Organizational factors. Abstract organizational factors

Catalog :: Psychology

Abstract: Stress and its features

Introduction

Stress concept

Causes and signs of stress

CONCLUSION

Organizational factors influencing communications

Organizational factors

Abstract

“Stress and stressful conditions”

25.09.2019

STATE EDUCATIONAL INSTITUTION

HIGHER PROFESSIONAL EDUCATION

"BELGOROD STATE UNIVERSITY"

INSTITUTE

STATE AND MUNICIPAL ADMINISTRATION

DEPARTMENT OF SOCIAL TECHNOLOGIES

ORGANIZATIONAL FACTORS AFFECTING COMMUNICATION

Coursework

3rd year full-time students, group 110802

specialty "Human Resources Management" in the discipline

"Organization Theory"

Koroveva Darina Vladimirovna

Scientific supervisor:

candidate of sociology sciences, assistant

Bublikov V.V.

Belgorod 2010


INTRODUCTION		……………………………………………………......

		THEORETICAL FRAMEWORK FOR STUDYING ORGANIZATIONAL FACTORS AFFECTING COMMUNICATIONS……………………….......

		PRACTICAL ANALYSIS OF THE INFLUENCE OF ORGANIZATIONAL FACTORS ON COMMUNICATIONS USING AN EXAMPLE « TERRITORIAL FUND OF COMPULSORY HEALTH INSURANCE OF BELGOROD TFOMS BO » ………….………………………………………


CONCLUSION		………………………………………………………..
LIST OF SOURCES AND REFERENCES		……………………………………………………......

INTRODUCTION

Relevance of the course research topic. Currently, the actualization is due to expert estimates, which show that up to 80% of the working time of managers at all levels is spent on certain types of communication. Information is one of the most important management tools. By analyzing and transmitting information, then receiving feedback signals, the manager plans, organizes, coordinates and motivates subordinates. Thus, every manager has a responsibility to be a communicator.

Communication is a vital system of an organization: if the flow of messages in an organization is somehow eliminated, it will cease to exist.

Communication provides the means to develop and implement decisions, provide feedback, and adjust the goals and procedures of the organization in accordance with the requirements of the situation. Therefore, both managers and executives must understand the basic concepts and applications of communication technologies and be able to make important decisions regarding their use.

We must be able to manage information and improve our business by using it correctly to improve the efficiency of work, production of goods or services. A manager needs to know the means of communication well, be able to use them correctly in the communication process, and overcome communication barriers of misunderstanding.

All types of management activities are based on the exchange of information, which is why communications are called connecting processes. The manager has to comprehend large volumes of information, among which there is information that does not affect the management process. Therefore, the work focuses on the effectiveness of communications, i.e. exchange of information that has a direct impact on the management of the organization. An effective manager is one who knows how to quickly select effective ones from the general flow of communications, i.e. useful for the management process.

The degree of knowledge of the topic. Today there is extensive experience in communication analysis in various spheres of human existence. Communication is one of the constantly studied objects of management science. Scientists have developed many models of communication, considering it from the point of view of linguistics, theatrical art, psychology, philosophy, and management. One of the first theorists of organizational behavior, Charles Bernard, noted that in any sufficiently complete theory of organization, communication will take a central place, because the structure, size and scale of activities of organizations are almost completely determined by means of communication. Later, D. Katz and R. Kahn wrote that communication is a social process that is essential for the functioning of any group, organization or society, and that it forms the very essence of a social system or organization.

The study of communication in organizations is carried out by Russian scientists such as B.Z. Milner, G.G. Pocheptsov, and foreign R. Blundell, S. Black. Common to all studies is the assertion that organizational communication is the process by which managers develop a system of providing information to a large number of people within the organization and to individuals outside it.

From a philosophical point of view, Michel Foucault studied communication processes. He proposed to distinguish between three periods of human history: Renaissance-16th century; Rationalism - 18th century; modernity-20th century. These periods, in his opinion, must be divided according to the relationship between “words” and “things” within each of them.

Research problem. The problem is caused by a lack of communication or poorly organized ways of transmitting information in organizations, which causes difficulties in production.

Object of study is a state non-profit organization Territorial Compulsory Medical Insurance Fund BO.

The subject of this course work is the process of managing organizational communications in the TFOMS BO.

The purpose of our course work: analyze the essence, elements and stages of the communication process within the organization using the example of the Territorial Compulsory Medical Insurance Fund of BOs.

To achieve this goal, the following tasks were set:

· Analyze the essence of communications in the organization;

· Explore the elements and stages of the communication process of the TFOMS BO by studying the documentation;

· Identify shortcomings of organizational communications in the TFOMS BO;

· Suggest measures to improve communication processes in the organization under study

Theoretical and methodological The basis of the course work was documentation, BO regulations, scientific works of scientists, economists who devoted their work to psychology and management of organizations.

Empirical basis of the study. The empirical basis of the study is the documentation of the object under study.

CHAPTER I . THEORETICAL FRAMEWORK FOR STUDYING ORGANIZATIONAL FACTORS AFFECTING COMMUNICATIONS.

The modern segment of the development of communication as a sociological, psychological, intercultural, economic phenomenon forces us to look at this process primarily from the point of view of the needs of social production, in which traditional factors (land, labor, capital) operate only if communication is used effectively. Communications mean the exchange of information, knowledge, and intellectual property. In the process of specialization of managerial work, communications emerged as an independent type professional activity, the purpose of which is the formation and effective development of all types of capital of the organization. This goal is achieved through the use of special communication technologies, methods, tools, and mechanisms.

The term “communication” is used in different meanings. For example, we can talk about engineering, transport, information communications as means or forms of communication. Misunderstandings regularly arise on this matter, leading to misinterpretation and misunderstanding.
Communication in a broad sense is understood as communication, the transfer of information from person to person. In an organizational context, the concept of “communication” is considered as a process (communication is the communication of people: the exchange of ideas, thoughts, intentions, feelings, information) and as an object (a set of technical means , providing information transfer processes).
Good communications contribute to organizational effectiveness. They say that if an organization is effective in communication, it is effective in all other activities. Communications must be such that the management of the company or firm has objective information at the right time and in convenient form for decision making. This means, ultimately, in relation to the tasks of organization theory, the most important is the communication process.
Communication is the process of communicating and transmitting information between people or groups of people in the form of oral and written messages, body language and parameters of speech.
Communication is one of the necessary conditions for human life in society, and sociability is one of the important system characteristics that accompany success. Sociability in social groups is understood as the ability to communicate, sociability, ability to working together. In information technology, communication skills are the compatibility of different types of information transmission systems.

Regarding a specific organization (company), we can talk about both external and internal communication.
External communication is communication with the world outside your organization; it is communication between the organization and the external environment. The task of external communications is to satisfy the information needs of the organization, to establish connections with government agencies, the public, suppliers, customers. With the help of external communications, the company's image is formed and maintained.
Internal, or intra-organizational, communications (between departments, communication within departments at production and management levels, interpersonal communications, informal communications) appear as part of production and economic activities: communication between departments, reports from the sales department or inventory records, etc. Communication within an organization includes instruction, information, training, and management through conversation. The most important goal of internal communication in an organization is to create support among employees for the goals and policies pursued by the organization’s management. With the help of communication, employees receive the necessary knowledge and motivation, becoming the best defenders and promoters of the company's plans. Thus, communication is an important organizational tool and a necessary condition for the effective development and implementation of corporate policies.
The communication flow can mix in horizontal and vertical directions. Intraorganizational communications include: downward and upward levels of vertical communications, horizontal communications, communications between the manager and subordinates, communications between formal and informal groups. Intraorganizational communication processes are designed to meet the needs of different levels of decision making.
Communication in small group gives both the manager and the subordinate a chance to quickly participate in solving strategic and current problems: everyone participates in the discussion, everyone can be heard. The feedback effect gives good results. Interaction becomes more complex as the number of group members increases.
Interpersonal communication - communication with another person - is the most common type of internal communication. Communications between informal groups can cover a set of connections - from everyday to industrial. The basis of this type of communication is information circulating through informal communication channels. Sometimes managers deliberately start “rumors” in order to test the team’s reaction to possible future decisions (for example, on personnel changes or changes in the procedure for paying bonuses, etc.)
Public, or mass, communications is the process of communicating information using technical means or mass media to large groups of people: print, radio, cinema, television. The source of information conveys a message to dispersed audiences. The possibility of feedback is limited.
The most important task The company's management is to create conditions for the exchange of ideas, thoughts, information between people, departments, between the organization and its environment. Accepted in best companies communication systems are based on effective technologies of information exchange, on the cultivation of informal communication, and on supporting communication with material means. The intensity of information exchange in such companies is high, and it usually begins with a requirement for informality.
The communication systems adopted by the best companies promote innovation, initiative and entrepreneurship.
By stimulating an abundance of contacts, best companies They are rebuilding premises and arranging workplaces in new ways.

The effectiveness of communications is influenced by various organizational factors:

1. Official position. The simplest way to study communications is to look at orders, instructions, and directives from top managers to lower levels (such as foremen) and refer to information and reports sent from lower to higher levels. This simplistic view of communication in organizations does not take into account communications between employees at the same level and between subordinates and managers.

Along with the use of official communication channels, employees of the organization satisfy their need for advice and support through mutual consultation. Consultation between individuals at the same level often has important consequences for the organization; Constantly seeking each other's advice increases confidence in your own decisions. Experience has shown that complete dependence on managers for information and advice is a limitation and in most cases can be avoided. Apparently, every manager should be interested in circulating information flows in all three directions - up, down and horizontally. Communications (of course, in different volumes) in each of the three directions are carried out simultaneously.

Employees' perception of any communication is determined by many organizational and personal factors. A change in an employee's beliefs may be caused by a change in the information received or the work environment. Perception is also influenced by past experiences. In a functioning organization, orders from the top leader are filtered and then received.

2.Management style. Communication between managers and subordinates is a two-channel information system that ensures the free flow of information both in the top-down and bottom-up directions. At the same time, the leader, by virtue of his position, directly influences the direction and flow of communications. Due to the high likelihood of noise occurring during message transmission, a manager can establish rules according to which messages must be transmitted in a certain direction and sequence. Experience shows that those organizations operate most successfully where managers strive to ensure that no employee solely controls communications and that all employees are encouraged to participate in the flow of communications. The importance of mutual understanding between the manager and subordinates should also not be underestimated.

Management Style Differences

The need for bottom-up communication and employee consultation increases when: 1) the size of the organization increases; 2) services and products become more complex; 3) technological conditions and environmental conditions change to a greater extent; 4) the geographical dispersion of the organization's divisions is increasing.

3.Division of labor. The division of labor at the micro or macro level facilitates communication between workers in an organization. This happens for a number of reasons: employees have a better understanding of their work; the goals of the unit are common; The distance between workplaces during the division of labor is usually reduced. In stable organizations with few technological and personnel changes, it is possible to develop a communications system due to the routine delivery of messages and their content. In a dynamic organization, the flow and precision of communications must be carefully considered. Non-routine information should be transmitted here (for example, related to the development of new products with unique technical characteristics), which often requires changing the communication network.

Informal communication networks exist in almost all organizations, contributing to the more efficient functioning of the formal command structure. Often this form of information dissemination is very rapid, and the flow of information does not follow any particular order. At the same time, such a system can distort information; it does not have a clear structure for the distribution of responsibilities and reporting.

CHAPTER II. PRACTICAL ANALYSIS OF THE INFLUENCE OF ORGANIZATIONAL FACTORS ON COMMUNICATIONS ON THE EXAMPLE OF THE “TERRITORIAL COMPULSORY HEALTH INSURANCE FUND OF THE BELGOROD TFOMS BO”

The territorial compulsory health insurance fund of the Belgorod region TFOMS BO operates on the basis of the Regulations on the territorial compulsory health insurance fund, approved by Resolution of the Supreme Council of the Russian Federation of February 24, 1993 No. 4543-1. TFOMS BO

The Belgorod Territorial Compulsory Medical Insurance Fund was created on June 17, 1993.

The number of employees of the fund is 25 people.

TFOMS BO is an independent state non-profit financial and credit institution. TFOMS BO is legal entity, carries out its activities in accordance with the legislation of the Russian Federation and the Belgorod region. TFOMS BO has an independent balance sheet, settlement and other accounts in banking institutions of the Russian Federation.

The peculiarity of the organization under study is that it is small (25 people), occupies one floor of an administrative building, and has specific functions resulting from the name of the organization and its legal form: state and non-profit.

The communication process begins with the idea of a message (order, resolution, decision). The sender decides which message should be exchanged. The sender in this case is the director of the fund. At this stage, the sender decides which point of view should be conveyed to the recipient. But for the exchange of information to be effective, it is necessary to take into account many situational factors characterizing the situation as a whole, the receiving party and the possible consequences of the communication process. So, for example, if a manager wants to exchange information about the results of a subordinate’s work, then he clearly understands that we are talking about the strengths and weaknesses of the employee’s personality. In such cases, he does not speak only good or only bad, but adheres to the diplomatic line.

At the second stage, the leader needs to turn the idea into a message, i.e. encode it using symbols - words, intonation, gestures. The type of symbols corresponds to the information transmission channel. Typical channels are the transmission of speech, written materials, electronic means of communication, e-mail, and, most rarely, video conferencing. It should be noted that in the TFOMS BO, regardless of the message transmission channel, the most common are official communications (direct conversations, written orders), as well as informal communications that occur directly through communication between department employees.

In order to be sure that the information has reached the recipient, TFOMS BO organizations often use two or three transmission channels. So, for example, a message transmitted by telephone is confirmed by a written order. The effectiveness of two- and three-channel communication is confirmed by observations during the survey. But still, multichannel communications are not used unless absolutely necessary, so as not to increase the flow of papers. They are intended, first of all, to strengthen control over the execution of work, emphasizing the importance of the proposed task, and the correct interpretation of the message by the recipient. Often the channel for transmitting a message depends on the information itself contained in it.

Thus, communication processes in the TFOMS BO can be characterized as follows:

Interpersonal communications can be defined as social status a person, his position in the system of formal relations, and the feelings that workers, voluntarily or unwittingly, experience for each other in the process joint activities and communication. The feelings that accompany interpersonal relationships interfere so thoroughly with the processes of interaction, determining the system of preferences, rejections and value judgments, that they deserve the closest attention from the manager in the context of communication with the team and joint activities.

In addition, informal communications extend to birthday celebrations, New Year's Eve, March Eighth, and collective congratulations on a newborn child. Every year the organization celebrates the “day of creation of the TFOMS BO”. It is customary for the whole team to gather for these events. Joint trips to a tourist base and outings into nature are also organized. With such a communication system, the manager protected himself from unnecessary gossip and gossip, organized the effective transfer of formal (business) information between departments, and reduced information leakage as much as possible. At the same time, he provided attention to his subordinates and provided all sorts of ways for “feedback”. Also, with the help of such an organization of communications, subordinates can see in their bosses not only ordering leaders, but also just people; this is achieved through collective celebrations.

1. According to the spatial arrangement of channels or organizational characteristics, communications in the TFOMS BO occur along a horizontal basis due to the small number of structural units, but vertical communications also arise periodically.

Every month (at the end of the month), department heads report in writing to the director on the work done. Also in this report there may be suggestions, wishes, requests from both the speakers themselves and ordinary employees who are subordinate to them. Their requests and wishes are first discussed with their superiors. Thus, upward vertical communications are organized in the organization.

The manager, having reviewed the managers' reports, organizes a meeting with the help of the secretary early in the next month, at which he gives instructions for further work on each item of the reports, and also manages and transmits information received from the external environment. At the same meeting, the chief accountant of the fund is present to receive information about expenses incurred or upcoming expenses, income, etc. Thus, vertical downward communications are established.

Also, downward and upward communications are carried out at annual meetings of all labor collective TFOMS BO, where successes, achievements, failures and prospects of both the organization and employees are discussed.

Horizontal communications mainly occur informally, directly through communication between employees. If one department needs any information from another department, then this request and the information received in response most often comes directly, bypassing the director, forming the following scheme:

Request - response

Scheme -Horizontal communications.

Thus, the main types of communications in the TFOMS BO are: interpersonal, verbal, horizontal, and also have an informal nature due to the peculiarities of the structure and specifics of the activity.

As already described above, intraorganizational communications must have a number of characteristics:

1. Be clear and precise.

2. Not transparent, but the information provided is based on reliable facts.

3. Must appeal to the best interests of people and help combat the atmosphere of mistrust in the team.

Ideally, information about the decision made should reach employees at the stage of its preparation, since information leakage and informal discussion are inevitable. Once you've announced a decision, you should return to the discussion again and again, providing additional information and helping people accept the innovation.

As for communication barriers, it should be noted that in addition to objective reasons, subjective factors also complicate communication. For example, preconceived notions of people who reject new ideas due to their novelty, which seems dubious at first, or due to stereotypes. As a result, the perception of the message is distorted and, as a result, its effectiveness decreases and the feedback process slows down.

The effectiveness of communications may vary. According to foreign research the effectiveness of horizontal connections reaches 90%, vertical ones - 20-25% (this amount of information emanating from the manager reaches the employees and is correctly understood by them). In other words, performers are able to implement their functions with only a fifth of the information intended for them.

Consider the organization's values and the needs of its employees. According to Russian market analysts, modern workers are not inclined to blindly obey the orders of management. Professionals today have greater independence: without hesitation, they leave the organization if something does not suit them. Ultimately, it is up to them how much effort employees put into doing a particular job. They want to feel confident that their employers care about them. Unfortunately, some managers do not take this into account. Attempts by management to cope with corporate problems with small means, introducing payment based on results, developing a more effective goal, and periodic team trainings do not always have a negative effect. People often lack a simple, human relationship.

In order to realize all the expectations of employees, you need to have not only a formulated goal, but also clearly expressed principles and corporate values. By naming them, the manager demonstrates to his employees exactly how he intends to gain the trust of the staff.

When considering the effectiveness of communications, you need to give the simplest and most common ways to improve it.

Suggestion box and general meetings- the two most common ways of communicating between employees and managers. But they become ineffective if suggestions coming from employees do not find a response. This often happens because there are quite a lot of messages and it is not possible to respond to all of them. Conversely, messages are very rare and at first they are taken into account, and then gradually they are not taken into account. As for meetings, they should not turn into a monologue by one person.

In order for the chosen communication channel to be effective, a number of points should be taken into account:

1. It is useful for someone from the TFOMS Board to appear at meetings of the working collective: deputies of the Legislative Assembly, representatives of executive authorities of the BO.

2. Top management should also come to the staff meeting in advance to communicate with employees and mingle with the team - this inspires and unites people.

3. Meeting organizers need to be able to engage the audience in dialogue.

4. Meeting participants should prepare questions in advance and submit them in printed form so that they are informed about the issues being discussed at the meeting.

It is also important to establish clear criteria for determining what information should be disseminated to staff. Such information can increase satisfaction with the company and stimulate the work process. Awareness of the affairs of the organization and awareness of their role in it leads to the fact that employees support the goals of the organization, they develop confidence and trust in the leader. On the contrary, withholding information or simply keeping it silent leads to the emergence of rumors and destabilizes work in the team.

In order to establish communications within the organization under study, it is necessary to take into account:

1. Professional and social groups workers.

2. Average duration of work of employees in the organization.

3. A way to establish organizational communications with “remote” employees (ordinary employees engaged in servicing third parties).

In order to do this, testing of individual workers can be used, as well as a focus group assessment, which involves recording the activities of individual workers in a certain period of time.

To develop internal communications, it is proposed, first of all, to pay more attention to the emotional component, not limiting ourselves to the “mission - strategy - goals - tactics - performance assessment” scheme. People follow the mission by following the orders of the leader, but a completely different result can be expected if the leader has the talent to inspire employees. In addition, it is important for a person to know what is behind the chosen strategy and what its prerequisites are.

In such small organizations as TFOMS BO, the leader, due to his closeness to his subordinates, is respected even at the lower levels. But personal meetings with department heads face to face are still necessary. This inevitably leads to an increased role for middle managers. Their task is to help ordinary performers understand how to implement the strategy developed “at the top.”

At the same time, a middle manager should understand that for a manager he is in the role of a partner, a performer, and an opponent in solving the problem that has arisen. Therefore, in the communication process, he needs to show behavioral flexibility - be able to change his style of behavior in accordance with the situation, put in the first place not his own ambitions, but the interests of the business, confidently, convincingly defend his point of view. After all, they are the unique and “cheapest” source of information about the situation in the team, on the basis of which all work is planned. Field managers implement policies and ideas that are developed by the manager and the board.

Thus, communications within the organization should be carried out in several ways, such as:

1. Personal conversation with employees,

3. Dissemination of information using electronic communication channels.

To form a positive image in the minds of staff and convey key messages to employees, the following forms of internal communications should be used:

1. News sheet.

2. Quarterly, annual reports employees (analogous to the report of the entire organization).

3. Notice board.

4. Organization page on the Internet.

5. General meetings of employees.

When communicating with employees, key tasks such as delegation of authority and instilling a sense of pride in one’s organization are solved.

Increased trust in the organization can be facilitated by:

1. Timely and regular communication.

2. Demonstrating trust in employees (for example, sharing both good and bad news).

3. Involving employees in resolving problem situations, finding out their opinions.

4. Introduction of electronic document management.

5. Involvement of TFOMS BO employees for active participation in the corporate communications system.

As previously noted, an indicator of the maturity and effectiveness of communication processes in a team is the socio-psychological climate. The favorable socio-psychological climate in the TFOMS is currently mainly characterized by the following provisions:

A favorable socio-psychological climate must be constantly maintained. Omission of this condition leads to group thinking, in which employees gradually group in protest against the current situation.

The necessary measures that a manager must take to prevent groupthink are as follows:

1. Be impartial, do not take a biased position.

2. Ask subordinates to approach the problem critically, encourage objections and doubts.

3. Assign one or more participants the role of a tough and principled critic.

4. From time to time, divide groups into parts, gather them separately and together.

5. Consider and calculate in advance various ways to solve the problem.

6. Having made a preliminary decision, call the meeting again and ask about doubts.

7. Invite some loyal employees as outside experts to challenge the groups' views.

8. Encourage group members to share their thoughts with trusted people and report their reactions.

9. Creation of an independent group to solve this problem.

In the TFOMS BO there are minor manifestations of an unfavorable socio-psychological climate, which often manifests itself in informal communications, as well as in the lack of mutual responsibility and mutual assistance. One can also note the lack of initiative on the part of employees and the lack of a creative attitude to work.

Methods for solving these problems have been described above, you just need to add the following:

1. Encouraging initiative on the part of employees (bonuses, awards, informing about the activities of a distinguished employee at a meeting of the TFOMS Board).

2. Constant monitoring of the level of socio-psychological state of the team: showing interest in the state of affairs of each employee, morning visits to all departments of the organization (be in sight of everyone).

The leader must have a high degree of communicative culture.

The basis of communicative culture are generally accepted moral requirements for communication, inextricably linked with the recognition of the uniqueness and value of each individual: politeness, correctness, tact, modesty, accuracy, and courtesy.

Politeness is an expression of respect for other people, their dignity, manifested in greetings and wishes, in voice intonation, facial expressions and gestures.

Correctness is the ability to behave within the bounds of decency in any situation, especially conflict situations. Correct behavior in disputes is especially important when new constructive ideas appear and opinions and beliefs are tested.

Tactfulness is also one of the important components of communicative culture. A sense of tact is, first of all, a sense of proportion, a sense of boundaries in communication, exceeding which can offend a person and put him in an awkward position.

Modesty in communication means restraint in assessments, respect for the tastes and affections of other people.

Accuracy is also essential to the success of business relationships. Without the exact fulfillment of promises made and obligations taken in any form of life, it is difficult to conduct business.

Courtesy is the desire to be the first to be kind, to save another person from inconvenience and trouble.

Also the head of high level communicative culture must learn to master:

Empathy - the ability to see the world through the eyes of others, to understand it the same way as they do;

Goodwill - respect, sympathy, the ability to understand people without approving of their actions, willingness to support others;

Authenticity – the ability to be oneself in contacts with; other people;

Specificity – the ability to talk about one’s specific experiences, opinions, actions, and the willingness to answer questions unambiguously;

Initiative - the ability to “move forward”, establish contacts, readiness to take on something in a situation that requires active intervention, and not just wait for others to start doing something;

Spontaneity - the ability to speak and act directly;

Openness—the willingness to reveal one’s own inner world and a firm belief that this contributes to the establishment of healthy and lasting relationships with others, sincerity;

Receptivity – the ability to express one’s feelings and the willingness to accept emotional expression from others;

Curiosity - an investigative attitude towards own life and behavior, readiness to accept any information from people about how they perceive you, but at the same time be the author of self-esteem.

An employee begins to understand others better if he understands the following aspects of his own personality:

– own needs and value orientations, personal work technique;

– your perceptual skills, i.e. the ability to perceive the environment without subjective distortions, without the manifestation of persistent prejudices regarding certain problems, individuals, social groups;

– readiness to perceive new things in the external environment;

– your abilities to understand the norms and values of other social groups and other cultures;

– your feelings and mental states in connection with the influence of environmental factors;

– your own ways of personalizing the external environment, i.e. the grounds and reasons why something in the external environment is considered as one’s own, in relation to which a sense of mastery is manifested.

To develop communications within an organization, it is also necessary to maintain a culture of communication, for which the following socio-psychological skills should be developed:

a) enter into communication in a psychologically correct and situationally determined manner;

b) maintain communication, stimulate the partner’s activity;

c) psychologically accurately determine the “point” of completion of communication;

d) make maximum use of the socio-psychological characteristics of the communicative situation within which communication takes place;

e) predict partners’ reactions to their own actions;

f) psychologically tune in to the emotional tone of the interlocutor;

g) seize and maintain the initiative in communication;

h) provoke a “desirable reaction” from a communication partner;

i) form and “manage” the socio-psychological mood of a communication partner;

j) overcome psychological barriers in communication;

k) relieve excess tension;

m) psychologically and physically “match” the interlocutor;

m) choose gestures, postures, and the rhythm of your behavior appropriate to the situation;

o) mobilize to achieve the assigned communicative task.

To achieve the communicative task, the manager must clearly distribute functions and responsibilities among the performers; organizational measures should be implemented that are designed to ensure the implementation of the decision made. Organizational measures are aimed primarily at:

Firstly, they must form among all participants in the process of implementing the decision an unambiguous understanding of the global goal and the specific and private goals associated with it, thereby determining the place of each department and employee in the overall process. It is very important that all performers understand the connections necessary for the progress of the process and engage in the search for the optimal structure of these connections.

Secondly, organizational measures ensure that each performer receives information about the new knowledge or skills that he personally will need to effectively participate in the implementation of the solution.

To solve the first problem, meetings can be used, at which it is necessary to clearly formulate the essence of the decision being made and possible ways to achieve the goal. Particular attention should be paid to hypothetical problems, difficulties and ways to overcome them. It is necessary to ensure an exchange of views in order to identify the extent to which the assigned tasks have been mastered, as well as to identify those possible obstacles and difficulties that were not taken into account when setting the task.

Meeting participants can propose, for example, parallel implementation of some actions instead of sequential ones, which will reduce time and reduce costs. Psychological contradictions may emerge that will hinder coordinated work. Taking into account all of the above and many other circumstances before implementing a solution will have a positive impact on its effectiveness.

Considering the possibility of distortion of information, as discussed in Chapter 1, it is advisable for these general meetings to be held by the head or members of the TFOMS Board, who have the right to make responsible decisions, in order to resolve issues arising during the meeting on the spot.

The second task follows from the first, but unlike it, it must be solved in micro-teams (in departments) or even personally. Conversations should be held with individual performers, especially those who express doubts about the upcoming work or must perform new functions for them.

The purpose of the conversation is to make sure that the performer correctly understands the task, does not feel stressed by the need to complete it, to clarify what is misunderstood, and to encourage if the performer doubts his abilities and strengths.

Immediately before starting work, instructions should be given, including consideration of the technological aspects of implementing the solution. For instruction, familiarization with documents, preliminary training to practice skills, a business game simulating possible situations when implementing a solution, or a purely verbal explanation of the concepts necessary to implement a solution can be used. As a result of the work carried out, all participants should develop a feeling of confidence in the successful solution of the problem, an atmosphere of mutual assistance, mutual trust and mutual support, complete trust of team members in the leader and a comfortable psychological climate in the team should be created.

The role of the manager, whose tasks include personal management and intervention in critical situations, in the process of implementing the decision is extremely important. Personal management involves the involvement of a manager at the time of unforeseen circumstances or a conflict between participants in the process of implementing a decision.

It must be borne in mind that a conflict situation in a team can negate all efforts to implement a solution, and therefore the manager’s task is to eliminate conditions that can lead to a destructive conflict when the parties do not come to a common opinion. The most important conditions for preventing destructive conflict are adherence to the principles of delegation and motivation, as well as the manager’s ability to find the right tone in communicating with subordinates, the ability to maintain objectivity in a conflict situation and, in many cases, a sense of humor. The manager’s task also includes advising participants on the problems of implementing the decision, generalizing and disseminating more effective methods of activity, and, finally, monitoring the implementation of the decisions.

The essence of control is in the constant search for the most effective way to achieve goals, in preventing problems and losses, studying and mobilizing positive trends in the management process. The task of control is to identify the causes of deviations. They can be numerous and varied. Let's list some of them:

a) the manager’s mistake when choosing ways to solve a problem, delegation, motivation;

b) careless instructions, leading to errors and wasted time;

c) conscious resistance from a group of performers sabotaging the implementation of the decision;

d) unreliable information about the progress of the decision, etc.

Addressing all of these causes poses serious moral problems. The leader must admit his mistake, which is always very difficult, because it is a blow to his pride. Failure to admit a mistake is fraught with serious consequences, while recognition is detrimental to one’s authority.

Conscious resistance and false information require a whole range of management measures, possibly including a severe reprimand and even the dismissal of some employees. This can improve the situation, but it will certainly be accompanied by an uncomfortable psychological climate, which is very harmful for the team.

Minimizing the negative psychological consequences of control can be ensured by following certain principles:

a) control should be carried out systematically, which will allow negative aspects to be identified at an early stage;

b) the objects of control should be phenomena and processes that play a significant role in the implementation of the decision, and not specifics and details;

c) all employees must be controlled, otherwise gossip, rumors, and talk about “favorites” will arise;

d) the results of control must be communicated to the person being controlled in the most polite manner possible. You cannot accuse a person; you should evaluate his actions. Negative evaluation should not be given publicly; it should only be communicated in a private conversation and preferably only if the person deliberately performs poorly or does not understand that he is performing poorly. Public negative evaluation, especially if it is given as a contrast to the positive activities of other employees, is possible only as a last resort;

e) shortcomings in the training will be revealed in a personal conversation if the employee is asked to evaluate his work himself. And if the rating is low, you should ask the employee to formulate the reason for it.

Thus, the measures taken to improve the communication process within the TFOMS should bring a positive effect when the manager works with his employees, improves the microclimate in the organization, overcomes communication barriers, and therefore increases productivity and labor efficiency.

So, communications are contacts, connections for the purpose of exchanging ideas, opinions and information verbally or in writing through symbols or actions. The purpose of communication is to obtain from the receiving party an accurate understanding of the sent message. The main elements without which the communication process cannot occur are:

A sender is any individual (employee) who formulates the meaning of what and why he wants to convey to another participant in the communication process.

Coding is the translation of the sender's information into a complex of communication symbols (words, actions, facial expressions, etc.).

Message - the information that the sender conveys to the desired recipient is formed as a result of encoding.

The recipient is the individual who perceives the sender's message.

Decoding is the process of converting a message into a meaningful form.

Feedback is present when the recipient demonstrates a reaction to the message received. This can be any signal from the recipient to the sender - a nod implying understanding of the question, a quick response via email, etc. Allows the sender to determine whether the message was received and whether it caused the expected reaction.

The success of communication lies in actually receiving the sent message. The closer the decoded message is to the intent expressed by the sender, the more effective the communication is.

In our work we were given the following tasks:

1. Analyze the essence of communications in the organization;

2.Research the elements and stages of the communication process of the TFOMS BO, using the survey method;

3.Identify shortcomings of organizational communications in the TFOMS BO;

4. Suggest measures to improve communication processes in the organization under study.

As a result of studies of communications in the TFOMS, it was found that:

1. In terms of the subject and means of communication, interpersonal communications prevail most, which manifest themselves without the help of technical means and information technology. Interpersonal communication in a small group, where each individual
has an equal chance to participate in the discussion, can be easily heard and interact with others - this is the most characteristic of an organization such as TFOMS. At the same time, the possibilities for feedback are unlimited. Personal communications are noticeable as a casual exchange of information between people during a meeting, as people feel a constant need for communication.

2. According to the form of communication, communications in the organization occur with the help of oral speech, that is, verbal.

3. Along the channels of communication, along with formal communications, there are also informal ones, which can be defined as a “probabilistic chain.” This type of informal communication is the most common for this type of organization.

4. According to the spatial arrangement of channels or organizational characteristics, communications in the TFOMS BO occur along a horizontal basis due to the small number of structural units, but vertical communications also arise periodically.

The favorable socio-psychological climate in the TFOMS is currently mainly characterized by the following provisions:

1. Values and relationships in the team correspond, mainly, to the values and objectives of society, that is, they are socially approved, and at the same time correspond to the values and objectives of the organization.

2. In interpersonal relationships, mutual trust and respect for each other are developed.

3. There is sufficient mutual awareness on significant issues.

The Territorial Compulsory Medical Insurance Fund of the BO, striving to achieve certain goals in the process of implementing the program of the BO Government and the decisions of the Board, must undoubtedly improve the quality of work of employees. The following must be taken into account:

1. Increase the efficiency of communications using various channels of information transmission and monitoring feedback.

2. Take into account the professional and social groups of employees, the average duration of work of employees in the organization, the way to establish organizational communications with ordinary employees engaged in servicing third parties.

3. Use various ways communications: personal conversation with employees, sending out circulars, disseminating information using electronic communication channels.

4. Involve TFOMS employees for active participation in the corporate communications system: preparing reports in the regional press about the affairs of the organization and its prospects; the state of affairs in the field of compulsory health insurance; informing the population about laws adopted by the Regional Duma and new bills being considered in the State Duma and the Ministry of Finance of the Russian Federation; presentation of statistical information and comments on it.

5. Encourage initiative on the part of employees (bonuses, awards, informing about the activities of a distinguished employee at a meeting of the TFOMS Board).

6. Constantly monitor the level of socio-psychological state of the team, show interest in the state of affairs of each employee, morning visits to all departments.

7. Involve members of the TFOMS Board at general meetings of the working collective: deputies of the Legislative Assembly, representatives of executive authorities of the BO.

Specific activities that can be offered at the moment are:

1. Organization of places using modern office equipment and the creation of an internal computer network.

2. Improvement activity organizational structure management - creation of a special unit for processing incoming information.

3. Involvement of TFOMS employees for active participation in the corporate communications system:

LIST OF SOURCES AND REFERENCES

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There are numerous guidelines and rules aimed at ensuring effective perception of management information in the communication process. Their main emphasis is on removing all interference and barriers related to the behavior of persons receiving business information. Below are some recommendations used in the practice of organizations of various types and addressed to the manager who receives information from subordinates.

As already noted, it is especially important that feedback is provided during the communication process. In an organization, feedback can be provided in a variety of ways. When communicating directly, a manager can use direct feedback; in other cases, he has to rely more on indirect feedback methods. For example, decreased production efficiency, increased absenteeism and turnover, or poor coordination between departments may indicate deteriorating communications.

Communication network . There are different types of communication networks. Some types depend on a specific factor, such as the quality and quantity of information. Experimental data have shown that, in general, the differences between types of networks are as follows. The communication network in the form of a circle is active, leaderless, disorganized, unstable. The wheel network represents the other extreme: it is less active, has a specific leader, is well and sustainably organized, and is more orderly. Mention should also be made of a multi-channel network, which is the same wheel, but with communication between subordinates.

It becomes obvious that the structure of the communication network affects the accuracy and unambiguity of messages, the functioning of the group, and the sense of satisfaction of its members. It is an important component in the types of interaction within organizations, in the ability of a group to direct common efforts to accomplish certain tasks. From these positions, the wheel-shaped structure is considered the simplest for organization. In some groups it is effective, but in others it is not. Table 1 shows the effectiveness of different types of networks.

Table 1.

Position: Communication in a formal organization is related to the position of the employee. It can be argued that communications in general and the communication initiative in particular have a mainly vertical orientation, that is, they go from top to bottom. However, there are three dimensions of communication flows that must be taken into account: top-down, bottom-up and horizontal information flows. In most organizations, these three streams exist simultaneously or for different periods of time.

The simplest way to study communications is to look at orders, instructions, and directives from top managers to lower levels (such as foremen) and refer to information and reports sent from lower to higher levels. This simplistic view of communication in organizations does not take into account communications between employees at the same level and between subordinates and managers.

Management style. Communication between managers and subordinates is a two-channel information system that ensures the free flow of information both in the top-down and bottom-up directions. At the same time, the leader, by virtue of his position, directly influences the direction and flow of communications. Due to the high likelihood of noise occurring during message transmission, a manager can establish rules according to which messages must be transmitted in a certain direction and sequence. Experience shows that those organizations operate most successfully where managers strive to ensure that no employee solely controls communications and that all employees are encouraged to participate in the flow of communications. The importance of mutual understanding between the manager and subordinates should also not be underestimated. Differences in management style and communication channels used are reflected in Table. 2.

Table 2.

	Liberal style	Conservative style
General description of communications	Informal, multi-channel communication system	Well defined chain of command
Volume and direction of communications	Encouraged to expand connections in all directions (up, down, horizontal)	Limiting predominantly top-down communication is encouraged
Quality of communications	Adequate, very accurate information	Requires additional communication, information is sometimes not accurate

ORGANIZATIONAL FACTORS. A common, understandable cause of stress in organizations is being overloaded with too little workload - a task that must be completed in a specific period of time. According to Dr. Albrecht, the Employee was simply assigned an unreasonable number of tasks or an unreasonable level of output for a given period of time. In this case, there is usually anxiety, frustration, as well as a feeling of hopelessness and material loss. However, underutilization can cause exactly the same feelings. An employee who does not receive work that matches his capabilities usually feels frustrated, anxious about his worth and position in the social system of the organization, and feels distinctly unrewarded.

This indicator does not depend either on the complexity of the technological scheme, or on the power of processes, or on prices. It mainly reflects organizational factors: division and cooperation of labor, organization of the labor process, level of staffing and service standards, etc. The value of this indicator will not change from increasing the capacity of individual processes, commissioning new installations, deepening oil refining, as well as a number of other factors. associated with changes in technology and technology.

Thus, for 1965-1970. According to the Bashneft merger, technical, technological and organizational factors of labor productivity have improved, however, a sharp change in the natural and geological conditions of development has led to significant

To determine the absolute size of the possible reduction in the number of working ECs, the percentage of reduction VB should be related to the number that will remain after its reduction as a result of the action of other technical and organizational factors, i.e., a step count should be applied.

Organizational factors - the degree of continuity, rhythm, proportionality of production, the level of organization of production, labor and management, the organization of workplaces and their maintenance, the creation of the most favorable working conditions.

One of the important organizational factors in design automation is the presence of various kinds of classifiers - products, materials, equipment, types of equipment, etc. Classifiers are an important area of design automation using the principle of typing. In this case, when designing technological processes according to established rules in accordance with the class of parts, surfaces, technological operations, etc. The computer prints the necessary data stored in the data bank. These works presuppose the presence of pre-developed standard technological processes for the production of certain types and types of parts.

Important organizational factors that ensure the effective functioning of computer-aided design systems are the determination of the composition of the units involved in automated design, the establishment of their functions and relationships, and the formation of a rational procedure for the review and approval of documents.

The main organizational factors that have a decisive impact on the final results are

The party constantly emphasizes that the main factor in economic growth is increasing labor productivity. In the twelfth five-year plan it is planned to increase it in industry as a whole by 21-24%, including in mechanical engineering by 40-45%. The planned growth in labor productivity must be ensured by the accelerated implementation of scientific and technological progress, comprehensive mechanization and automation of production, intensification of technological processes, and a creative approach to work. Organizational factors also play an important role.

The development of theoretical issues of improving the organization of production, labor and management and their practical implementation should be based on the study, analysis, systematization and generalization of the experience of leading enterprises, workshops and sites, which opens up great opportunities for identifying and using diverse reserves for growth and improving production through implementation organizational factors.

In the initial period of socialist construction, the main organizational factor in state management of enterprises was workers' control over the production and consumption of products.

Comprehensive standardization includes the simultaneous standardization of objects of labor (parts, materials, components), means of labor (tools, accessories, equipment), human labor in the production process (regulation of rules and methods of control, testing, operation), as well as standardization of organizational factors of production.

This work focuses on the study of economic and organizational factors.

At the same time, there was an increase in the cost of testing one object due to a deterioration in the cost structure of the entire cost (increase in expenses depending on the number of objects) by 1.3 thousand rubles, or 5.55%, and the calendar time structure (decrease in the percentage of productive time) by 1.3 thousand rubles, or by 5.55%. The use of the index method provides a quantitative assessment of technical, technological and organizational factors and makes it possible to outline and develop the main directions and measures to reduce the cost of testing.

The analytical method is based on objective technical calculations of costs, taking into account both technical and technological, as well as organizational factors of production. It involves the dissection and in-depth analysis of labor processes, taking into account the work experience accumulated by advanced workers. It is this method, based on scientific technical and economic calculations, that makes it possible to identify time reserves, develop and introduce progressive scientifically based labor standards into production.

Other organizational factors. .

In this regard, a promising task in the direction of increasing the reliability of the method under consideration is to clarify the influence of technological and organizational factors (coefficients kt and kg, respectively) on the formation of planned volumes of transport services Qm according to the general principles of establishing the relationship QJJ = = kt kg] - T according to the trend for a row past years.

This assignment will test whether you can explain how various behavioral and organizational factors may influence the choice of different ways of interpreting management accounting data.

Organizational factor - stability of the environment, finding operational information and organizational structure. If operational information is located in departments, then the use of a group system is more desirable.

The economics of drilling inclined wells is understood as a set of technical, technological, natural and organizational factors that determine the efficiency of using labor and material resources in the process of constructing wells for the development of oil and gas fields. Productive horizons of oil and gas occur in very diverse conditions, characterized by different geological and geographical structure of the area. From year to year there is a desire to develop oil and gas fields with more complex geological conditions of their occurrence, natural and geographical conditions of the area . Development of oil and gas fields with minimal capital investments requires researching the most rational method of drilling wells.

An organizational factor that helps increase the flexibility of production systems during the transition to the production of new products is the standardization of equipment or the entire machine park in order to ensure rapid reconfigurability. Thus, before the standardization measures, the workshop’s machine park consisted of 29 machines of ten different types, of which 6 had CNC systems. After standardization, the machine park consisted of 20 machines of three types, of which 10 were with CNC systems. Standardization has reduced the processing time of parts such as gears.

It should be noted that in the era of industrial development, the attention of business executives was focused largely on traditional factors - means of production and labor; due attention to the organizational factor, as a rule, was not given.
However, at the end of the 19th - beginning of the 20th century, with the development of scientific and technological progress, the level of production changed significantly; its management became beyond the capabilities of the owner directly and required the involvement of persons with special training. At the same time, the owner of capital delegates the functions of production management to hired managers - managers who have special training and manage production “with knowledge of the matter.”
The current level of development of science and technology, the development of inter-economic relations, information activities etc. have determined the extremely important role of organizational activity in the effectiveness of entrepreneurship.
1 Capital productivity - the volume of production (products) in monetary terms per unit cost of production fixed assets... characterizes the level of efficiency of their use // EEPE. T. 4. P. 315.
The highest demands are placed on the “manager”: he must be able to manage information, take into account the degree of risk, ensure the efficient use of production factors, business efficiency, etc.
When organizing the production process, an entrepreneur, as a rule, solves three groups of problems:
1) short-term minimization of production costs;
2) short-term profit maximization;
3) long-term profit maximization.
All three tasks in the production process interact with each other and are components of a unified concept of enterprise management.
At the same time, each of the tasks requires its own solution and special target orientation.
The focus on short-term cost minimization and short-term profit maximization at a certain stage leads to diminishing returns from the use of production factors - labor and means of production. Therefore, a comprehensive study of the factors and production capabilities that ensure increased efficiency not only in the short but also in the long term is necessary.
With growth total costs in the short term, average costs may exhibit contradictory dynamics.
As the sum of total costs is spread over more and more units of output, average cost initially falls due to increasing marginal returns, but then begins to rise due to diminishing marginal returns.
Campbell R. McConnell and Stanley L. Brew demonstrate the dynamics of costs and marginal returns using a graph (Fig. 6.1)1.
Changes in costs are associated with the dynamics of capital costs both for wages and material elements of capital.
As a rule, at the beginning the marginal (additional) product tends to increase. Therefore, by hiring not one, but two or three workers, the entrepreneur will significantly increase the number of products produced.
At the same time, with a significant increase in the number of workers, a decrease in the production of the marginal product is subsequently possible, since an increasing amount of variable human factor will be combined with a constant amount of means of labor. This puts a limit on hiring additional workers. In monetary terms, this limit is determined by the equality of the marginal product to the wage of the marginal worker.
“Equality” defines the limit of inexpediency of further involvement of workers in the production process.
1 See: Campbell R. McConnell, Stanley L. Brew. Economics. T. 2. P. 53.

The same principle applies when additional units of capital are involved in production. Maximum profit will be ensured if the income from the marginal factor is equal to the market price, this factor.
The described rule applies equally to all other factors involved in production (raw materials, supplies, etc.). In this case it works general rule: the income from the marginal product obtained from the additional investment of any factor of production must be equal to the market price of this factor.
In connection with the above, it is possible to calculate the so-called marginal costs. Marginal cost refers to the additional or incremental costs associated with producing one more unit of output. They determine the position at which the maximum possible profit is achieved and a limit is set to the growth of production.
The concept of “marginal product” allows minimizing production costs by replacing one factor of production with another. At the same time, rational economic behavior involves replacing an “expensive” factor with a “cheap” one.
At the same time, along with replacement, focusing on alternative cost, the search for the most effective option involves the identification of positions called “alternative possibilities”, in which different combinations of production factors provide the same volume of output, which is important for the subsequent selection of priorities.
During the production process, factors of production interact. At the same time, it is quite difficult to determine the role of each in business performance. Therefore, the calculation of efficiency is positive various options combination of factors in order to find the optimal option. In modern conditions, the analysis of the relationship between two or more factors of production can be carried out using the so-called production function.
A production function is a technical relationship that reflects the relationship between the total costs of production factors and maximum output.
The researchers substantiated different levels production functions corresponding to the characteristics of macro- and microeconomics. From a microeconomic point of view, production function- this is the technical relationship between the factors of production used by the entrepreneur and the volume of output obtained.

As a technical relationship, this function can only be determined empirically through measurements based on actual indicators.
Each firm has its own production function, different from other firms1.
The significance of the production function is to determine the alternative possibilities under which different combinations of factors of production provide the same volume of output.
Given the variety of different combinations of production factors, it is possible to find an option that achieves the optimal combination of production factors. The very existence of an optimal option means the possibility of replacing less efficient factors of production with more efficient ones. Thus, the production function assumes the interchangeability of factors of production. This approach is the essence of neoclassical analysis. It is different from classical approach, based on the lack of alternatives to production factors, allows you to clearly respond to needs and production capabilities.
Following neoclassical theory, on the basis of various options for combining personal and material factors of production, it is possible to determine equal product curves or indifference curves (isoquants). The problem of choice can then be solved.
Let's look at a classic example of solving a problem using the textbook "Economics" by P. Samuelson1.
1See: Samuelson P. Economics. M., 1964. P. 569.
Suppose 100 units of output can be produced with various combinations of labor and capital (Table 6.2).
Table 6.

By analogy with factors of production, let’s imagine costs in the form of a “family of costs of an equal product” of all possible combinations of labor and capital at a price of labor of $2 and capital of $3 per unit (Fig. 6.3).
At the same time, the price of a unit of labor is $2, the price of a unit of capital is $3.
A different combination of labor and capital can ensure the production of an equal product (Fig. 6.2):

All points on the equal product curve represent various combinations labor and capital that can be used to produce the same volume of output
To determine the optimal option, it is necessary to integrate information about factors and production costs of the product.

When “combining” the graphs, we obtain a tangent point (C), representing the optimal option for producing the product (Fig. 6.4).

This is the optimal combination of factors and costs of production of goods under given conditions.
The presented solution to the problem indicates that the actions of economic entities in the labor and capital markets can ensure the finding of the most preferable and economical factors of production, which are the basis for maximizing profits, which, ultimately, is the goal of organizational activity.
Focusing on the most optimal option and minimizing costs is relevant not only for the manufacturer, but also for the consumer of goods, since the level of costs is included in the price and, therefore, affects the purchasing power of the product. Therefore, from the many options, it is important to find those that provide the optimal options from the point of view of balancing costs and benefits.
Business entities must constantly compare their marginal costs and marginal benefits. Only in this case can their activities be truly effective.
At the same time, the study shows the contradictory dynamics of decrease and increase in average costs, which leads to a search for the most preferable options, a transition from less to more effective situations.
Over a long period, changes in technology, production volumes, and prices are natural. Their dynamics are reflected in costs.
An analysis of the dynamics of costs at a number of enterprises (or at one at different periods of time, with changing conditions) made it possible to identify a natural trend: first, a reduction in average costs with the expansion of production, and then with the introduction of more and more capacities - their growth. The result is a “bumpy” curve (Fig. 6.5)1.
1 See: Campbell R. McConnell, Stanley L. Brew. Economics. T. 2.
The graph shows a series of short-term cost curves for enterprises of various sizes or one enterprise at various periods of time, with changing conditions.

After the contradictory dynamics of average costs - first a decrease, and then an increase, the enterprise can re-equip production on the basis of new technologies, which will again allow first to reduce average costs, subsequently to reach a situation of their growth, etc. Having exhausted the possibilities of each stage, the enterprise moves all to new and new stages.
By connecting the short-term curves with a tangent line, we obtain a long-term average cost curve, which, as it were, “envelops” the short-term cost curves. It shows the value of the least cost per unit of production in the long run for any given volume of production, provided that the firm had enough time to make all the desired changes in the size of the enterprise.
In the process of transition from one level of production to another over a long period, both positive and negative sides of the effect of scale appear, leading, on the one hand, to a reduction in costs, on the other, to their growth as the law of “diminishing returns” operates.
Positive economies of scale, leading to a reduction in average costs, are associated with:
labor specialization;
specialization of management personnel;
efficient use of capital;
production of by-products, etc. Diseconomies of scale leading to growth
costs are associated primarily with the expansion of the hierarchical management apparatus in depth and breadth, which creates difficulties for obtaining and exchanging information, coordinating decisions made, and does not exclude inconsistency and contradictory information. Therefore, it is important to focus on reducing transaction costs.
The presented mechanism of action of economic entities in the labor and capital markets in order to select the most preferable and economical factors of production can provide not only short-term minimization of production costs and short-term maximization of profits, but also a more reasonable prospect - long-term maximization of profits, which is ultimately the strategic goal of organizational activities entrepreneur.
1. Overload or too little workload, e.g. a task that

unrewarded.
2. Role conflict.

requirements. For example, a salesperson may be asked to respond immediately

they tell him not to forget to fill the shelves with goods.

unity of command. Two managers may give conflicting instructions to an employee.

increase production output, while the head of the technical department

on the other.
3. Role ambiguity.

contradictory, but also evasive and vague. People must have the right

should do and how they will be assessed after that.
4. Uninteresting work.

to a friend can also cause stress.
The ideal situation would be when productivity is at
at the highest possible level, and stress at the lowest possible level. To
To achieve this, managers and other employees of the organization must learn
cope with stress in ourselves.

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Moscow State University of Economics, Statistics and Informatics

Completed:
Migura E. S., DMM-201
Moscow, 2004
Content
Introduction. 3
Concept of stress. 3
Causes and signs of stress. 6
Organizational factors. 6
Personal factors. 7
Adaptation to stress. 9
Stages of stress. 10
Ways to deal with stress. 13
Relaxation. 14
Concentration. 15
Regulation of breathing. 15
Prevention of stress. 16
Is stress a lifestyle? 17
Stressful lifestyle. 17
Stress-free lifestyle. 18
Stress management or stress management. 18
Coaching, or working with the top person of the organization. 18
Leveling the microclimate in the team. 19
Conclusion. 20
Application. 21
List of used literature. 22

Stress is a common and common phenomenon. We all experience at times
it - maybe like the feeling of emptiness in the depths of the stomach when we get up,
presenting yourself in class, or as increased irritability or insomnia
during the examination session. Minor stress is inevitable and
harmless. It is excessive stress that creates problems for individuals and
organizations. Stress is an integral part of being human
existence, you just need to learn to distinguish between the acceptable degree of stress and
too much stress. Zero stress is impossible.
Stress is essentially another type of emotional state, it is
the condition is characterized by increased physical and mental activity.
Moreover, one of the main characteristics of stress is its extreme
instability. Under favorable conditions, this condition can
transform into an optimal state, and in unfavorable conditions - into
a state of neuro-emotional tension, which is characterized by
decreased performance and efficiency of functioning of systems and organs,
depletion of energy resources.
Most often, stress is defined as excessive psychological or
physiological stress. Research shows that physiological
signs of stress include ulcers, migraines, hypertension, back pain, arthritis,
asthma and heart pain. Psychological manifestations include irritability,
loss of appetite, depression and decreased interest in interpersonal and sexual
relationships, etc.
By reducing the effectiveness and well-being of the individual, excessive stress is expensive

employees are rooted in psychological stress. Stress directly and indirectly

One of the most common types of affects these days is
stress. In modern life, stress plays a significant role. They influence
human behavior, performance, health, relationships with
others and in the family. Stress is a state of excessive and
prolonged psychological stress that occurs in a person when
his nervous system gets emotional overload. Most widely
The definition used is the following: "Stress is tense
state of the human body, both physical and mental." Stress
is present in the life of every person, since the presence of stressful impulses during
in all spheres of human life and activity, undoubtedly.
Any event, fact or message can cause stress, i.e. become
stressor. Stressors can be a wide variety of factors: microbes and
viruses, various poisons, high or low temperature environment, injury
etc. But it turns out that the same stressors can be any
emotiogenic factors, i.e. factors influencing the emotional sphere of a person.
This is all that can excite us, misfortune, a harsh word, undeserved
resentment, a sudden obstacle to our actions or aspirations. At the same time,
Whether this or that situation will cause stress or not depends not only on
the situation itself, but also from the individual, her experience, expectations, self-confidence, etc.
Of particular importance, of course, is the assessment of the threat, the anticipation of dangerous
consequences that the situation contains.
This means that the very occurrence and experience of stress depends not so much on
objective, how much from subjective factors, from the characteristics of the
person: his assessment of the situation, comparison of his strengths and abilities with those
what is required of him, etc.
Stressful situations occur both at home and at work. From the point of view
management, the greatest interest is in organizational factors that
cause stress in the workplace. Knowing these factors and paying special attention to them
attention will help prevent many stressful situations and increase
efficiency of managerial work, as well as achieve the goals of the organization with
minimal psychological and physiological losses of personnel. After all
It is stress that causes many diseases, and therefore causes
tangible harm to human health, while health is one of the conditions
achieving success in any activity. Therefore, the work considers
personal factors causing stress. In addition to the causes of stress,
the stressful state of the body is analyzed - stress tension, its
main signs and causes.
Translated from English, stress is pressure, pressure, tension, and distress
- grief, misfortune, malaise, need. According to G. Selye, there is stress
nonspecific (i.e., the same to different influences) response of the body
to any demand presented to him, which helps him adapt to
difficulty that has arisen and cope with it. Any surprise that disrupts
the usual course of life can be a cause of stress. At the same time, as noted
G. Selye, it doesn’t matter whether the situation we face is pleasant or unpleasant
collided. What matters is the intensity of the need for restructuring or
in adaptation. As an example, the scientist cites an exciting situation: a mother,
who was informed about the death of her only son in battle, experiences terrible
mental shock. If many years later it turns out that the message was
false and her son suddenly enters the room unharmed, she will feel
greatest joy.
The multidimensionality of the phenomenon of stress in humans is so great that it was necessary
to develop a whole typology of its manifestations. Currently
It is customary to divide stress into two main types: systemic
(physiological) and mental. Because man is social
being and in the activities of its integral systems, the leading role is played by
mental sphere, then most often it is mental stress that turns out to be the most
significant for the regulation process.
The specific results of the two events - grief and joy - are completely different,
even opposite, but their stress effect is a non-specific requirement
adaptation to a new situation may be the same.
Currently, scientists distinguish between eustress (positive stress, which
combines with the desired effect and mobilizes the body) and distress
(negative stress with an undesirable harmful effect). With eustress
cognitive processes and self-awareness processes are activated,
understanding reality and memory. Distress at work
environment tends to extend to non-working hours. This
the accumulated consequences are difficult to compensate during leisure hours, it is necessary
compensate during working hours. The most general and complete is
classification of life stress, one of the variants of which was proposed by R.T.
Wong and is shown in Figure 1.
The inner square represents the very essence of our existence, which
called "I power", "mental power", psychic energy, or internal
resources. This is what allows an individual to overcome the crises of life, what
determines the intensity of resistance to stress. A decrease in resource contributes to
increased vulnerability to various stress-related disorders, such
like anxiety, fear, despair, depression.
The next area is intrapersonal stress. Most of our requirements
to the outside world and its effects on us are associated with this type of stress. This
the area is like a centrifugal force that influences everything
spheres of our life. If we are not at peace with ourselves, then our
internal turmoil, experience manifests itself in a negative attitude,
influences on the outside world and disrupts interpersonal relationships. This
the category of stress includes events such as unfulfilled expectations,
unfulfilled needs, meaninglessness and purposelessness of actions,
painful memories, inadequate assessment of events, etc.
Rice. 1. Areas of stress in daily life

The interpersonal stress domain interacts with specific domains
life. Since each person has to constantly solve various
social issues in their activities, then interaction with other persons and
its assessment has a significant impact on our perception, experience,
attitude to events and are problems of relationships between people.
Personal stress has to do with what an individual does and what happens
with him, when he does not comply, violates certain prescribed social
roles, such as the role of parent, husband, employee, etc. It manifests itself in connection
with such phenomena as health problems, bad habits, sexual
difficulties, boredom, aging, retirement.
Family stress includes all difficulties in maintaining the family and relationships within it.
– housework, marital problems, conflicts between generations, living with
among young people, illness and death in the family, alcoholism, divorce, etc.
Work stress is usually associated with heavy workload, lack of
self-monitoring of work results, role ambiguity and role
conflict. Poor job security, unfair assessments
labor, disruption of its organization can become a source of stress.
Social stress refers to problems experienced by
large groups of people - for example, economic recession, poverty, bankruptcy,
racial tension and discrimination.
Environmental stress is caused by exposure to extreme conditions
environment, the expectation of such impact or its consequences –
air and water pollution, harsh weather conditions, unfriendly
neighbors, crowding, high noise levels, etc.
Financial stress is self-explanatory. Inability to pay bills
provision of expenses with income, difficulties in obtaining debt, inconsistency
salary level, work results, the emergence of additional and financial
unfunded expenses, these and other circumstances may be the reason
stress.
Intrapersonal stress deserves detailed consideration not only because
that not enough attention was paid to him, but also due to the fact that he
can be projected onto various life events and influence characteristics
attitudes towards them and the behavior of the individual.

By reducing an individual's performance and well-being, excessive stress is costly
costs organizations. Many employee problems that are reflected as
on their earnings and performance, and on their health and well-being
employees are rooted in psychological stress. Stress directly and indirectly
increases the costs of achieving organizational goals and reduces the quality of life
for a large number of workers.
Stress can be caused by factors related to work and activities
organizations or events in a person’s personal life.

Evaluation criteria

Communication networks

Evaluation criteria

multi-channel

Satisfaction

Let's consider those factors operating within an organization that cause stress:
1. Overload or too little workload, e.g. a task that
must be completed within a specific period of time.
The employee was simply assigned an unreasonable number of tasks or unreasonable
level of output for a given period of time. In this case usually
there is anxiety, frustration (a feeling of collapse), as well as a feeling
hopelessness and material losses. However, underloading can cause exactly
same feelings. A worker who does not receive a job that matches his
opportunities, usually feels uneasy about his worth and
position in the social structure of the organization and feels clearly
unrewarded.
2. Role conflict.
Role conflict occurs when conflicting demands are placed on an employee.
requirements. For example, a salesperson may be asked to respond immediately
to clients' requests, but when he is seen talking to a client, then
they tell him not to forget to fill the shelves with goods.
Role conflict can also occur as a result of a violation of the principle
unity of command. Two managers may give conflicting instructions to an employee.
For example, a plant director may demand from the workshop manager the maximum possible
increase production output, while the head of the technical department
control requires compliance with quality standards.
Role conflict may also arise as a result of differences between norms
informal group and the requirements of a formal organization. In this situation
an individual may feel tension and anxiety because he wants
to be accepted by the group, on the one hand, and to comply with the requirements of management -
on the other.
3. Role ambiguity.
Role ambiguity occurs when an employee is not sure what to do.
is expected of him. Unlike role conflict, here there will be no requirements
contradictory, but also evasive and vague. People must have the right
understanding of management's expectations - what they should do, how they should do it
should do and how they will be assessed after that.
4. Uninteresting work.
Some studies show that individuals who have more interesting
work, show less anxiety and are less susceptible to physical
ailments than those doing uninteresting work. However, views on
The concept of "interesting" work varies among people: what seems interesting
or boring for one, will not necessarily be interesting for others.
5. There are other factors as well.
Stress can result from poor physical conditions, e.g.
variations in room temperature, poor lighting or excessive noise.
Wrong relationships between authority and responsibility, poor channels
exchange of information in the organization and unreasonable demands from employees
etc.............