In terms of composition, teams can be homogeneous (homogeneous) and heterogeneous (heterogeneous). These differences may relate to gender, age, profession, status, level of education. Heterogeneous teams are more effective at solving complex problems; they are also effective for intense creative work(brainstorming). At the same time, homogeneous ones solve simple problems better. The greater the similarity between team members, the greater influence, which they exert on each other, a sense of community is quickly developed. However, internal competition is more intense here, and therefore homogeneous teams are more conflict-prone, especially purely female ones (therefore, it is desirable that the ratio of representatives of different sexes be approximately the same). But in general, an effective team must still consist of dissimilar individuals.
Based on the duration of their existence, teams are divided into temporary, intended to solve a one-time task, and permanent.
In accordance with their functions, teams are identified that are focused on achieving a specific goal, both official and unofficial; for the implementation of common interests and communication. In turn, the functional classification can be supplemented and detailed by classification by type of activity. They differentiate between the external form of the group and internal communication.
Based on internal connections, that is, from a psychological point of view, two types of groups are distinguished. The first of them is a responsible group, in which the collective consciousness is formed on the basis of mutual respect, common interests and goals, willingness to come to each other’s aid, discipline (based on the awareness of its necessity), as well as a common conscious responsibility, which also affects strength groups. The responsible group is also called the community. In contrast, an emotional group is an association that is based on motives such as fear, hatred, intoxication with power or inspiration, that is, emotionally. The mode of action and behavior of people in such groups is most often spontaneous, the thinking function is disabled and there is absolutely no awareness of responsibility. It is simply impossible from the point of view of mass psychology to give a qualitative limitation to such a concept as “mass”, with its very specific functions. For example, a crowd of 10 - 15 people may well have emotionally driven behavior characteristic of a group, while a group with a sense of conscious responsibility may consist of 30 or more people.
An organization of any size also consists of formal and informal groups. They are subject to formal management, have a structure, a hierarchy of authority and responsibility, and a specific set of positions. Among formal groups, we can distinguish groups that function on a relatively permanent basis, for example, a manager and those who directly report to him, and temporary groups formed for the duration of certain tasks. An example of a temporary group would be a group of students who came together to collaboration during the preparation of the collective report and its presentation. There are three types of formal groups:
1. Leader groups - one or more (depending on the number of personnel and the scale of tasks) command subordinate groups, consisting of a leader and his subordinates - specialists of any rank. This type of group has been recognized in global management practice as the most effective form of management over the past 10 years.
2. Production groups - are created temporarily to achieve certain goals (that is, they are strictly targeted in nature), have a certain independence in planning and carrying out their activities. For effective activities, the group usually receives additional benefits or bonuses.
3. Committees - elected groups for resolving controversial issues or problems, as well as coordination certain types activities. The existence of committees is more effective in large organizations, while in small or medium-sized organizations, the resolution of controversial issues is usually entrusted to one or two people with authority.
If there are several groups in an organization, then they, together with intergroup relationships, form the group structure of the company. With successful management, a multiplex effect occurs: a group performs better than the most qualified worker, a well-managed group performs many times better group not controlled by a leader. Thus, the better the leader understands the essence and components of the group, as well as its internal relationships, factors effective management and motives of group behavior, the higher labor productivity in the organization will rise and the stronger and more cohesive the team will be.
Because these groups are an intentionally created component of the formal organization, much of what is true for managing an organization is also true for them. Like the entire organization as a whole, groups require planning, organization, motivation and control to achieve effective functioning.
Informal groups are more dynamic than formal ones. These groups are created to meet the social needs and communication of people. For example, a group of employees who graduated from the same educational institution, a group of colleagues who came together to spend a vacation together, to participate in sports competitions. These types of groups should not be underestimated, since they have a significant impact on the behavior of people in the organization and the effectiveness of its work, sometimes no less important than the groups formally provided for in organizational structure. In addition, informal groups tend to network and are the most important channels for transmitting information in an organization. Informal groups in a team arise in the process of interaction between team members. When solving problems facing the team, people enter into business contacts based on the instructions and instructions of the manager. Along with this, they also enter into informal contacts with each other. The informal structure of the team arises and develops spontaneously. The emotional intensity of informal relationships often reaches such a level that people regard them as more significant than relationships based on the implementation of official instructions. The main reasons for the formation of informal groups:
The need for social belonging.
The need to belong to a social community is one of the strongest and most typical human needs. Her dissatisfaction gives rise to strong negative emotions, and vice versa - satisfaction leads to a feeling of social and personal comfort.
Need for help. People are forced to unite in groups in order to be able to overcome their inherent limitations of individual capabilities. Awareness of this limitation and the need to overcome it gives rise to a strong need for help, and this, in turn, leads to the formation of groups, primarily informal ones.
Need for protection. The degree of protection of a person included in a group is higher than individual protection. Awareness of this fact is also the reason for uniting people into groups.
Need for communication. In addition to the fact that it itself is one of the main human needs, satisfied only through group contacts, this need performs another function. It leads to an increase in awareness, and through this, it expands a person’s adaptive capabilities and increases the effectiveness of his contacts with the outside world.
Informal groups are created outside the purview of management. The administration cannot prevent such groups from being created. The laws of communication, which govern the activity of people, ignore the will of leaders. Such laws are universal; they make themselves felt in any group.
In work collectives, as in any other communities, a wide variety of informal structures develop. The most common cases of the formation of dyads, triads and quartets. Informal structures of larger sizes are much less common, although stable groups of 6-7 people have been noted. Informal groups exercise social control over their members. Using standards of acceptable and unacceptable behavior - at the initial stages of group development; through rewards and sanctions psychological nature- at subsequent stages of its existence. The main sanction is alienation, which is very difficult for a group member to experience. If the goals of the group are quite different from the goals of the organization, then the group experiences increased resistance to change and innovation. Resistance is also explained by the fact that innovations often pose a threat to the existence of the group. If the goals of the group coincide with the goals of the organization, then resistance weakens and sometimes disappears completely, since the efforts made can lead the group to formal power in the organization.
The informal structure of the work collective is characterized by the presence of its own leader in each formed group. Leadership in small groups arises from the psychological tendencies of the group to form around a certain socio-psychological core. In informal structures, this turns out to be an informal leader who is somehow superior to the other members of the group. Assessment and identification of the status of members of informal structures, as well as emotional factors in the interpersonal relationships of the team, are carried out using sociometric techniques.
Since in each team of 10 - 15 people several informal structures are formed and each structure has its own focus, this naturally affects the professional activities of the work collective: disunity disorganizes collective actions, while cohesion organizes them.
management style team
Let's consider certain types of teams from the point of view of management practice.
In terms of composition, teams can be homogeneous (homogeneous) and heterogeneous (heterogeneous). These differences may relate to gender, age, profession, status, level of education, etc.
Heterogeneous teams are more effective at solving complex problems; they are also effective during intense creative work (brainstorming). At the same time, homogeneous ones solve simple problems better. The greater the similarity between team members, the greater the influence they have on each other, and the faster a sense of community is developed. However, internal competition is more intense here and therefore homogeneous teams are more conflict-prone, especially purely female ones (therefore it is desirable that the ratio of representatives of different sexes be approximately the same). But in general, an effective team must still consist of dissimilar individuals.
Each team has a certain structure, it can be:
Functional (based on the division of labor and determining the production tasks of each);
Political (in accordance with belonging to certain groups);
Socio-demographic (by gender, age, education, qualifications, etc.);
Social-psychological (in accordance with likes and dislikes); behavioral, determined by activity, etc.;
Motivational (depending on the driving factors of behavior).
By status, teams can be divided into:
Official
Unofficial.
The first, for example, the personnel of an organization or division, are legally formalized and operate within the legal framework. The latter are based on the never recorded, or even undeclared, desire of people to cooperate with each other and the actual practice of such cooperation.
The nature of internal connections differs:
Formal
Informal groups.
Formal connections are prescribed in advance; in informal groups, relationships develop spontaneously, by themselves. The boundaries of formal and informal teams most often do not coincide, since some employees may not be accepted into them or own initiative adhere to neutrality.
The strength of the informal team lies in the fact that it cannot be legally and organizationally captured and tied to norms and rules. Knowledge of its composition helps managers, especially new ones, to navigate the true state of affairs in the team.
Based on the period of existence, the teams are divided into:
Temporary, intended to solve a one-time task
Permanent.
An important feature according to which groups can be classified is the degree of freedom provided to their participants. At the same time, it is considered in two aspects: firstly, as freedom to join a team, which varies over a fairly significant range - from the unconditional obligation for conscripts to serve in the army to complete voluntariness when joining a dog breeders club.
We can also talk about the freedom to actively participate in the activities of the team; in one case it is required constantly, in another it may be episodic or even formal. This allows people to simultaneously be members of several teams and be active primarily where it is most needed at the moment.
In accordance with their functions, teams are distinguished that are focused on:
Achieving a specific goal, both official and unofficial;
Implementation of common interests and communication.
In turn, the functional classification can be supplemented and detailed by classification by type of activity.
The implementation of certain functions presupposes a certain degree of intra-collective division of labor, which in fact can be very diverse.
In some teams it exists only as a quantity, creating the possibility of complete interchangeability of workers.
In others, there are specifics individual species labor, which makes substitutability limited.
Thirdly, there is a deep qualitative division of labor, which makes any kind of interchangeability of workers impossible in principle, so the normal functioning of the team in cases of illness or departure of one of its members can be difficult, and the manager must take this into account.
By size, teams are divided into small and large, and not based on the number of participants, but on the possibility or impossibility of directly maintaining constant connections between members, although their potential circle is small. In large teams this is practically impossible, and people know little about each other, but in small ones, where the number of participants does not exceed 20, it is quite possible, even without a unifying leader. This gives them additional flexibility and overall higher job performance and job satisfaction.
In a large team, everyone performs a wide range of responsibilities, the connection between individual and general tasks is clearer, it is easier to satisfy one’s need for an audience, to receive the necessary advice, but the performer’s distance from management and colleagues is greater and interest is lower. Large groups are more economical, especially when performing simple, repetitive tasks, can more easily resolve impasses, and can more easily resolve succession issues.
Small teams, whose members maintain not just direct, but also emotionally charged friendly contacts with each other, are called primary. They usually include from two to five people united by common goals and norms of behavior, personal interests, and informal control. In the primary group, people cannot be replaced without destroying it.
The closest and most equal relationships between participants develop in dyads and triads, i.e. groups consisting of two or three people. Dyads are the easiest to break up, but the relationships bring the most satisfaction to their members. In a triad, sooner or later there is a rapprochement between two and the exclusion of a third, who can play the role of a mediator, opportunist or ruler.
Within the framework of quartets and quintets, pairs with closer relationships can be separated; “star”-type structures with a central participant dictating his will to others, or “chains” with weakened contacts may arise.
Increasing the size of a group affects the behavior of its members. Larger groups are more productive, but there is less agreement between members and less conformity. In such groups, social inequality and difficulties in establishing contacts are more often observed, and to a greater extent this applies to groups with an even number of participants than with an odd number. Members of such groups are characterized by low morale, an indifferent attitude, weakened connections, and an unwillingness to cooperate with each other. Therefore, special managers are needed to manage them.
It is easier to turn a small team into a well-cooperating whole and introduce self-government. Self-governing teams can differ in such a specific feature as the degree of collective decision-making. If it is minimal, then only the main areas of activity are jointly determined, which are further specified individually, and each acts independently of each other. In other cases, it is also independently determined who will do what, but current activities are not coordinated, and team members provide each other with the required assistance only in necessary cases.
In secondary teams, which are formed according to a functional-target principle, contacts are substantive, indirect, and determined by the solution of assigned tasks. Therefore, the main importance is attached here not to personal qualities, but to the ability to perform certain functions. If roles are clearly defined, people in the secondary group can be replaced without pain.
A special type of team, characterized by increased unity, particularly close cooperation and coordination, and frequent joint work, is a team. It is created to solve specific problems or perform individual functions, projects and unites people with diverse knowledge and skills, gives them the opportunity to learn from each other, and provides mutual support. The team is usually independent from the main team, and sometimes completely autonomous. Exerts pressure on participants and is often conflictual.
Teams are characterized by clear, inspiring goals, an effective structure, particularly high competence of employees, a climate of cooperation, a desire for good work that becomes the norm, external support, universal recognition and patronage of management.
Typically, teams protect their boundaries and themselves from pressure and threats, attract the attention of important people to their work, monitor the political situation in the organization and create alliances with other teams. People will work effectively as part of a team if they can fill their preferred roles. Managers' knowledge of these roles allows them to form a team of the right people.
Modern level the development of production determines the need for collective labor, which, in turn, determines the presence of a labor collective. Effective activity of an organization requires knowledge of the patterns of functioning of labor collectives and their use.
A labor collective is understood as an association of workers carrying out joint work. labor activity. They interact with each other in such a way that each person influences other persons and is at the same time influenced by them. Work collectives are created by management when they divide labor to organize a production, trade or other process. This association has organizational unity and is bound by common goals. Management must be based on a single will, which is ensured by the presence of a manager appointed or elected by the owner of the property.
The effectiveness of teams depends on the size and composition of work groups, group norms, cohesion of people, the degree of conflict, status and functional roles of group members. An effective group is one whose size corresponds to its objectives and which includes people with dissimilar character traits, while group norms contribute to the achievement of the organization's goals and the creation of a spirit of collectivism, in which a healthy level of conflict prevails and high-status group members do not dominate.
For a manager, the team is the main support, so the rational organization of the team’s work is his urgent task. Teamwork is indispensable where, for one reason or another, it is not possible to clearly distribute job responsibilities between employees.
To create a workable organized team With a normal moral and psychological climate, sociological, psychological and other studies should be carried out.
The powers of the members of the workforce, which are determined by the Labor Code of the Russian Federation, other federal laws, are important for the activities of the enterprise. constituent documents organization, collective agreement. So, in accordance with Art. 21 Labor Code Russian Federation employee has the right to:
conclusion, modification and termination employment contract in the manner and under the conditions established by this Code and other federal laws;
providing him with work stipulated by the employment contract;
a workplace that meets the conditions provided for by state standards of organization and labor safety and the collective agreement;
timely and full payment wages in accordance with your qualifications, complexity of work, quantity and quality of work performed;
rest provided by establishing normal working hours, reduced working hours for certain professions and categories of workers, providing weekly days off, non-working days holidays, paid annual leave;
complete reliable information about working conditions and labor protection requirements in the workplace;
professional training, retraining and advanced training in the manner established by this Code and other federal laws;
association, including the right to create trade unions and join them to protect their labor rights, freedoms and legitimate interests;
participation in the management of the organization in the forms provided for by this Code, other federal laws and the collective agreement;
conducting collective negotiations and concluding collective agreements and agreements through their representatives, as well as information on the implementation of the collective agreement and agreements;
protection of your labor rights, freedoms and legitimate interests by all means not prohibited by law;
resolution of individual and collective labor disputes, including the right to strike, in the manner established by this Code and other federal laws;
compensation for harm caused to an employee in connection with the performance of his job duties, and compensation for moral damage in the manner established by this Code and other federal laws;
compulsory social insurance in cases provided for by federal laws.
These work collectives are called formal. Formal organization is a system social relations determined by regulations, instructions, orders and standards of enterprises. It is based on the recognition by leaders of the ideal behavior of organizational members. A formal organization or structure is necessary for a business (or any institution) to function at all. The formal structure is determined by what the main objectives of the enterprise are. To implement these tasks, the technically determined position of groups of people is formed and their job responsibilities are determined.
Formal structure is a system of roles and functions that people perform in relation to the main objectives of the organization. In the development of this structure, the role of power and the powers vested in organizations is great. Its main elements:
* division of labor (system of horizontal specialization);
* vertical subordination of positions;
* communication system.
In addition to them, in organizations there are informal teams - spontaneously formed groups of people who enter into regular interaction to achieve certain goals. These goals are the reason why informal organizations exist. Moreover, in a large organization there is not one, but several informal organizations.
Informal organizations have much in common with the formal ones into which they find themselves embedded. They are in some ways organized in the same way as formal organizations, i.e. have a hierarchy and leaders.
Leaders of informal organizations seek power and exercise influence over group members in the same way as leaders of formal organizations. The difference is that leaders of formal organizations are supported by delegated authority and operate within the specific functional area assigned to them. The support of informal leaders is their recognition by groups. In their actions, they rely on people and their relationships. An informal leader performs two main functions: helping the group achieve goals and supporting its existence, social interaction. Sometimes these functions are performed different people- two leaders.
Informal organizations also have rules or norms of behavior, but they are unwritten. They are supported by a system of rewards and sanctions. However, if a formal organization, its structure and type are built by management consciously, according to a pre-thought-out plan, then the structure and type of an informal organization arise as a result of social interaction.
The process of creating a team is very long. Western experts divide this process into 5 stages:
At the first stage, people unite unconsciously, spontaneously reacting to any emergency events;
At the second stage there are usually more conscious emotions;
At the third stage, the informal team is already united in an organized manner in order to jointly fight some external constant danger;
At the fourth stage, the factor that unites people is something positive, for example, establishing a foothold in competition, belonging to a prestigious club, etc.
At the fifth stage, people unite to solve major long-term goals that can only be solved collectively.
The level of team cohesion depends on the stage of its maturity.
There are several reasons why people join informal organizations:
1) the need for a sense of belonging to this organization;
2) the help that workers receive from informal organizations and that they do not receive from managers;
3) protection of workers, for example compliance with working conditions. Moreover, the protective function becomes most important when the leader is not trusted;
4) people’s need for communication. People want to know what's going on around them, but in many formal organizations they are not sufficiently informed. Moreover, managers sometimes deliberately hide information from their employees;
5) mutual sympathy between people. They often join informal groups in order to be closer to those they sympathize with.
Informal organizations can create problems: a decrease in the efficiency of the enterprise, the spread of false rumors and resistance to progressive changes, etc. At the same time, if group norms exceed officially established ones, informal organizations can bring benefits (dedication to the enterprise, a high spirit of collectivism and higher labor productivity ). To cope with potential problems and benefit from informal organizations, managers must recognize them, work with them, consider their decisions, listen to the opinions of their leaders and members, involve informal organizations in decision making, and suppress rumors by promptly providing official information.
In addition, the organization of a manager’s activities is affected by the relationship between formal and informal structures, since he has to perform many tasks and functions, the implementation of which directly depends on the correspondence between formal attitudes and those actions and their results that ultimately manifest themselves.
IN lately The idea of ensuring compliance between formal and informal structures and harmonizing their interaction is gaining great recognition. It can often be observed that the informal connections of members of an organization are consistent with the formal design of the organization. The interaction of formal and informal structures is not necessarily some random deviation. It happens all the time. Managers must take this into account and make efforts to use the interaction of the two structures in the interests of the business.
In terms of composition, teams can be homogeneous (homogeneous) and heterogeneous (heterogeneous).
Heterogeneous groups, differences between members of which may relate to gender, age, profession, status, level of education, etc., are more effective in solving complex creative problems. Therefore, today, when production places diverse demands on people, it is desirable that the workforce consists of dissimilar individuals with diverse abilities.
Homogeneous teams are better cope with simple tasks, especially in intensive work environments. Since their members understand each other better, the possibilities for their mutual influence and the formation of a commonality of views and positions are higher.
However, similarity increases internal competition and conflict, especially in purely women's groups who are characterized by excessive emotionality (therefore, other things being equal, the ratio of representatives of different sexes should be approximately the same).
By status teams can be divided into official And unofficial. The first, for example, the personnel of an organization or division, are legally formalized and operate within the legal framework. The latter are based on the desire of people to cooperate with each other, which is not recorded anywhere. The strength of such collectives lies in the fact that they cannot be legally and organizationally captured and tied to norms and rules.
By the nature of internal connections vary formal And informal teams.
In formal connections, connections are prescribed in advance; in informal ones, they develop spontaneously, by themselves. A formal team unites people only as representatives of positions, the interaction between which is initially predetermined by the technology of work.
However, a person cannot do without personal contacts, including when solving purely official problems. As a result, along with the formal, there arises informal team as a system unprogrammed business and emotional relationships.
Informal groups can be closed or open; stable and unstable; influential and uninfluential in relation to individuals and official structures.
The boundaries of formal and informal teams may not coincide, since some employees are not accepted into the informal one or, on their own initiative, adhere to neutrality.
But most people are simultaneously members of both, and are therefore influenced, on the one hand, by the official goals of the organization, and on the other, by the goals of the team.
If these goals coincide or do not contradict each other, the person will willingly support the official line. Otherwise, preference is usually given to informal goals, despite the possible serious confrontation with management. This is a disorganizing factor.
Typically, an informal team arises due to the need to compensate for the main disadvantages of the formal one, which consists of an impersonal approach to people and ineffective communications. Accordingly, there are two types of informal groups, each of which plays a specific role in management.
Informal helps solve formal problems in ways different from those officially prescribed. Since it is impossible to foresee and describe in detail the actions of employees, especially in the field of management, in case of difficulties, in order not to jeopardize their work, they often have to enter into unforeseen, although not prohibited, personal contacts. This helps to overcome the functional insufficiency of the formal team (the information that “an auditor is coming,” which gave Gogol’s mayor the opportunity to prepare in advance, quickly came through the system of informal channels).
According to J. Hanson and D. Krackhardt, informal groups take the form of a network. This could be a network of advisors, a network of trusted people with confidential information, a communication network that includes people who regularly discuss work issues.
Psychological an informal team (an informal group that does not have a production focus) is not at all connected with the corresponding formal one. Within its framework, people satisfy their need for communication, help and support, which is not provided to them by official management.
There can be as many informal structures of this kind as team members have reasons for communication (approaching preferred individuals, seeking benefits, etc.).
Over time, official formal groups begin to gradually evolve, moving away from the plan according to which they were created, and living their own lives. Informal ones, on the contrary, are formalized.
As a rule, no team can be either only formal or only informal, but contains both those and other elements. In practice, one part of the organization operates on the basis mostly formal principles (for example, accounting), the other - informal (scientific departments). Depending on the situation, the ratio of formal and informal aspects constantly fluctuates.
Based on lifespan teams are divided into temporary, designed to solve a one-time task, and permanent.
An important feature according to which teams can be classified is degree of freedom provided to their participants.
Firstly, we are talking about freedom of inclusion into a team (it ranges from the obligation of conscripts to serve in the army to complete voluntariness when joining a dog breeders club).
Secondly, we can talk about freedom of activity within a team (in one case, for example, a person must necessarily fulfill certain duties; in another, legal membership is sufficient; this allows people to simultaneously be members of several teams and be active primarily where it is most appropriate at the moment).
The possibility of membership in many groups is due to the multifaceted structure of the personality.
According to functions allocate instrumental teams focused on solving a specific problem, and emotional, the purpose of which is to satisfy personal needs and communication. In turn, the functional classification can be supplemented and detailed by classification according to types of activities.
The implementation of functions presupposes a certain degree of internal division of labor.
In some teams it exists only as a quantity, creating the possibility of complete interchangeability of workers. In others, there is a specificity of individual types of labor within the same quality, which already limits interchangeability. Thirdly, there is a deep qualitative division that generally excludes interchangeability, which complicates the normal functioning of the team in the event of the illness or departure of one of its members.
By size teams are divided into small and large.
In small between all participants there are constants personal contacts. This gives them additional flexibility and overall higher job performance and job satisfaction. The number of members of a small team, as a rule, does not exceed 20 (optimally 5-7).
Small teams, whose members are not only united by common interests and goals, consciously distinguish themselves from their environment, but also support among themselves not just personal, but friendly emotional contacts are called primary(at the same time, a small team can be secondary).
Usually these are homogeneous groups consisting of 2-5 people. Replacing participants in them sharply worsens the internal climate, or even simply destroys it.
Large teams where there are practically no direct connections between people are called secondary. They are usually formed according to the target principle, i.e. “for a task”, so the main importance here is given not to the personal qualities of the participants, but to their ability to perform certain functions. To manage such teams, special managers are needed.
If responsibilities (both performers and managers) are clearly distributed, people here can be replaced painlessly, because there will always be a person with the necessary knowledge and skills.
The impersonal nature of relationships in large teams leads to the fact that their members exhibit relatively low work activity and more often conflict with each other. Therefore, such teams are effective when performing primarily simple but large-scale work.
From the point of view attitude towards work The following types of teams are distinguished:
1) unable and unwilling to work. They are usually “motley” and consist of low-skilled employees;
2) partially capable and partially willing to work. They include a significant proportion of people who do not have the necessary knowledge and experience, but many are proactive and executive;
3) capable and willing to work. Their participants are characterized by high
professional level, social homogeneity, creative activity.
This allows them to delegate broad powers, even self-government.
MINISTRY OF EDUCATION OF THE REPUBLIC OF BASHKORTOSTAN SAOU SPO UFA COLLEGE OF ENTREPRENEURSHIP, ECOLOGY AND DESIGN
Abstract
discipline: “Human Resources Management”
TYPES OF LABOR COLLECTIVES AND FEATURES OF THEIR MANAGEMENT
Completed:
3rd year student gr. K9-5-11
Sayfullina Gulshat Denislamovna
Checked by: teacher: I.N. Zakharova
Introduction
Labor collective: concept and types
Informal groups
Influence and power
Conflict management
Conclusion
References
Introduction
Modern Russian management was formed under conditions of transition from an overly centralized, planned economy to a market economy in a short time. It largely inherited the features of the previous administrative-command system. And this is quite natural. Many modern organizations using new organizational and legal forms were formed on the basis of former Soviet enterprises. Many key positions in them are occupied by managers brought up in Soviet era. At the same time, organizations - business entities have been operating for several years in the conditions of a market, although still very inefficient, Russian economy and have acquired some of the most important features characteristic of entities market relations. The current level of development of production determines the need for collective work, which, in turn, determines the presence of a labor collective.
Effective activity of an organization requires knowledge of the patterns of functioning of labor collectives and their use. A work collective is understood as an association of workers engaged in joint labor activities. IN modern management exist various ways problem solving: specific methods for solving management problems, modeling management processes, information and technical support for decision-making, etc. In Russia, theoretical and applied statistics, economic and mathematical models for solving problems, engineering calculations, etc. have been developed quite well. Automation of information processing, production management, and decision-making processes is less developed. However, the effectiveness of management depends not only on the methods of solving problems, but to a huge extent also on the economic mechanism and the system of government regulation. Therefore, many management models (strategic and operational), successfully used abroad, cannot always be effectively applied in Russia, which is explained by different degrees of maturity of market relations. The purpose of this essay is to provide a holistic and systematic understanding of the workforce and its characteristics. A - relevance. Today, in the context of the global economic crisis, it is more important than ever to understand the processes that arise in the workforce as one of the elements of the management system as a whole. T - goals. The purpose of this test is to review the types of work collectives and their characteristics. Z - tasks. Therefore, in my work I set tasks: to study various types labor collectives, informal collectives, using teaching aids on management in the amount of 8 sources. The literature review is presented by the authors of management textbooks: Vershigora. HER.; Vesnin V. R.; Gerchikova I. N.; Deaf V.V.Mastenbroek U.Fertsova A. In the year of release no earlier than 2010. The test work is based on a textbook on the basics of management by A. K. Semenova, V. I. Nabokova, 2010.
1. Work collective: concept and types
A work collective is understood as an association of workers engaged in joint labor activities. They interact with each other in such a way that each person influences other persons and is at the same time influenced by them. Work collectives are created by management when they divide labor to organize a production, trade or other process. This association has organizational unity and is bound by common goals. Management must be based on a single will, which is ensured by the presence of a leader elected or appointed by the owner of the property. The effectiveness of the activities of teams (groups) depends on a number of factors: 1) the size and age and gender composition of working groups; 2) group norms; 3) cohesion of people; 4) degree of conflict; 5) status and level of education of group members.
Table 1 - Types, structure and results of work groups
Types of working groups Structure and functions Performance results 1 2 3 Working group target has the authority of senior management develops and implements new forms of labor organization, new technologies and projects links individual functions together group decision making includes managers, union representatives, etc. makes decisions on operational issues senior managers are involved can prepare and implement large-scale changes The working group is autonomous usually has profit center status produces products from start to finish, sometimes performs three tasks: providing the main activity with resources, producing goods (services), servicing a specific consumer participants master all types of work and can periodically change jobs (rotation) all management functions are performed the group has high level independence, workers in it are also up to 15 employees can greatly improve productivity radically changes the organization provides a synergistic effect and economies of scale eliminates the need for supervision of work Working group - business group small, autonomous entrepreneurial cell vested with administrative functions focused on a specific market has profit center status poorly structured without job hierarchy and formal instructions maximum delegation of rights and responsibilities to those directly running the business in the group everyone is responsible for everything and has as many rights as necessary highly qualified and broad-profile personnel, periodic rotation coordination of decisions decreases The management of the company (with a minimal staff) has a minimum of managerial functions, mainly determining policy and general rules, results measurement the group turns the company towards the consumer, brings it closer and allows it to respond flexibly to changes in demand employee initiative in setting and implementing goals the motivation of people and the efficiency of their work increases Traditional working group functional or production units performing a limited range of functions structure is predominantly hierarchical a functional unit unites a manager and specialists who implement a common management function and have similar goals and interests a production unit unites a manager and workers engaged in the manufacture of certain parts and differing in the types of work performed and qualifications improvement of the group’s performance results is achieved through the use of labor incentive systems, based on the final results of the work of the Problem-target and program-target groups (the first is intended to solve the problem that has arisen, the second is to develop a program within the framework of the organization’s development plan) up to 10-12 people on a temporary basis used in small and medium-sized organizations participants are fully included in the group or work part-time in it are created due to the need to prepare solutions for a wide range of problems faced by the organization allow for serious research provide rapid mobilization of efforts to solve the problem
The considered work collectives are called formal. A formal organization is a system of social relations determined by regulations, instructions, orders and standards of enterprises. Formal organization is necessary for a business (or any institution) to function at all. Formal structure is a system of roles and functions that people perform in relation to the main objectives of the organization. In the development of this structure, the role of power and the powers vested in organizations is great. Its main elements: 1) division of labor (system of horizontal specialization); 2) vertical subordination of positions; 3) communication system.
Informal groups (groups)
Informal groups are spontaneously formed groups of people who interact regularly to achieve certain goals. These goals are the reason for the existence of informal organizations. Moreover, in a large organization there is not one, but several informal organizations. Informal organizations have much in common with the formal ones into which they find themselves embedded. They are in some way organized in the same way as formal organizations, that is, they have a hierarchy and leaders who have influence over people and authority. The process of forming a team is very long. Experts usually distinguish 5 stages of the formation of informal groups: a) at the first, people unite unconsciously, spontaneously reacting to any emergency events; b) at the second stage there are usually more conscious emotions; c) at the third stage, the team is already united in an organized manner in order to jointly fight some external constant danger; d) at the fourth stage, the uniting factor between people is something positive, for example, establishing a foothold in competition, belonging to a prestigious club, etc.; e) at the fifth stage, people unite to solve major long-term goals, which can only be solved collectively. Informal groups can create problems: 1) reducing the efficiency of the enterprise; 2) spreading false rumors and resisting progressive changes; 3) in some cases, the organization is led away from solving problems; 4) the orientation of some organizations not towards achieving formal goals, but towards realizing the goals of informal groups and their leaders. At the same time, if group norms exceed officially established ones, informal organizations can bring benefits: dedication to the enterprise, high spirit of collectivism, higher labor productivity, maintaining the relief of social tensions in the team, maintaining high self-esteem and self-esteem among employees, acting as a kind of buffer between the individual and the rigid formal organization, softening its impact on people. As a result of industrial interaction between people, certain feelings, habits, expectations of sympathy and antipathy arise. Moreover, the more frequent and intense the interaction, the stronger the mutual feelings. As a result, a team of people quite tightly connected to each other is formed. They develop norms of joint behavior that accumulate past experience, are highly valued by people and are often carried out with more diligence than formal norms.
3. Influence and power
The manager, managing the work collective, influences it, as a result, the behavior of subordinates changes, as well as the relationships between them. The specific means by which one person can influence another can range from a whispered request to a threat of dismissal. For this influence to be purposeful and effective, the leader must exercise power. Power is the ability to influence the behavior of other people. Power can relate to the individual, the group and the organization as a whole. IN modern organization practically no one will completely obey the orders of one person just because he is the boss. Moreover, there is a dependence not only of the subordinate on the leader, but also of the leader on the subordinate. Therefore, to ensure optimal functioning of the team (group), it is necessary to properly apply power.
Power can exist but not be used. If an employee works according to the rules, then the boss does not need to use the power he has over him. In order to have power, the leader must control something that matters to the performer, which results in his dependence on the leader. These may be physiological or social needs, the need for security, respect and self-expression. There are two forms of influence that can motivate a performer to actively cooperate: persuasion and participation. Persuasion is the effective communication of one's point of view. It, like rational faith, is based on the power of example and the authority of the expert. The only difference is that the performer is fully aware of what he is doing and why. A leader who influences through persuasion does not tell the performer what to do. The ability to influence depends on a number of factors. First of all, a leader must be trustworthy. His argumentation must take into account the intellectual level of the performers. The goal set by the leader should not contradict the value system of the performers. An important advantage of influencing through persuasion is that the person being influenced will try to do a better job and more than is required because he believes that doing so will help satisfy his personal needs. Weak side influence through persuasion are slow influence and uncertainty. Exerting influence through the participation (involvement) of employees in management, the manager does not make any efforts to impose his will or opinion on the performers. In order for performers to accept the formulated goal, the leader simply directs their efforts and facilitates the free exchange of information. In this case, influence is successful because people work better towards the goal that was formulated with their participation. Thus, the leader uses fear, reward, tradition, charisma, reasonable faith, conviction and participation in management to influence the performer, appealing to his needs. However, the manager must also take into account other factors. Power must be strong enough to motivate others to work and directed towards achieving the goals of the organization. Moreover, the strongest influence will be exerted when the performer highly values the need to which he is appealing and thinks that his efforts will certainly meet the manager’s expectations.
Conflict management
In many work collectives, certain conflict situations arise periodically. A conflict (from the Latin conflictus - clash) is a contradiction between two or more parties, i.e. specific individuals or groups, when each party is confident in its rightness and makes sure that its point of view or goal is accepted, and interferes with the other side do the same. There is an opinion that conflict is always an undesirable phenomenon, that it must be avoided and immediately resolved as soon as it arises. In reality, conflicts can be functional, leading to increased organizational performance, or dysfunctional, leading to decreased group cooperation and performance. There are four main types of conflicts:
)-intrapersonal conflict. He can take different shapes. One of its most common forms is role conflict, when conflicting demands are placed on one person regarding what the result of his work should be. For example, a store section manager requires a salesperson to be in the department at all times, providing information and providing services to customers. Later, he expresses dissatisfaction with the fact that the seller spends a lot of time serving customers and pays little attention to replenishing the department with goods. Another situation: the immediate superior - the head of the department - instructed the merchandiser to speed up the quality check of shoes, and the quality manager insists on improving the quality check of shoes by slowing down technological process. Both examples indicate that performers were given conflicting tasks and were required to produce mutually exclusive results. In the first case, the conflict arose as a result of conflicting demands placed on the subordinate; in the second, due to a violation of the principle of unity of command. In some cases, the intrapersonal conflict that occurs within an individual is, by nature, a conflict of his goals or views. It becomes a conflict of goals when an individual chooses and tries to achieve mutually exclusive goals. It becomes a conflict of views when an individual admits the inconsistency of his thoughts, values and behavior in general.
)-interpersonal conflict (the most common). Managers often have to defend the interests of the team (allocation of resources, time to use equipment, etc.). Moreover, everyone believes that they must convince their superiors to allocate these resources to them. There may also be a clash between two specialists over the implementation of their projects. A conflict is also possible between two candidates for the same vacancy (position), as well as between individuals with different character traits, views and values.
) - conflict between an individual and a group. For example, an informal group establishes norms of behavior. Everyone must comply with them in order to be accepted into this group. However, if the expectations of the group are in conflict with the expectations of the individual, then conflict may arise. Conflict can also arise due to job responsibilities. A manager may be forced to take disciplinary measures that may be unpopular with subordinates. Then the group can strike back - change its attitude towards the leader.
)-intergroup conflict, i.e. between groups (formal and informal), as well as between the trade union and the administration. Functional groups often conflict with each other due to different goals. For example, a customer-facing sales department must always have large inventories to fulfill orders, which in turn leads to increased costs and, as a result, conflicts with the interests of finance and other departments.
Conflict resolution methods can be of different types:
)individual (personal approach);
)official (within the framework of developed instructions, regulations);
)social (taking into account social status groups);
)legal (actions within the law). At the same time, managers should not limit themselves to studying, listening to the opinion of only one party involved in the conflict, and on the basis of this draw conclusions and make decisions. It is necessary to study the arguments and arguments of both sides. Thus, conflict situations in work collectives are manageable. A significant role in overcoming them belongs to leaders and managers.
work team work conflict
Conclusion
This essay discusses: the concept of “work collective”, its types, powers; informal groups and stages of their formation; influence and power of the leader, their forms; the concept of "conflict", its types, causes and methods of resolution.
Research shows that those work teams whose members are approximately the same level of education and age function effectively. Moreover, the permissible spread increases with the average age of the group. To create an efficient, proactive workforce, it is advisable to: 1) look for outstanding workers; 2) bring inspiration; 3) captivate people by your own example; 4) when instructing, give freedom of action; 5) allocate time and resources to staff development.
Thus, the leader uses fear, reward, tradition, charisma, reasonable faith, conviction and participation in management to influence the performer, appealing to his needs. However, the manager must also take into account other factors. Power must be strong enough to motivate others to work and directed towards achieving the goals of the organization. Moreover, the strongest influence will be exerted when the performer highly values the need to which he is appealing and thinks that his efforts will certainly meet the manager’s expectations. Employee participation in management becomes an objective necessity for firms that use staff participation in profits based on property ownership. This combination, when an employee really feels like a co-owner of the company, increases his initiative and interest in solving production issues. Thus, conflict situations in work collectives are manageable. A significant role in overcoming them belongs to leaders and managers.
However, no less important task managers is to anticipate possible and emerging conflict situations, respond to them in a timely manner, resolve them, in some cases encourage the emergence of such situations and manage them to resolve problems.
References
1.Labor Code Russian Federation.
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Vershigora. E. E. Management: Proc. allowance. - M.: INFRA-M, 2010.
Glukhoye V.V. Personnel management: Textbook for universities. 3rd ed. -SPb.: Peter, 2009.
Gerchikova I. N. Management: Textbook. 3rd ed., revised. and additional - M.: UNITY-DANA, 2010.
Mastenbroek U. Management of conflict situations and development of organizations / Transl. from English - M.: INFRA-M, 2013.
Semenov A.K., Nabokov V.I. Fundamentals of management: Textbook. - 5th ed., revised. and additional - M.: Publishing and trading corporation "Dashkov and Co", 2010. - 556 p.
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