives; their totality and the internal process of motivation itself is called motivation.
The strength and activity of motivation are expressed in the degree of its influence on the direction of activity and its success. Strengthening motivation increases the success of the activity to a certain limit, with a further increase in motivation, the success of the activity begins to decline. Due to the differences in the motivational structures of individuals, the varying degrees of influence of the same motives on different people, and the degree of dependence of the action of various motives on behavior, the motivational process is complex and ambiguous. The difficulty of motivation through needs and values is due to the fact that each person has his own structure of needs and values.
Reward is a certain value for a person; everything that a person considers valuable for himself.
The leader meets with two types of reward: 1) internal, which gives the work itself (the content of the work, the significance of the work, communication, friendship); 2) external, given by the organization (salary, promotion, status, prestige, recognition, additional benefits and payments).
Motivation is the process of influencing a person in order to induce him to certain actions by awakening certain motives in him.
Depending on the goals, Vikhansky O.S. distinguishes two main types of motivation: 1) by external influences on a person, which encourage a person to carry out certain actions, leading to a result desired for the motivating subject; 2) by forming a certain motivational structure of a person.
Distinguish between the concepts of motivation and stimulation. Stimulation is one of the means of motivation (through external influences). The higher the level of development of relations in the organization, the less frequently incentives are used as a means of management.
There are several types of incentives: moral, material (monetary and non-monetary), time and labor. By the time of stimulation, the forms of stimulation are distinguished: 1) leading; 2) reinforcing.
Stimulation of labor should be carried out in a differentiated way, depending on the belonging of workers to different social groups and the results of labor.
In practice, various forms of activating the employee and stimulating highly productive labor are used: 1) payment and remuneration for the results of labor; 2) social care for the employee; 3) stimulation by labor itself; 4) participation in the management of the enterprise.
6.4. Leadership and management style
Leadership is the ability to put forward a motivating goal for individuals (members of a group, organization), to influence and effectively use the available means (and sources of power) to achieve goals. The condition of leadership is the conformity of the goals of the leader and the people following him. Unlike leadership, power seeks obedience, regardless of the degree to which the goals of the subject and object of power correspond and the correctness of the actions of the authorities. Outside the sphere of power of the subject of management, the decision can be made only on the basis of leadership.
Leadership includes components of power and leadership. From the predominance of the leader's attention to one of the two groups, different leadership styles stand out. The ratio of power and leadership in the organization is one of the most important problems. A true leader knows what people want and need before they can express their desires. The condition of leadership is the conformity of the goals of the leader and the people following him.
G. Mintzberg formulated eight basic qualities that a leader should have:
1) the art of being equal, that is, to establish and maintain a system of relations with people equal to oneself,
2) the art of being a leader, i.e. the ability to lead subordinates, to cope with all the difficulties and problems that come to a person along with power and responsibility,
3) the art of resolving conflicts, i.e. the ability to act as an intermediary between the two parties in the conflict, to resolve the troubles generated by psychological stress,
4) the art of processing information, i.e. the ability to build a communication system in the organization, to receive reliable information and evaluate it effectively,
5) the art of accepting non-standard management decisions- the ability to find problems and solutions in conditions where alternative courses of action, information and goals are unclear or questionable.
6) the art of allocating resources in an organization, i.e. the ability to choose the right alternative, to find the best option in a limited time and lack of other types of resources.
7) the gift of an entrepreneur, i.e. the ability to take justified risks and to introduce innovations in the organization.
8) the art of introspection, i.e. the ability to understand the position of the leader and his role in the organization, the ability to see what impact the leader has on the organization.
A manager, based on his personal qualities and other factors, can choose one or another form of power and management style.
K. Levin identified three styles of leadership:
b) democratic (makes decisions on the basis of consultations with subordinates who take an active part in making decisions, subordinates are sufficiently informed, delegation of authority is applied, objective control is exercised);
c) liberal (most of the decisions and responsibilities are shifted to subordinates, redundant information that is not related to official duties, control is often absent or formal).
Delegation of authority - the transfer of duties and rights from the sphere of activity of the head to a subordinate who assumes responsibility for their implementation. Delegation allows you to: 1) release the manager from the current, uncreative, routine work and devote more time to planning and creativity; 2) involve employees in the performance of work from the scope of management, providing support and participation of personnel, improve the skills of subordinates. Delegation is subject to: routine work, specialized activities, private issues, preparatory work.
6.5. group dynamics
A group in a broad sense is a union of two or more people united together to achieve specific goals. Groups can be classified according to a number of criteria. Large groups: states, nations, nationalities, classes, parties, social communities. Small groups are small associations of people (from 2-3 to 30-40 people), whose members have a common goal and can directly contact each other. Such groups include a work collective, a study group, a family, a sports team, etc. Small groups can be classified according to various grounds.
Conditional group - a group allocated for research purposes to compare the results obtained in real groups. A real group is a really existing association of people. Real groups can be laboratory and natural. The laboratory group is created by the experimenter to conduct research; it exists temporarily. A natural group is formed to achieve some goal, based on the needs of society or members of the group. Reference group - a group to which a person classifies himself, a role model. A non-referential group is a group that is alien or indifferent to a person. Anti-referential group - a group that a person does not accept, rejects.
The collective is the highest stage of group development. The integral characteristic of the team - the level of its development (level of maturity) - is defined as the ability of the team to set relevant and realistic common goals, form the structure of individual goals integrated with common goals, build and flexibly change the structure of interactions and relationships that ensure the achievement of the set goals with the maximum possible efficiency .
Under the structure of the group understand the following characteristics: size, composition, roles, norms, status, leadership.
Each member of the group is usually assigned certain roles, i.e. behaviors expected from members of groups in accordance with the place in the group that they occupy.
In order to work successfully, all groups develop certain norms of behavior, i.e. accepted patterns of behavior within the group, which must be followed by all its members. Norms can be formalized in certain documents: standards, regulations and procedures. However, most of the norms that govern groups are informal.
By status in a group, we mean the position or rank that is assigned to one or another member of this group by its other members. The status can also be formal (for example, the winner of the "Best in Profession" competition) and informal (respect corresponding to merit, knowledge, etc.).
The effectiveness of the group, along with other factors, is determined by its size. Research results show that when performing a specific task, small groups (about 7 people) are the most productive, while when discussing and collectively making decisions, groups of 12 or more people show the best results.
Work performed in groups, as a rule, requires different knowledge, skills and abilities. personal qualities. In this regard, it is generally accepted that groups of heterogeneous composition (by gender, age, length of service in the organization) work more efficiently than groups of relatively homogeneous composition. At the same time, in heterogeneous groups, problems such as conflicts due to misunderstandings among their members, power struggles, and higher staff turnover can arise. However, with skillful management, these problems are very successfully overcome.
The effectiveness of the group will largely depend on the capabilities of its members - abilities and personal qualities. The ability of the team to work cannot be seen as a simple sum of the capabilities of each of its members. The results of the group's work will depend on what each member of the group can do individually and how successfully he will do it in the group.
Each group is formed and developed in its own way. At the same time, some general patterns can be identified in the development of various groups. Any group goes through several stages in its development. In the 5-stage model of group development, the following stages are distinguished: the initial stage of formation; intragroup conflict; ensuring cohesion of group members; the stage of highest efficiency and productivity; final stage (for temporary groups). The initial stage of formation, as a rule, is characterized by uncertainty about the structure of the group, its goals. It is often unclear who is the leader of this group and what type of behavior is most acceptable in it. This stage ends when the members of the group begin to clearly understand that they are part of this group. Intra-group conflict is the second stage in the development of a group, usually characterized by the development of an intra-group conflict. There is a struggle for leadership and distribution of roles between group members. After this stage is completed, it becomes clear who is the leader in this group (if it is a formal group, then we are talking about an informal leader). At the stage of ensuring the cohesion of the members of the group. relations become closer, harmony arises. There is clarity about the informal norms of behavior and distribution of roles in the group. At the highest health and productivity stage, the group is fully functional. The energy of its members is no longer directed to the distribution of roles and the struggle for power, but directly to ensuring effective work and achieving high results. For temporary groups, the final stage is distinguished. The closer to the completion of the project or the closer the completion of the task assigned to the group, the more its members begin to think about the fact that this group will soon cease to exist, as well as about new prospects for their work in another team. The productivity of the group during this period may noticeably decrease.
6.6. Conflict Management
Conflict (from lat. conflictus - clash) is the lack of agreement between two or more parties in a certain area. A conflict is a special type of interaction between the subjects of an organization, in which the actions of one side, faced with opposition from the other, make it impossible to realize its goals and interests. The conflict arises when the balance of interests of the parties is violated, therefore conflict management is the most important function of the manager. A manager of any level must be psychologically prepared to manage conflict situations and resolve them before they develop into a conflict.
The conflict situation is the initial sign of the conflict, expressed in the aggravation of relations, the emergence of contradictions between people, developing, under certain circumstances, into a conflict. The actions of opponents under the influence of a motive, aimed at mastering the object for the sole manipulation of it, is called an incident, as a result of which the conflict situation develops into a conflict.
The structure of the conflict includes: the object and subject of the conflict, opponents (participants in the conflict), goals, motives.
The object of the conflict is an external cause that led to the emergence of a conflict situation. The object of the conflict is singled out on the basis of the property of indivisibility and accessibility to manipulation by opponents. The subject of the conflict is an objectively existing or conceivable problem that serves as the reason for the analysis between the parties; the main contradiction, because of which and for the sake of the resolution of which the subjects enter into confrontation. The motive of the conflict is the internal psychological reason for the entry of people into the conflict.
The content distinguishes: 1) the conflict of goals, when its participants differently see the desired state of the object in the future; 2) conflict of knowledge (creative), when views, concepts on the problem being solved differ significantly (belongs to the category of complex); 3) emotional conflict (sensual), when people cause each other's antipathy, irritation and other negative feelings and emotions.
According to the scope of action, conflicts are distinguished: 1) intrapersonal; 2) interpersonal; 3) between an individual and a group; 4) intergroup conflict.
Depending on the degree and nature of the resolution, on the consequences, the conflict can be: 1) constructive (positive, conducive to development); 2) destructive (negative, destructive, destabilizing).
The causes of the conflict are divided into two groups: 1) objective (real, structural); 2) subjective (personal, emotional, associated with perception).
The most frequent sources (causes) of conflicts in organizations: 1) distribution of scarce (limited) resources; 2) disputes about power and responsibility; 3) interdependence of tasks and different contributions to the common cause; 4) differences in goals, values, methods; 5) differences in behavior and life experience; 6) unfulfilled expectations; 7) lack of mutual understanding; 8) poor working conditions and organization; 9) poorly formulated team of performers; 10) lack of consideration of the human factor; 11) unsatisfactory transfer of information; 12) personal relationships, frustration and irritation; 13) non-compliance with the rules and procedures adopted in the organization, etc.
The conflict "passes" three main stages-states:
a) incubation state (hidden, latent); claims can be (quickly and positively) resolved amicably;
b) conflict behavior(open form); actions are aimed at directly or indirectly blocking the achievement of the goals, intentions, interests of the opposing side; acute disagreements arise, normal relationships, interactions and relationships are destroyed;
c) conflict resolution; the conflicting parties must reduce the level of tension, while maintaining the very conflict situation or look for ways to completely resolve the conflict.
PSYCHOLOGICAL ASPECT OF MANAGEMENT.
PEOPLE AS AN INTERNAL VARIABLE.
PSYCHOLOGICAL STRUCTURE OF PERSONALITY
A person can do without a lot - but not without a person!
Chesterfield
A bad owner grows weeds, a good one grows rice.
The wise man cultivates the soil, the far-sighted educates the worker.
Japanese wisdom
People is the fifth internal variable, which in the light modern concepts management comes first. Today's manager knows how much depends on the people who work in the firm. One of the leaders of a large American computer firm said: "Deprive me of all my achievements, leave only the people with whom I work, in five years we will again reach the same level."
In order to manage people, to be able to successfully interact with them, one should know what determines the behavior of individuals, the behavior of people in groups, the nature of the manager's functioning as a leader and its influence on the behavior of individuals and groups. Here we need knowledge in the field of human psychology, taking into account the individual psychological characteristics of the personality that affect its behavior and activities.
Let's give brief description personality.
The "construction" of personality is complex. The simplest personality traits are:
personality status;
social and functional roles;
value orientations.
Personal status is the position of the individual in society.
Status largely determines a person's behavior. Thus, the recognition of professional excellence, respect for colleagues forms self-confidence, self-esteem, self-respect. Low status can lead to internal conflicts, discord with oneself.
Human behavior is influenced not only by objective status, but also subjective, i.e. as a manperceives position in a given group of people.
In connection with the status, a system of social and functional roles is being built.Roles - these are the ways of people's behavior that correspond to accepted norms and are carried out depending on their status in society, a group. In his life, a person "loses" many different roles. It is possible to single out social roles, professional, interpersonal, etc. Even during the day, each of us “transfers” from one role to another: when you go to college (technical school, university), you play the role of a transport passenger, in the classroom you are a student , at recess - a buyer in the buffet (dining room) or a group mate, upon returning home - the son or daughter of their parents. In an organization, role behavior is very important: the goals will then be achieved if everyone performs their role well and correctly.
The system of social and functional roles, on the one hand, forms certain personality traits, and on the other hand, it contributes to the manifestation of many personal properties and qualities.
In order to get to know a person better, you need to “see” him in different roles.
Personality properties are formed and manifested in accordance withvalue orientations . These are the preferences that a person gives to certain aspects of reality. Preferences are manifested in beliefs, ideals, goals of the individual. For many people, work is one of life's values. The team of the organization perceives the values of the leader. Top-level managers, through their inherent values, regulate the ethics of behavior of subordinate teams. Each organization develops its own system of values, which ultimately makes up its moral character: customs, rules.
In the structure of personality, there are properties that are more complex in nature. These include motives, character, temperament, needs, abilities. Let's consider them.
motives - these are the causes of a person's behavior, as a result of which he acts in this way and not otherwise. Motives determine the direction of a person's behavior. Human activity is motivated, as a rule, by many motives, but some prevail, subjugate others. It depends on them which particular properties and qualities of a person will be formed easier, faster, and which ones - with great difficulty.
There are such types of personality orientation as personal, collectivist and business. The possible predominance of one of them will be manifested in the group of qualities corresponding to this direction. For example, a business orientation will be manifested in such qualities as purposefulness, punctuality, adherence to principles, organization, etc.
Character – a stable individual set of personality traits, a stable system of qualities that leads to the most typical behavior for her in certain situations and circumstances.
The character of a person is formed under the influence of both genetic factors and social conditions. Character is manifested in relation to other people, to oneself, to the cause. It should be remembered that character is not an unchanging set of qualities, character is plastic and can be educated!
A certain type of character usually corresponds to a certain temperament.
Temperament. A person is not born as an already established personality, but becomes one gradually. But even before a person becomes a person, he manifests individual characteristics of the psyche. They are stable, given to a person from birth and form a kind of psychological soil, on which later, depending on its characteristics, the specific properties of a given personality grow. These natural properties that determine the dynamics of human mental activity are the properties of temperament. Temperament depends on:
the speed of occurrence of mental processes and their stability (for example, quickness of mind, duration of concentration of attention);
mental tempo and rhythm;
the intensity of mental processes (for example, the strength of emotions, activity of the will);
the focus of mental activity on some specific objects (for example, a person’s constant desire for contacts with new people, for new impressions, or a person’s focus on himself, on his ideas and images).
Temperament will be manifested in a person's reaction to circumstances, to events, in speech, actions, movements.
Exists4 types of temperament . They are presented in the table.
Classification of temperament types and their relationship with the type of nervous system
A person with any temperament can achieve success in work, because temperament does not manifest itself directly, but through character. Character can be nurtured, formed.
The task of the manager is to, taking into account the peculiarities of the temperament of employees, entrust them with such work, build relationships with them in such a way that their best features are revealed, their potential is used to the maximum extent.
Let's give a brief description of people with different types of temperament.
sanguine - Energetic, efficient, sociable, active, contact, full of initiative; well mastered in a new environment, easily gets used to new requirements; thinks through and organizes activities well, thinks rationally, clearly sets tasks, is prone to creativity, does not like monotonous work, it is better not to entrust him with routine work. Sanguine people are characterized by a certain tendency to leadership. Their ability to act purposefully, to subordinate themselves to the work, not to make work dependent on their mood creates the prerequisites for the implementation of organizational activities. Sanguine can be criticized - he is insensitive. (From famous people IN AND. Lenin and A.I. Herzen were sanguine.)
Choleric , like a sanguine person, is highly sensitive to external influences, he is excitable and unbalanced. He has a very great stability of interests, aspirations; persistent It is better not to entrust him with monotonous monotonous types of work: they annoy him. Since the emotional manifestations of the choleric are unpredictable and he easily runs into conflicts, it is advisable not to give him instructions where restraint is required. The choleric is faster than others in a changing environment, resourceful in disputes and discussions; quickly adapts to new conditions. Experts believe that a person with such a temperament is good to use in marketing activities. (Peter the First, A.V. Suvorov were choleric.)
Phlegmatic person - a serious person, always evenly and calmly minded; it is difficult to switch from one type of activity to another, to a new environment and people get used slowly; exceptionally persistent; not too resourceful, but very executive. The phlegmatic is unemotional, but if he is unbalanced, he can act assertively and aggressively. It is good to use such an employee in areas of work where there are conflicts, and where prolonged exertion of forces is required. It is better to give him assignments in writing; he learns new things for a long time, but very thoroughly. It is believed that the best designers, economists, accountants are phlegmatic. (Phlegmatic people were M.I. Kutuzov, I.A. Krylov.)
melancholic is distinguished by high emotional sensitivity, depth of emotions with their weak external expression; can be vulnerable, touchy. Prolonged and strong stress causes a slowdown in his activity. He gets tired quickly. Shows perseverance in overcoming difficulties. His work is most productive where high sensitivity, thoughtfulness, and caution are needed. Low self-esteem, as it were, blocks the realization of the melancholic's abilities and purely serves as the cause of his internal discomfort. In relation to other people, melancholics, as a rule, are soft, tactful, sensitive, responsive. In a favorable familiar environment, especially in a good friendly team, melancholic people perfectly perform the work entrusted to them. (Melancholics were N.V. Gogol, P.I. Tchaikovsky.)
The source of personality activity is its needs.
Need - this is the experience (realization) by a person of the need for something (food, warmth, communication, power, etc.), causing the need to act in a certain way.
Needs as internal mental states regulate the behavior of the individual, determine the direction of thinking. Man seeks to satisfy his needs. Depending on whether needs are met or not, a person experiences states of tension or calmness, emotions of joy or grief, feelings of satisfaction or dissatisfaction.
Human needs are diverse, but each person is characterized by a certain system of needs. It includes dominant needs and subordinate needs. Dominants will determine the main direction of behavior. For example, a person has a strong need for success. He subordinates all his actions and actions to this need. This main need for success can be subordinated to the needs for knowledge, communication, work, etc. Managers should strive to create situations in which the satisfaction of the needs of the employee would lead to the realization of the goals of the organization.
Of great importance for the manager are such aspects of the individual behavior of employees as:
capabilities;
giftedness, predisposition;
expectations;
perception.
These factors have a strong influence on the behavior of the individual.
Capabilities partially explained by heredity (for example, intellectual abilities and some physical data). But usually abilities, including intellectual ones, are acquired with experience. When deciding what position to take a person, what work to entrust him with, the abilities that this person possesses play a big role.
giftedness - talent in a certain area.Predisposition - the potential of a person in relation to the performance of any particular work. These characteristics are important in addressing the issue of personnel development in the organization. So, the time and expense of training an employee will be wasted if the manager failed to assess the predisposition to a particular job.
expectations . People formulate expectations about the results of their behavior based on their past experiences and assessing the current situation. These expectations influence today's behavior. People will work effectively if they expect that the behavior required by the organization will lead to the achievement of desired goals or the satisfaction of personal needs. For example, if a salesperson expects that 9 more deals per week will increase sales by 15% and thereby guarantee a premium, then he will probably make several more calls to potential buyers.
Perception . The science of psychology claims that the world is not what it is, but how we perceive it. In this regard, people do not react to what is happening, but to what they perceive as actually happening. This last will determine the behavior of people. It is very important that the employees perceive the management, as well as everything that the management does. If employees do not take the manager seriously, then his decisions may be often ignored.
Of course, appropriate personality traits are a strong success factor at work, but the behavioral patterns of individuals are greatly influenced by groups and managerial leadership.
