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Abstract: Labor collective and its types

21.09.2019

INTRODUCTION

1. Work collective: concept and types

2. Informal groups (groups)

3. Formation and diagnostics of the workforce

4. Influence and power

5. Participation of workers in management

6. Conflict management

Conclusion

List of used literature

INTRODUCTION

Modern Russia was formed under the conditions of the 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 time.

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 subjects of market relations.

A work collective is understood as an association of workers engaged in joint labor activities.

IN modern management There are various ways to solve problems: 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. At the same time, 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.

Purpose test work 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 the following tasks: to study different types of work collectives, the formation and diagnosis of the work collective and the participation of workers in management using teaching aids on management in the amount of 8 sources.

The basis for the test is a textbook on the basics of management by the authors Semenova A.K., Nabokova V.I. 2008. This textbook examines in more detail the types of work collectives, the formation and diagnosis of a work collective, and the participation of workers in management.

1. Work collective: concept and types

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.

The effectiveness of teams (groups) depends on a number of factors:

size and age and gender composition of working groups;

group norms;

cohesion of people;

degree of conflict;

status and functional roles of group members;

level of education of group members and others.

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.

The team for a manager is main support, therefore, the rational organization of the team’s work is its urgent task. Teamwork is indispensable where, for one reason or another, it is not possible to clearly distribute job responsibilities between employees.

Management practice in modern conditions has developed several types of working groups. A work group is a certain collection of people who perceive themselves as a group with some common goal and are organized within it. The main types of these groups, which have a mainly target orientation, are given in Table. 1.

Some experts classify two more very specific types of groups as working groups (teams). Thus, a leader’s group (team) consists of a leader and his immediate subordinates, who, in turn, can also be leaders. A typical command group is the company president and vice presidents. The same group is formed by the store director and heads of its departments.

Another group is a permanent committee (collegium, audit committee, review committee wages, planning group, board of the company and consumer union, board of directors, etc.) within the organization - a collegial body that is an addition to the existing management structure. Working on a regular basis, it is, as it were, layered on top of a management structure that already ensures the implementation of all management functions. Not always having the rights to make decisions, these bodies participate in their preparation. Distinctive feature their is group decision making and implementation of actions.

Table 1 - Types, structure and results of work groups

Types of pAworking groups	Structure and functions	The results of the figurebness

*Working group* e *left*	has powers senior management manuals 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	high-ranking managers are involved can prepare and implement large-scale changes
*Autono Working Group* m *Naya*	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 * 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
R A *working group - business group*	* small, autonomous entrepreneurial cell * endowed 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 is reduced * the management of the company (with a minimal staff) has a minimum of management functions, mainly determining policies and general rules, measuring results	* 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 * increased motivation of people and the efficiency of their work
R A *traditional drum 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 group performance results is achieved through the use of labor incentive systems, based on the final results of work
*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 development plan* A *tion)*	* before 10-12 Human * 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 encountered by the organization	* allow for serious research * provide quick mobilization of efforts to solve the problem

The considered 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. 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.

The powers of the members of the workforce, which are determined by the Labor Code of the Russian Federation, other federal laws, the constituent documents of the organization, and the collective agreement, are important for the activities of the enterprise. So, in accordance with Art. 21 of the Labor Code of the Russian Federation, an 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 in in full payment of wages in accordance with their qualifications, complexity of work, quantity and quality of work performed;

Rest ensured by the establishment of normal working hours, reduced working hours for certain professions and categories of workers, the provision of weekly days off, non-working 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.

Management of work collectives and the organizational behavior of people always occurs in the dialectical unity of two processes: group self-organization, self-government and unity of command. An important task for managers is to reconcile these processes. At the same time, it is almost impossible to do this completely, since the personal, group and organizational goals and interests of the participants in joint activities differ.

The solution is seen in the transition to methods of working as a single team. Today, a cohesive team is synonymous with a strong and successful management style inherent in managers at all levels. Some experts in organizational behavior argue that teamwork methods are the highest and most effective form of combining group self-government and unity of command in an organization. At the same time, even a team of like-minded people united around its leader does not always achieve maximum results, primarily due to the emergence of internal disagreements.

This problem is largely solved by using the experience of Japanese companies, where managers achieve a general consensus on what to accept management decisions is preceded by a comprehensive discussion of pressing problems, in which all members of the working group participate. Everyone freely expresses their opinion. At the same time, additional information, clarifications, advice, and written reports are often requested. Thus, agreement is reached. It is advisable to use this method of collective management decision-making in Russian conditions.

2. Informal groups (groups)

In a formal organization, despite the very detailed regulation of its activities, not all means of functioning are clearly defined and not all aspects of functioning are formalized. Instructions do not, and cannot, cover everything that happens in organizations. Moreover, attempts to regulate absolutely everything often lead to a decrease in the efficiency of their work. The reason is that the main element of any modern organization is people, and therefore it is advisable to consider it at the same time as an informal education. With this approach, the organization is considered as a team of employees, the main element of which is social groups: demographic, age, national, professional qualifications and others, among which are the so-called socio-psychological groups that regulate non-productive connections of people.

Thus, informal groups are 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 way organized in the same way as formal organizations, that is, they have a hierarchy and leaders who have influence over people and authority.

Leaders of informal organizations (they are not always formal leaders) seek power and use means of 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. Moreover, 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 forming a team is very long. Experts usually highlight 5 stages of formation of informal groups:

in the first, people unite unconsciously, spontaneously reacting to any emergency events;

at the second stage there are usually more conscious emotions;

at the third stage, the team is already united in an organized manner in order to jointly fight some external constant danger;

at the fourth stage, the factor uniting people is already something positive, for example, establishing a foothold in competition, belonging to a prestigious club, etc.

at the fifth stage, people unite to solve large long-term goals that can only be achieved collectively.

Thus, the level of team cohesion depends on the stage of its development and maturity.

There are several reasons why people join informal organizations (groups):

the need for a sense of belonging to a given organization;

the help that workers receive from informal organizations and that they do not receive from managers;

worker protection, such as compliance with working conditions. Moreover, the protective function becomes most important when the leader is not trusted;

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;

the desire of some young people to unite along prestigious interests and distance themselves from the rest of the team;

mutual sympathies of people, connections between them, family relationships. They often join informal groups in order to be closer to those they sympathize with.

Informal groups can create problems:

Decrease in the efficiency of the enterprise;

Spreading false rumors and resisting progressive change;

In some cases, the organization is led away from solving problems;

The focus of some organizations is not on achieving formal goals, but on realizing the goals of informal groups and their leaders.

At the same time, if group norms exceed formal norms, informal organizations can provide benefits:

dedication to the enterprise;

high spirit of collectivism;

higher labor productivity;

maintaining the social integrity of the team;

relieving social tension in the team;

maintaining high self-esteem and self-esteem among employees;

acting as a kind of buffer between the individual and a 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.

To cope with potential problems and benefit from informal organizations, managers must recognize them, work with them, incorporate their decisions, involve informal organizations in decision-making, and curb rumors by promptly providing formal information.

In addition, the manager must know the statuses and roles of members (who occupies what position in the group), personal likes and dislikes, strength and conformity of group members (who influences whom, and who follows whom, who is ready to listen to whom and obey whom). ).

The result 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 of formal attitudes and those actions and their results that ultimately manifest themselves.

In our country, in the course of empirical sociological research, the position of harmony and unity of formal and informal structures in organizations has often been put forward. Now the question of establishing relations between formal and informal structures arises and is being resolved in practice.

IN Lately The idea of ensuring compliance between formal and informal structures and harmonizing their interaction is gaining great recognition. The interaction of formal and informal structures is not necessarily a random deviation.

3. Formation and diagnostics of the workforce

A very important task is to create efficient, cohesive work teams capable of solving problems that arise before the organization. There are many recommendations on this issue, which, as a rule, are scattered.

Socioanalytic studies have shown that the maximum number of informal roles of team members is eight (with a larger number of permanent participants, the core is divided into parts that do not coincide in the method and pace of solving identical problems). In a well-structured core of an integral, non-divided team, easily distinguishable informal roles are distinguished.

In a work collective, there inevitably exists a socio-psychological hierarchy, a pyramid of power, which can be depicted schematically. At the top, in the middle and at the base of the pyramid there are informal roles of varying status, designated for convenience by the same letters as the communicative tasks they perform (Fig. 1).

Figure 1. Pyramid of power in the workforce

Studying informal roles allows you to create a functionally balanced team in advance, saving time on grinding in and random selection. To do this, let’s consider which sociotypes are the most likely candidates for certain levels of power.

The informal role is “leader” (F). Only the most influential member of the group, enjoying universal authority, can become a true leader. He represents the power center of the team, confidently coordinating its movement in the communicative space. A true leader is not demonstrative, not fussy, and not emotional.

Next come the informal roles of the first echelon. First of all, the informal role of the “motor of the group” is (R). Human, who applies for this role must be very efficient and hardy. He cannot help but work and, by his example, includes others in the work. The engine of the group is almost always in motion and does not tolerate laziness and slackness. Yes, he practically does not know how to rest. All his efforts are aimed at maintaining the working rhythm in the group. Despite all his energy, the person performing the R-role is not the informal leader of the group. He is its motor center, not its power center. R-types are often bosses, but this is more an expression of formal, official leadership than group leadership.

Next is the informal role of “emotional involver” (E). This is the most sociable and expressive member of the group. Moreover, his communication style should be in to a greater extent assertive rather than calming. The power of authority and impellent coercion alone is often not enough for the team to get involved in work quickly and in an organized manner. A very important part of team mobilization is “ignition,” an emotional outburst.

Another informal role is “idea generator” (I). Only the most out-of-the-box thinking member of the team becomes one. The idea generator is required to constantly produce promising guesses and insights - such finds, discoveries and proposals on the basis of which a strategy for the long-term development of the organization can be built. The idea generator differs from other workers in its intellectual courage and thirst for knowledge.

This is followed by informal second-tier roles. First of all, the role of “systematizer” (L). This role is played by the most balanced member of the team, free from subjective biases. What is required from him is not vigorous activity, but, on the contrary, cold detachment, the ability to compare opposing points of view and make an objective judgment. Phlegmatic by temperament, a systematizer is leisurely and assiduous, works well with documents, organizes everything, brings it into a system.

Next is the informal role of “reflector” (T). The task of this team member is to serve as a mirror of current events, to reflect all the dynamics of change. The requirements for a candidate for the T-role are subtle sensitivity, the ability to notice significant details and react to them in one way or another, to convey impending changes (whether positive or negative trends) to all members of the team.

The next informal role is “harmonizer” (R). In any hard-working team, misunderstandings and friction arise between its members. There are no teams that are completely emotionally stable. Any development occurs through the struggle of opposites, which is well reflected by the T-member of the team. Disputes that break out, if they are difficult to quickly reconcile, are usually most easily resolved by the L-member of the team - the group judge. The R member is responsible for peace and tranquility in the group. He is a sensitive, non-aggressive person, able to understand and forgive. He is not very active, he knows how to hide his own feelings and experiences. People are drawn to him and seek advice in complicated life situations.

Another informal role is “closer” (S). This is the main executive force of any well-coordinated team. There may be several of them in a universal team. The person claiming this role is distinguished by his sense of mastery over his territory. He is pragmatic, knows how to design his products with high quality, and expects a decent reward for his work. The closer does not take part in the struggle for power; he is quite happy with the second echelon. But, by guaranteeing high-quality work, he quite legally protects his personal interests and stable financial situation. The final design of all products of the team’s activities - both material and informational - passes through his hands.

It should also be noted that the practice of socioanalysis has a large number of facts in favor of the fact that there are two opposite paths of development of groups and society itself - stable, characterized by smoothness and gradualness of actions and events, and spasmodic, which is characterized by sudden accelerations and decelerations in development.

bring inspiration;

It should also be taken into account that a cohesive team is based not on competition, but on cooperation between its employees. Communication mechanisms for coordination can be accelerated if trainings are periodically conducted with employees business communication. Establishing cooperative relationships is useful both within and between departments. Proper distribution of informal roles eliminates power struggles and prevents divisions.

Trainings contribute to the development of what is so valued in a mature society - corporate spirit (esprit de corps). This is what ultimately determines the image of the company. This creates a favorable psychological atmosphere, which supporters of the doctrine of “human relations” rely on as the main factor in the success of the organization.

Very important practical significance To form an efficient, organized team with a normal moral and psychological climate and its functioning, diagnostics, sociological, psychological and other research is necessary.

4. Influence and 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. Defining power as an organizational process implies that:

power is the potential available to its user, i.e. it exists not only when it is used;

there is an interdependence between the one who uses power and the one to whom it is applied;

the one to whom the power is applied has some freedom of action.

In a modern organization, almost no one will completely obey the orders of one person simply 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.

It should be noted that in recent years, significant intellectual, and in some cases, financial differences between managers and subordinates have been overcome. Under these conditions, it becomes increasingly difficult to base power solely on coercion, reward, tradition, charisma, or even competence. Therefore, the manager should cooperate with the performers in order to be able to influence them.

There are two forms of influence that can motivate a performer to actively cooperate: persuasion and participation.

Belief - it's about communicating your point of view effectively. 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. He, as it were, “sells” to the performer what needs to be done.

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. The weaknesses of influencing through persuasion are slow impact and uncertainty.

It must be borne in mind that while exerting influence through persuasion, one cannot give up other forms of influence and power. Thus, charisma only contributes to persuasion by helping the listener identify with the leader. Influence through tradition and reward strengthens persuasion and increases trust in the leader. If the performer knows that the leader has the ability to force him, but tries to avoid this, the power of persuasion increases significantly.

We can also consider manipulation of the environment - the use of various forms of influence on the environment, that is, influencing an object through the people around it.

Manipulation can be used when different types relationships when methods of direct influence do not work or for some reason are undesirable. At the same time, it usually requires a lot of time, is difficult to use, and unreliable if used frequently.

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 all this, influence is successful because people work better towards the goal that was formulated with their participation.

This approach can only be used in cases where needs such as power, success or self-expression are active motivating factors, and provided that the performer can be relied upon to work towards goals of his own choosing.

Thus, the leader uses fear, reward, tradition, charisma, reasonable faith, conviction and participation in management to influence the performer, appealing to his needs. At the same time, 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.

5. Participation of employees in managementeresearch institute

The most important characteristic of the management system of the organization and the workforce is the participation of team members in management organization (division).

Numerous studies and observations of the activities of labor collectives and workers show that the participation (in one form or another) of workers in management gives the following positive results:

the use of the organization's human potential is improved;

employee motivation to work increases;

productivity and labor efficiency increase;

with the participation of employees in discussing proposed changes, they are less resistant to these changes;

the communication system in the organization develops, the communication system opens from below and thereby weakens the pressure on management from subordinates.

The participation of employees in management is based on the fact that many of them have a completely natural desire to participate (in one form or another) in the management of the organization (division), in the processes occurring in the organization that are related to their activities, although they go beyond the scope of their work. work and tasks to be solved.

Only some employees prefer to work under an authoritarian leadership style and to be in tightly controlled situations.

In some cases, the involvement of employees in management is associated with some renunciation of power by managers in solving current issues, providing the necessary powers to employees and assigning them responsibility for solving problems. Relinquishment of power is advisable where:

people have achieved high qualifications;

employees have experience and desire to work independently;

people have a high level of honesty and consciousness;

there is an uncertain situation where people at the grassroots can see better.

World practice has accumulated a wealth of experience in employee participation in management.

As an example, we can cite relatively independent associations of workers into autonomous teams, quality circles (in Japan they have existed since the early 50s, in Europe they began to be established since the 80s of the last century), and work groups that have become very widespread. These are self-regulating organizational structures that, within their competence, plan their activities and monitor their results. These small groups of workers - 10 or fewer members - meet weekly and discuss special problems and suggestions for improvement for an hour. Grassroots managers usually attend and participate in such meetings, but it is the workers who lead the discussions. When decisions are made or actions are proposed, they are submitted to management for approval. In this case, approval is usually guaranteed.

This organization of work is seen as an important element of structural changes that democratize management, the goal of which is to achieve maximum productivity of qualified workers.

Russian legislation on these issues is at the stage of formation; the rights of labor collectives in managing organizations are very limited. However, Art. 52 and 53 of the Labor Code of the Russian Federation provide for some participation of employees in the management of the organization (directly or through their representative bodies).

IN Russian Federation On June 24, 1998, Federal Law No. 115-FZ “On the Features of legal status joint stock companies workers (national enterprises)". Such enterprises are created within a certain number of employees - at least 51 people. Their creation can be carried out by transforming existing commercial organizations, where the state share does not exceed 25%, on the initiative of their participants and with the consent of the majority of workers.

6. Conflict management

In many work collectives, certain conflict situations arise periodically.

Conflict (from lat. conflictus - clash) is a contradiction between two or more parties, that is, 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 prevents the other party from doing 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. More precisely, conflicts can perform both positive and negative functions (Table 3). The predominance of certain functions of conflicts depends mainly on their management.

Table 3 - Functions (consequences) of conflicts

Positive

Negative

Relieving tension between conflicting parties.

The parties are more willing to cooperate in the future.

Strengthening people's sense of involvement in solving a problem and facilitating its implementation.

Identify problems before implementing a solution.

Expanding the range of alternative solutions to the problem.

Obtaining new information about the participants and motives of the conflict, about possible opponents.

Uniting the organization's team in confrontation with an external enemy.

Stimulation for change and development.

Reducing the submissive syndrome in subordinates.

Large material and emotional costs of participating in the conflict.

Increased staff turnover, decreased discipline, deterioration of the moral and psychological climate in the team.

Viewing another group as the enemy.

Excessive involvement in conflict to the detriment of work.

Giving greater value winning the conflict than solving the problem.

Reduction or cessation of cooperation between parties to the conflict.

Increased hostility between conflicting parties.

Difficult restoration of business contacts (“conflict trail”).

Increased unproductive competition with other groups.

Perceiving one's goals as positive and the other party's goals as negative.

There are four main types of conflicts.

The first type is 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.

The second type is interpersonal conflict (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.

The third type is a 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. Moreover, if the expectations of the group are in conflict with the expectations of the individual, then a conflict may arise.

Conflict can also arise based on 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.

The fourth type is intergroup conflict, that is, 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.

Structural methods of conflict resolution are:

clarification of job requirements. It must be explained to each employee and group what results are expected from them, who provides and who receives information, and what the system of authority and responsibility is. In some cases, it is advisable to make additions or changes to existing job descriptions of employees or to regulations on departments;

detailed, justified and secured by relevant provisions distribution of powers (functions) between conflicting divisions, divisions and branches (representative offices) of the organization;

the use of special coordination and integration mechanisms for conflicting units. Establishing a hierarchy of authority allows you to streamline the interaction of people. In conflict management, an important role is played by services that communicate between functional groups (task groups, meetings), departments, employees;

establishment of organization-wide comprehensive goals. To achieve these goals, the joint efforts of two or more employees or departments are required. So, if three sectors of the sales department conflict with each other, goals should be formulated for the department as a whole. Likewise, setting clear goals for the enterprise as a whole should encourage department heads to make the decisions necessary to achieve the goals of the enterprise, not just its subdivisions;

developing a mechanism for maintaining a certain balance, a balance between departments whose functions overlap, but whose unification is impractical or impossible;

"separation" of parts of the organization - divisions, employees as participants in the conflict ("separation" by resources, goals, means) or reducing their interdependence;

changing the organizational structure of enterprise management, division or merger of divisions in order to resolve a conflict situation

use of a reward system. Employees and departments that contribute to organizational goals, help other groups, and try to approach problems in a holistic manner should be rewarded.

Conflict resolution techniques may have different character:

* individual (personal approach);

* official (within the framework of developed instructions and 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.

At the same time, an equally important task for managers is to anticipate possible and emerging conflict situations, respond to them in a timely manner, resolve them, and in some cases encourage the emergence of such situations and manage them to resolve problems.

Conclusion

This test paper examines: the concept of “work collective”, its types, powers, formation and diagnosis; informal groups and stages of their formation; manager's influence and power, their forms; participation of workers in management; 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. In this case, it is advisable to assemble teams with members of the same social circle, with approximately the same standard of living and marital status.

To create an efficient, proactive workforce, it is advisable to:

look for outstanding employees;

bring inspiration;

captivate people by your own example;

when instructing, to give freedom of action;

allocate time and resources to staff development.

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.

Tests

1) The work collective is...

1.1 association of employees carrying out joint labor activities;

1.2 permanent committee;

1.3 spontaneously formed groups of people who interact regularly to achieve certain goals;

1.4 group of interested workers.

2) Informal groups are...

2.1 spontaneously formed groups of people who interact regularly to achieve certain goals;

2.2 association of employees carrying out joint labor activities;

2.3 personal sympathies of managers and employees;

2.4 sporting interest.

3) Power is...

3.1 the ability to influence the behavior of other people;

3.2 sympathy for the workforce;

3.3 participation in the process;

3.4 ability to enjoy control.

4) Conflict is...

4.1 controversy between two or more parties;

4.2 contradiction between specific individuals or groups;

4.3 effective team management

4.4 method of dispute resolution

5) The effectiveness of the activities of teams (groups) depends on:

5.1 size and age and gender composition of working groups;

5.2 personal sympathies of individual participants;

5.3 human cohesion;

5.4 degrees of conflict.

List of letters usedAtours

1. Labor Code of the Russian Federation.

2. Vershigora. E. E. Management: Proc. allowance. - M.: INFRA-M, 2008.

3. Vesnin V. R. Fundamentals of management: Textbook. 2nd ed. -M.: Triada, LTD, 2007.

4. Gerchikova I. N. Management: Textbook. 3rd ed., revised. and additional - M.: UNITY-DANA, 2005.

5. Deaf V.V. Management: Textbook for universities. 3rd ed. -SPb.: Peter, 2006.

6. Mastenbroek U. Management of conflict situations and development of organizations / Transl. from English - M.: INFRA-M, 2005.

7. Semenov A.K., Nabokov V.I. Fundamentals of management: Textbook. -- 5th ed., revised. and additional - M.: Publishing and trading corporation "Dashkov and Co", 2008. - 556 p.

8. Fertsov V. G., Fertsova A. V. Management: an integrated approach: A textbook for higher educational institutions. - M.: Prior, 2005.

MINISTRY OF EDUCATION OF THE REPUBLIC OF BASHKORTOSTAN SAOU SPO UFA COLLEGE OF ENTREPRENEURSHIP, ECOLOGY AND DESIGN

Essay

discipline: “Human Resources Management”

TYPES OF LABOR COLLECTIVES AND FEATURES OF THEIR MANAGEMENT

Performed:

3rd year student gr. K9-5-11

Sayfullina Gulshat Denislamovna

Checked by: teacher: I.N. Zakharova

Introduction

Work collective: concept and types

Informal groups

Influence and power

Conflict Management

Conclusion

Bibliography

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 raised in Soviet times. 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 subjects of 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, there are various ways to solve problems: 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 good enough. 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 the following tasks: to study various types of work collectives, informal groups, using management textbooks 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 gender and age 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 Results of activities 1 2 3 Target working group 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 a high level of independence, the employees in it 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 management functions, mainly determining policies and general rules, measuring results 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 the 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 use 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 a modern organization, almost no one will completely obey the orders of one person simply 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. The weaknesses of influencing through persuasion are slow impact 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. It can take different forms. One of its most common forms is role conflict, when conflicting demands are made 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 the 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 based on 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 the social status of 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, an equally important task for managers is to anticipate possible and emerging conflict situations, respond to them in a timely manner, resolve them, and in some cases encourage the emergence of such situations and manage them to resolve problems.

Bibliography

1. Labor Code of the Russian Federation.

2. Vesnin V. R. Fundamentals of management: Textbook. 2nd ed. -M.: Triada, LTD, 2012.

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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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(brain attack). 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; to realize 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 united to work together while preparing a collective report and presenting it. 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 decisions controversial issues or problems, as well as coordination of certain 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 employee, a well-managed group performs many times better than a group not managed 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 rises 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 within 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 are 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; with the help of rewards and sanctions of a 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 group's goals are quite different from the organization's goals, 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 stems 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 professional activity of the work collective: disunity disorganizes collective actions, while cohesion organizes them.

management style team

Collective work can achieve much greater results than the scattered work of the same number of people. This is due to the enormous potential of the workforce.

Collective work allows you to:

transfer your knowledge and skills to other team members, receiving in return recognition and gratitude for this, and, if necessary, gain new knowledge and skills;

set goals of a much higher order and solve very complex and voluminous tasks than working alone;

have sympathy, empathy for your colleagues and receive their support not only in the work process, but also in everyday life and other vital issues;

demonstrate the abilities, creativity and initiative of each employee, put forward new ideas and rationalistic proposals;

increase the sense of responsibility not only for own work, but also for their comrades, jointly decide and achieve implementation decisions taken, act according to the principle “one for all, all for one”;

Let's consider the classification of teams.

In terms of composition, teams can be homogeneous (homogeneous) and heterogeneous (heterogeneous).

Heterogeneous teams, 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 perform better on simple tasks, especially in intense 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.

By status, teams can be divided into 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.

The nature of internal connections distinguishes between formal and informal teams.

In formal relationships, 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 one, an informal team emerges as a system of unprogrammed business and emotional relationships.

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.

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).

The psychological 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.

Based on the duration of their existence, teams are divided into temporary, intended to solve a one-time task, and permanent.

An important feature according to which groups can be classified is the degree of freedom provided to their participants.

In accordance with the functions, instrumental groups are distinguished, focused on solving a specific task, 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 by type of activity. The implementation of functions presupposes a certain degree of internal division of labor.

Based on size, teams are divided into small and large.

In small ones, there are constant personal contacts between all participants.

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 maintain not just personal, but friendly emotional contacts among themselves, are called primary (at the same time, a small team can also 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 groups, where there are practically no direct connections between people, are called secondary. They are usually formed according to the target principle, that is, “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 of attitude to 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 a high professional level, social homogeneity, and creative activity.

This allows them to delegate broad powers, even self-government.

Team structure

Any team has a certain structure. She may be:

· functional – based on the division of labor and determination of production tasks for each employee;

· socio-demographic – in accordance with age and gender composition, level of education and qualifications, etc.;

· socio-psychological – based on the likes and dislikes of employees;

· behavioral – determined by the activity of employees;

· motivational – depending on the driving factors of behavior;

· political – in accordance with affiliation or sympathy with certain political parties or groups.

As a rule, in any team there is not one, but several structures, and in order to improve the efficiency of team management, the leader must have an idea not only of the theoretically possible division of the team based on certain characteristics, but also how this happens in practice.

Let's consider some basic classifications of teams, since knowledge of their characteristics is important for their successful management.

In terms of composition, teams can be heterogeneous (dissimilar) and homogeneous (homogeneous).

In heterogeneous teams, differences between members may relate to gender, age, profession, status, level of education, etc. In most cases, heterogeneous teams are more effective in solving complex creative problems.

Homogeneous teams are better at 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 all-female groups, which are characterized by excessive emotionality (therefore, other things being equal, the ratio of representatives of different sexes should be approximately the same, but different-sex groups are more suggestible than same-sex groups).

Based on status, teams can be divided into two groups:

1. Official – legally formalized and operating within the legal framework.

2. Informal - based on the desire of people to cooperate with each other, which is not recorded anywhere. Their strength lies in their inability to be legally and organizationally captured and tied to norms and rules.

The nature of internal connections distinguishes between formal (they unite people only as representatives of positions, the connections between which are initially predetermined by the technology of work) and informal groups (unprogrammed emotional connections that a person cannot do without, including when solving purely official problems; they form by themselves when presence of common interests).

It must be borne in mind that no team can be only formal. In practice, everything depends on the characteristics of production activities. For example, accounting operates on the basis of predominantly formal principles, while scientific departments operate on informal principles.

Depending on the time factor, teams can be permanent or temporary. The peculiarities of temporary teams are that they are created to solve a one-time task. As a rule, this task is cross-functional in nature, i.e. extends beyond the boundaries of individual departments and its solution requires specialists from different departments.

The sizes of the teams are:

1. Small (up to 15 members) – there are constant personal contacts between all participants (including informal ones), which gives them additional flexibility and, in general, higher productivity. If contacts between people are not just personal, but also emotionally charged (friendly), we are talking about primary teams (usually they have no more than 7 participants). Replacing people in them sharply worsens the internal climate, reduces work efficiency, and even simply destroys them.

2. Large teams, where there are practically no personal connections between people, are called secondary. They are usually formed according to the target principle, i.e. “according to the task”, therefore the main importance here is given not to the personal qualities of the workers, but to the ability to perform certain functions. People (both performers and managers) can be replaced here painlessly, since there will always be a person with the necessary knowledge and skills.

The impersonality of relationships in large teams leads to the fact that their members show relatively low labor activity, so they are effective when performing simple but large-scale work.

Conclusion

To summarize, it should be noted that a team is, first of all, a structured and motivated group of people in a certain way. Working in a friendly, close-knit team almost always stimulates a person to achieve better results. At the same time, it should be taken into account that depending on the nature of the team itself, its influence on the individual can be favorable or unfavorable. Thus, a positively minded team is able to resist the antisocial behavior of an individual, while a negatively minded team can itself have a corrupting influence on it.

In turn, people also try to influence the team and make it more convenient for themselves. A strong personality can even subjugate him; the weak one, on the contrary, herself submits to him, dissolves in him in exchange for caring about her well-being.

An ideal situation, from a managerial point of view, is characterized by trusting partnerships between the workforce and its participants, who do not renounce their own positions, but respect common goals and needs.

TOPIC 7. Leadership in personnel management