Target: the formation of practical skills in the development of a system of motivation for the organization's personnel.

Students should identify the essence and functions of work motivation. Particular attention should be paid to modern approaches and theories of personnel motivation. It is also recommended to define a procedure for designing a personnel motivation system at the enterprise. In the classroom, students need to give answers to the questions posed, and also through analysis and discussion of a specific situation and the implementation of practical tasks to consolidate knowledge on this topic in practice. Forms of knowledge control: survey, discussion, discussion of a specific situation, presentation of the results of the implementation of practical tasks, analysis of the results of independent work on the topic.

1. Motivation of labor activity: essence, function.

2. Sources of motivation.

4. Procedural theory of motivation.

5. The system of methods of labor motivation: composition, principles of implementation.

6. Tools of the motivational process.

7. Model of a modern complex motivation system.

9. Practical tasks.

The sales manager of one firm I. Ivanov intends to purchase a car, which, in his opinion, will give him a certain weight in the team, improve the quality of his life due to the previously absent amenities. Assessing his capabilities, he identified three ways to achieve his goal:

1. take a car on lease;

2. increase sales in your company, get more profit and buy a car;

3. participate in lottery draws and win a car.

1. Using V. Vrum's procedural concept of motivation, determine the most motivationally grounded behavior of a manager who realizes his need.

2. Which way of satisfying a need is motivationally more justified?

Analyze the situations that have developed in the company and suggest ways to motivate employees in order to eliminate the conflict situation with maximum benefit for the organization (the analysis of the situation is carried out according to the following scheme of the motivational process:

2. From the office of the CEO, information is leaked to a competitor.

3. Employees of a large corporation resist a merger with another large company.

4. An experienced (10 years of work experience) specialist has become worse at performing tasks.

5. The organization employs mainly women, interpersonal relationships are tense.

Motivational process diagram:

1. analysis of the situation: the place of the current situation (organization, workplace), participants in the situation (relationships, candidates);

2. definition of the problem: formulation of the problem, reasons and motives;

3. setting goals for motivating the employee (employees): identifying needs, determining the hierarchy of needs, analyzing changes in needs, "needs-incentives", strategy, method of motivation;

4. implementation of motivation: creating conditions that meet the needs, ensuring reward for results, creating confidence and the possibility of achieving the goal, creating an impression of the value of reward;

5. management of motivation: monitoring the progress of the motivational process, comparing the results obtained with the required ones, adjusting incentives.

Define the conditions for the practical implementation of the main modern theories of motivation:

Practical lesson on the topic "Forms of remuneration of personnel"

Target: the formation of practical skills for the optimal choice of the mechanism for remuneration of the personnel of the organization

Methodical recommendations for the lesson. Students should identify the essence and role of incentives in the personnel management system. Pay special attention to the forms, systems and methods of regulating the remuneration of the personnel of the enterprise. It is also recommended to determine the procedure for the formation of a mechanism for effective incentives for personnel. In the classroom, students need to give answers to the questions posed, and also through analysis and discussion of a specific situation and the implementation of a practical task to consolidate knowledge on this topic in practice. Forms of knowledge control: survey, discussion, discussion of a specific situation, presentation of the results of the practical assignment.

1. The role of incentives in the personnel management system.

2. Subsystem of personnel remuneration: purpose, main goals

3. Principles of organization of wages

4. Regulation of wages

5. The structure of remuneration of an employee of the organization

6. Basic wages: forms, systems, motivational implementation mechanism.

7. Additional salary and motivational mechanism for its implementation.

8. Bonuses and motivational mechanism for its implementation.

9. Social payments and the motivational mechanism for their implementation.

10. Modern trends in the field of wages and forms of their implementation.

11. Analysis of the situation.

12. Practical task.

Denis Kovalchuk is the General Director and owner of the Nika company, which is engaged in the import and wholesale of computer equipment. The company employs two overseas computer purchase specialists who receive salaries and monthly bonuses of 40% of the salary (the CEO decides on the bonuses), and five commercial agents engaged in domestic sales and receives a commission of 10%. from the amount of sales. The prices for the computers sold are set by the General Director. Analysis of financial results for the last six months showed Denis that the company's profitability began to decline, despite the constant growth in sales volumes and the maintenance of inventories at the same level, and that, in addition, the collection of accounts receivable has increased. Purchasing staff received 40% of the bonus for all six months, but their remuneration was only 40% of the average income of a commercial agent.

Questions for analysis, reflection and discussion

1. Analyze the development of the situation in "Nika". How can the achieved results be explained? How can they be related to the compensation system?

2. What kind of remuneration system would you suggest for Nika?

3. How would you advise Denis to introduce this system?

Develop regulations governing the organization's remuneration mechanism.

Business game "Conflict at an industrial enterprise" to the topic "Conflicts in the organization"

I. Purpose of the game. To acquaint students with conflict situations arising at industrial enterprises during the period of their reconstruction, to teach them to recognize the causes and types of conflicts, as well as to find possible options for their solution.

II. Installation. A joint-stock company that manufactures chemical products (for example, detergents) is on the verge of bankruptcy. The products of the enterprise, due to their low quality and high cost, do not withstand competition in the sales market. For the profitable operation of the enterprise, the following measures must be taken:

a) replace outdated equipment with new;

b) reduce by about (Golovin the number of employees;

c) improve the qualifications of the remaining employees;

d) find (attract) additional funding;

e) radically rebuild the entire structure of the enterprise.

The company employs 100-150 people. All employees are divided into the following categories:

a) administrative and managerial staff;

b) workers of pre-retirement age;

c) women with young children;

d) all other employees.

All employees are shareholders of their company.

The game can take part from 7 to 30 people.

III. Participants of the game. 1.

General director of the enterprise. 2.

Technical Director. 3.

Finance manager. 4.

Human Resources Manager. 5.

Chairman of the trade union committee. 6.

INTRODUCTION

In modern science, management is considered as a specific area of ​​human activity, within which certain goals of organizations are resolved. In terms of its content, this kind of activity is complex and multifaceted. In addition, it requires a lot of human effort and time. Therefore, management is viewed as a special activity.

In the process of implementing all management functions, a system of interrelated tasks is solved, where an important role is assigned to the head as the main subject of managerial decision-making. The activities of foreign firms, the practice of domestic organizations, especially in the context of changing forms of ownership, show that modern leaders objectively need deep knowledge and skills in managing conflicts, in predicting them.

Conflict is a clash of opposing positions, opinions, assessments and ideas that people try to resolve with the help of beliefs or actions against the background of the manifestation of emotions. The basis of any conflict is the accumulated contradictions, objective or subjective, real or illusory. Sometimes the most insignificant reason is enough and the conflict can break out. The development of the conflict occurs according to the scheme: conflict situation + pretext = conflict.

Major regional conflicts are most often caused by differences in ideologies, ideological concepts, economic interests, and the division of society into friends and foes. On the surface of the philistine worldview, coals of racial and national prejudices always smolder (white and black, the ideas of the great Aryan race, anti-Semitism, etc.), religious disagreements (for example, Catholic Christians and Protestant Christians in Ireland), addictions, etc. ., ready for a suitable provocative occasion to flare up into a dangerous fire.

By talking about conflicts with any person, you can be sure that he will respond to the discussion of this problem in the most lively way. Any of us got into one or another controversial, conflict situations arising from the mismatch of perception and assessments of various events. Often, a conflict situation is based on objective contradictions, but some trifle is enough: an unsuccessfully spoken word, opinion - and a conflict can begin.

This course work consists of two parts:

The first part examines the problem of the attitude of personnel in the organization and the system, methods of personnel support.

In the second part - the attitude of the personnel and the system of its support on the example of the enterprise JSC "Fat Plant".

RELATIONS IN THE ORGANIZATION

Potential sources of conflicts are always present in the activities of any organization. The emerging conflicts can cause a wide variety of consequences for the team and the relationships of the people who work in it. There are cases when attempts to avoid conflict led to a decrease in work efficiency and worsened the psychological climate in the team, and sometimes even led to destructive changes, since the essence of a possible conflict consisted in the struggle of the progressive against the outdated, with various remnants, unfair actions. In other situations, conflicts have had the most negative consequences for the team. At the same time, conscious efforts to resolve the contradictions that have arisen in a conflict way led to irreparable losses - grievances, people's experiences, negative social attitudes. All of this naturally affects business relationships and paralyzes work. There were other situations when it was the conflict that helped to solve the painful problems. In other words, the very fact of the conflict cannot be treated unequivocally.

All human activity is conditioned by really existing material needs (the need for food, sleep, clothing, etc.) and spiritual (in work, knowledge, communication, social activities, creativity).

People tend to either achieve something or avoid something. In a narrow sense, motivated activity is a person's actions, conditioned by internal motives, aimed at achieving their goals, realizing their own interests. The employee himself determines the measure of his actions, depending on the internal motives and conditions of the external environment.

Labor motivation - the desire of the employee to satisfy his needs through work. The structure of the motive for work includes: the need that the employee wants to satisfy; a good that can satisfy this need; labor action required to obtain the good; price - costs of a material and moral nature associated with the implementation of a labor action.

Any activity involves certain costs and has a price. So, labor activity is determined by the cost of physical and moral strength. High work intensity can scare off workers if there are not sufficient conditions to restore working capacity. Poor work organization, unfavorable sanitary and hygienic conditions at work, and the underdevelopment of the social sphere usually determine the strategy of labor behavior, in which the employee prefers to work less and get more. However, a situation is possible when an employee, in order to maintain a certain level of well-being, is ready to pay with health for receiving various additional benefits.

Various neuropsychological disorders, stressful and conflict situations that arise between groups in the process of communication are associated with the constant search for the best way to fulfill their needs.

All needs are social in nature. In the process of purposeful managerial influence, it is quite possible to influence the entire system of individual needs, and through the needs - on her interests, ideals, attitudes and, of course, on character.

The latter is one of the most important psychological personality traits. This is a set of stable psychological properties that determine the line of human behavior, his attitude to business, to things, other people and to himself. The impact on the character of a subordinate is expressed in the ordering of his relations and the impact on these relations. At the same time, one should take into account the polarity of such relations: adherence to principles - unprincipled; tactfulness - tactlessness; organization - disorganization; hard work - laziness; overestimation of their capabilities - underestimation of their strengths; self-criticism - non-self-criticism; exactingness to oneself - undemanding to oneself; greed is wastefulness, etc.

A lot in the organization depends on the team. The labor collective represents a specific socio-psychological education, in the center of which is the system of interpersonal relations, manifested in the form of mass-group activity. Each member of the work collective, group sets a specific task for himself, focusing on a specific system of values. Any personality has its own system of values, and the totality of individual values ​​constitutes the value-orientational unity of the collective. If the team possesses this unity, which develops in joint useful activities, then professional interpersonal relations in the team will be streamlined. In such conditions, people involved in the process of solving group problems, in contrast to people who are more prone to disunity, overcoming professional barriers through various kinds of conflict situations, put all their internal problems into the background: in the course of active work, there is almost no room for personal experiences. This is the work situation, the achievement of which is the optimal limit for the leader.

Each labor collective, in addition to the formal structure (enterprise, site, brigade), unites a number of informal socio-psychological formations (microgroups) that are formed on the basis of a variety of psychological factors, but mainly on the basis of likes or dislikes. It was revealed that in the work collective very often there are small informal groups (as a rule, they are 2-5 people), arising on the basis of behavior that is not related to professional activity.

Informal groups in a team arise in the process of interaction of team members with each other. When solving the tasks facing the team, people enter into business contacts. Along with this, they also enter into unofficial contacts with each other.

The informal structure of the team emerges spontaneously. Often the emotional intensity reaches such a level that it is regarded by people as more significant than the relationship based on official regulations. Informal groups are created outside the competence of the leadership. The laws of communication, which underlie the activity of people, ignore the will of leaders and make themselves felt in any collectives.

The informal structure of the work collective is characterized by the presence in each formed group of its own leader, who somehow surpasses other members of the group, possessing special personal characteristics.

In each collective, usually several informal structures are formed, and in each structure its own direction is revealed. This naturally affects the professional activity of the work collective: disunity disorganizes collective actions, cohesion organizes them.

Research data give every reason to believe that taking these factors into account can help a manager in ordering interpersonal processes in a team, as well as reveal impending conflicts, take a number of effective measures to prevent and resolve interpersonal conflicts.

Any collective involved in any activity is influenced by the forces of unity and separation, which are an echo of interpersonal relationships. Such interaction, naturally, leads the collective to both unity and disunity. In the latter case, interpersonal conflicts arise.

In working groups, informal structures are formed with their own leaders, performers, followers. In a favorable environment, when all employees are involved in solving the tasks facing the team and, most importantly, when the leader is authoritative, the informal structures of the team unite their efforts in the general collective direction of activity.

Research by psychologists has shown that in conditions of group isolation, having a "good boss" is the most necessary factor in team leadership. People who are separated from related units are more often dissatisfied with their relationships with their bosses than with workmates or neighbors. Conversations with returnees from work in remote areas show that medical ailments, allegedly caused by unfavorable climatic conditions, are often not so. At the heart of seemingly bodily disorders are social factors associated with interpersonal relationships.

Troubles in the relationship with the boss often lead to psychological breakdowns, which causes neuroses in employees.

Often the cause of neuroses is the "director's neurosis", which first arises in managers, who answer the most elementary questions with hot temper and often give conflicting orders. Their behavior makes the team nervous.

"Director neurosis" by induction is transmitted to mentally weak employees, who begin to feel a state of doom. Part of the working time is wasted on meaningless conversations and meetings. All this leads to a violation of the sense of order, activity in a person, chaos, causes fatigue and a sharp negative reaction. Senseless activity evokes negative emotions, creates a negative opinion.

Informal groups arise in all departments. The leader himself, like any member of the team, is part of a certain type of informal structure. These can be small groups of interpersonal influence, but also reference, or reference, groups (family, relatives, friends, hobby partners, colleagues), the opinions and views of their members are of decisive importance for the person entering them. Naturally, all of these groups can have a positive or negative orientation. Since reference groups are not closed systems, it is difficult to imagine what impact members of reference groups who are not members of work collectives have on their other members who are.

The management of the interpersonal relations of informal groups in the work collective proceeds from a careful consideration of the psychology of all its members and consists of a system of influences on the employee's personality, taking into account the reactions to this influence on the part of the group members. The influence on relationships of those outside the framework of the unit (family, friends, etc.) is limited, but available at the interpersonal level.

Personnel management as a management function is designed to unite, coordinate, interconnect all other functions into a whole. The main task of the leader is to strive for the unity of the team in everything. The most important principles of personnel management are the responsibility of each employee for his work and the knowledge of each employee to whom he is subordinate and from whom he should receive instructions. The management system is a hierarchy, assuming the assignment of various stages of management to individual managers or the management apparatus. The main task of top management is the selection of managers, the coordination of various functions, the organization of the hierarchy of the management system as a whole.

Middle and lower-level managers act as organizers of certain types of work: drawing up a general business plan; bringing people together for work; its leadership; coordination of the functioning of individual parts of the organization and individual employees, monitoring the results.

The purpose of personnel management is to encourage employees to develop their abilities for more intensive and productive work. A manager should not order his subordinates, but direct their efforts, help to reveal their abilities, and form a group of like-minded people around him.

The following socio-psychological aspects of management have acquired particular importance: - the stability of the official position - the main incentive to work; - dismissal on the initiative of the administration is relatively rare, since it is associated with the observance of many different rules; - instilling in employees a sense of commitment to their company (publishing newsletters, magazines that highlight the activities and events of the life of the company; showing video and films; arranging holidays; days of rest, on which significant funds are spent).

Increasing the efficiency of personnel management is achieved through the use of such factors as: - good organization of workplaces; - rational planning and use of production areas; - systematic retraining and advanced training of employees; - ensuring the stability of employment; - development and implementation of various socio-economic programs.

To stabilize the employment of permanent workers in firms, the following methods are usually used: - attracting temporary workers during the period of cyclical growth; - maneuvering labor resources within the company; - retraining of employees and training them in new specialties;

Shortening of the working week during a period of deteriorating business conditions; - extraordinary vacations and early retirement. Employment stabilization measures are necessary to stimulate the desire of workers to increase productivity and efficiency of their work. Note that often many physical ailments and conflict situations are associated with the instability of the employee's workplace, his lack of confidence in his necessity and significance for the company. Therefore, all kinds of employment stabilization programs help employees to rehabilitate in difficult situations.

The collective occupies a central place among the main objects of management. The collective is the highest form of a social group in which two main components are combined: material (people) and spiritual (orientation of people, their thoughts, experiences, etc.). A social group acquires the right to be called a collective if it possesses a number of characteristics: a socially useful goal, ideological spirit, solidarity, and the presence of governing bodies. A developed team is, moreover, a self-governing and self-regulating system. In order for a structural unit to receive the status of a collective, the leader should develop quite definite collectivist qualities in his employees.

The labor collective is one of the collectives of the whole society. The spiritual side of the life of a work collective is its ideology (a set of ideas and views) and psychology (a set of certain socio-psychological phenomena). Among the latter, the following stand out: socio-psychological factors arising from the practice of human interaction (mutual assessments, requirements, authority, etc.); public opinion (collective views, attitudes, judgments); social feelings and collective moods; collective habits, customs.

In the work collective, there are three spheres of relations: professional (labor), socio-political and the sphere of life.

The professional sphere covers the relationship of employees that develop in the labor process. This area includes: subordination relations (manager-subordinate; senior-junior); coordination relations due to joint activities; in some cases, also the relationship in the system "man - technology", which is typical only for subdivisions. In the professional sphere, the employee acts as a professional specialist. However, the personality of an employee is not limited to the performance of a professional function. Any worker is a member of a volunteer society. These and similar functions are performed within the framework of the socio-political sphere. In the sphere of life, material, cultural and everyday needs and communication needs are satisfied. The sphere of life is the basis for the formation of small groups in a team, the cultivation of the psychology of microenvironments, which is reflected in other areas. In managing a team, its quantitative composition is of great importance. The most manageable is a team of 10-15 people. Collectives exceeding four dozen members tend to break up into constituent groups. The combination of people of different ages in a team is preferable. Teams made up of people of different ages give rise to different types of hobbies, complicate the organization of collective actions, and this requires great managerial capabilities from the leader. A team made up of people of the same age tends to focus on the interests of their age.

Socio-psychological analysis of collectives shows that the main pivot around which the process of uniting a collective unfolds is collective activity. The subject of such activity, of course, is the group activity of the collective, aimed at achieving a social goal.

The need for joint movement towards a common goal presupposes interaction between team members. And if the interaction fully involves all members of the team in the movement, then many troubles, personal dislikes, antipathies, etc., remain outside the board. In the conditions of such interaction, the target unity of the team is brought up, uniting for joint activities, there is no ground for conflicts.

The main contribution when considering this problem was made by such scientists as N.N. Veresov, A.V. Karpov, E.V. Meshcheryakova, N.E. Revskaya, A.A. Urbanovich. Below, the main directions in their work will be considered.

In its real functioning, the control system appears as a set of diverse actions performed by a greater or lesser number of people, united by common interests and a single goal. Management emerges and is carried out only when and where and where several or many people carry out joint actions to achieve a certain goal, be it building a house, teaching students at a university, participation of a football team in a championship. But almost every human action is not only a certain operation in relation to a certain thing: to building materials, teaching aids, but also a certain action in relation to a certain person (help, support, or, on the contrary, rivalry). In any action that connects people in one way or another, including in management processes, there are quite definite relations of each person with his colleagues - relations of cooperation or rivalry, sympathy or antipathy, domination or submission. The set of connections between people that arise in the process of their interaction, and constitutes what is called interpersonal relationships. But such ties acquire a stable and long-term character when they are conditioned by the vital interests of not only individuals, but also the economic, political, cultural and other interests of certain social groups and communities that unite people with common goals and actions to achieve them, including and management. It is the totality of such connections and interactions that acts as social relations existing in a given society at a certain stage of its historical development.

Social relationships are relationships between social groups or their members.

Veresov N.N. argues that social relations in society are characterized by a very great variety, therefore, typologization is of great importance, i.e. differentiating them by type. Such a typology can be carried out on various grounds:

• 1) by subject (or carrier):
  • · Individual (personal);
  • · Interpersonal;
  • · Intragroup;
  • · Intergroup;
  • · International (inter-corporate) relations.
• 2) by object:
  • · Economic;
  • · Political (within systems and institutions);
  • · Socio-cultural;
  • · Religious (within a church, mosque, synagogue);
  • · Family and household (in the object - family).
• 3) by the nature of the relationship (modality):
  • · Relations of cooperation;
  • · Mutual assistance;
  • · Rivalry;
  • · Conflicts;
  • · Subordination.
• 4) By the degree of standardization and formalization:
  • · Formal and informal;
  • · Formal and informal.

Social relations in the management system are a set of diverse connections that arise between individuals, their groups, communities, as well as within the latter in the process of developing, making and implementing managerial decisions aimed at ensuring the sustainability, dynamism and efficiency of the controlled social object.

In the process of functioning of the control system, the following are distinguished as priority social relations:

• · Relationship of dependence;
• · Power relations;
• • relations of domination;
• · Relations of subordination.

Meshcheryakova E.V. writes that in the process of functioning of the control system, six main types of social relations arise. The most common type of interaction between people in the management process is service relations, which are distinguished by their asymmetry. This feature is manifested in the fact that in the course of the functioning of the control system, a one-sided dependence of the subordinate on the boss develops. The most essential feature of a service relationship is the power to decide what and how a subordinate should do during working hours, and to determine the tasks that a subordinate must perform.

Functional relationships. Functional relationships should be distinguished from service relationships, the mates of which may but should not overlap with the mates of the service relationship. Functional relationships are built in such a way that the functionally conditioning subject of the relationship does not decide what the functionally dependent subject should do. The role of the functionally conditioning agent is more in advice, assistance than in issuing orders. Within the framework of the functional connection, orders do not apply. An example of this would be the relationship between the director of an institution and a legal advisor or advisor. The director sends a draft of any agreement or order for conclusion, the legal adviser is obliged to express his opinion, and the director is obliged to familiarize himself with it. But whether the director agrees with the conclusion or not depends only on himself.

Technical relations. In multi-level management systems, interdependence in the actions and functions of team members is of great importance. Everyone should clearly perform their functions and strive for the equally clear performance of their functions by other employees, otherwise it is impossible to achieve comprehensively coordinated and effective activities. This is precisely the third type of relations in the control system - technical relations.

Information relations are relations associated with one-way or mutual processes of informing about all the states of an object and about changes in states, which the informant knows about, and the informant must know in order to be able to effectively perform their duties.

Specialized relations are a type of relationship associated with the division of labor (the distribution of goals and actions to achieve them) in the management of the multilateral configuration of the activity of a given system - an organization, a firm, an institution, etc. We are talking about the connection of the control subsystem or its individual links with specialized components, links, sections. Specialized relationships can take on varying degrees of intensity. Some sections, links of the controlled subsystem may be stronger or weaker associated with the division of labor, both among themselves and with the controlling subsystem.

Hierarchical relations are relations between the links or cells of the system located at different rungs of the management ladder (management vertical), in which each lower level of management is subordinate to the higher level of management.

Karpov A.V. argues that, depending on the nature of the relationship between leaders and subordinates, social relations in the management system can be presented in four main varieties: bureaucratic, paternalistic, fraternalistic and partnership relations.

Bureaucratic relations are based on the administrative hierarchy. In the presence of such a relationship, each employee is rigidly assigned, his functional duties. The bosses make decisions, and the subordinates are obliged to carry them out, strictly following the letter of the orders. Monitoring the activities of employees and the entire organization is a well-functioning audit procedure. Responsibility for the success of the case and possible failures lies with the respective contractor. Contacts between superiors and subordinates are mainly of an official (formal) and depersonalized nature, limited to relations of a purely official nature.

Under paternalism, the hierarchy of relations is clearly expressed, and the rights of the "owner", who usually makes individual decisions, are indisputable. Subordinates are required and expected to be loyal to their boss. The "master" vigilantly controls the actions of his subordinates, but, if necessary, takes on a part of the functions assigned to them. Responsibility for the success of the business or possible failure is shared. The "master" strictly maintains the unity of the organization, but not through formal regulation, but through the assertion and constant preservation of his personal influence. Despite the strict hierarchy, relationships are given a personal character that goes beyond the purely official framework.

In the case of fraternalism, the hierarchy in relationships is diligently smoothed out and softened. The dominant tendency is to make decisions collectively after collective discussion. Thus, in relations with his subordinates, the leader pretends, rather, for the role of a "leader" rather than a "boss" or "boss." Subordinates are provided with sufficient independence, and mutual assistance and support from both the manager and ordinary employees is assumed in joint activities. Any success is seen as a common merit of the entire team, any failure - as a common misfortune for all team members. Relationships in such an organization are emphatically informal.

In the case of partnership, although hierarchical relations exist, they are not clearly expressed. Decisions are made on the basis of discussion, where everyone makes proposals in accordance with their qualifications and area of ​​expertise. The leader does not order, but coordinates general actions. Each employee is clearly assigned the appropriate functions, and the manager does not interfere in them, and current control is most often not provided. Subordinates must understand the meaning of the decisions made and carry out them in the process of independent work. Despite the collegiality of decisions and actions taken, the relationship between employees is depersonalized and transferred to a service-contact basis. The partnership is distinguished by democracy - independent individuals unite for joint activities under a free contract, and the manager, as a coordinator, distributes tasks and monitors compliance with the agreed conditions and responsibilities.

The identified four types of relations in a "pure" form are rare; paternalism, in particular, is often realized in the presence of elements of fraternalism or bureaucracy. Ultimately, everything depends on the composition of the participants in the joint action, the nature, content and orientation of the organization within which people enter into social interactions, as well as on the composition and personal characteristics of people - leaders performing management functions.

Revskaya N.E. asserts that knowledge of the peculiarities of the folding and functioning of social relations in the management system helps to avoid typical mistakes that arise in the practice of some leaders. One of the most common mistakes in management practice is the mistake of excessive indulgence, which manifests itself in the tendency to evaluate their subordinates above the real level and quality of their performance, which ultimately leads to a decrease in their creative activity and to complacency, and this reduces the effectiveness of the organization. There is also the opposite - the mistake of being too exacting, reaching the level of rigidity and expressed in the tendency to underestimate everyone and everything.

Often in the practice of management, a mistake of personal predisposition manifests itself, in which the leader in relation to the subordinate relies more on personal predisposition than on the work of this subordinate itself. The halo error arises under the influence of the "halo effect", when, in his attitude to the subordinate, the boss is guided primarily by the general impression (good or bad) made by this employee, and not by the performance of his job. The error in the freshness of impressions is expressed in the desire of the leader to evaluate the subordinate and his work only on the basis of recent events, instead of analyzing and evaluating its effectiveness over a longer period of time.

Each of these mistakes can significantly worsen the relationship between the manager and his subordinates, lead to contradictions and conflicts, which can reduce the effectiveness of the activities of this organization, firm, enterprise; hinder his progress towards the intended goal. On the contrary, the knowledge of these mistakes, taking into account the peculiarities of relations developing between employees, as well as between them and their leader (managers), significantly expands the possibilities for improving the management system, increases its efficiency.

Urbanovich A.A. among social relations, he distinguishes relations of social dependence, since they are present to one degree or another in all other relations. Social dependence is a social relationship in which the social system S 1 (an individual, group or social institution) cannot perform the social actions d 1 necessary for it if the social system S 2 does not perform actions d 2. In this case, the system S 2 is called dominant, and the system S 1 is called dependent.

Social dependence is also based on the difference in status in the group, which is typical for organizations. Thus, individuals with a low status are dependent on individuals or groups that have a higher status; subordinates depend on the leader. Addiction arises from differences in the possession of meaningful values ​​regardless of official status. For example, a manager may be financially dependent on a subordinate from whom he borrowed a large amount of money. Latent, i.e. hidden, dependencies play an important role in the life of organizations, teams, groups.

Power relations are of the greatest interest among researchers of social addiction. Power as the ability of some to control the actions of others is of decisive importance in the life of a person and society, but until now scientists have not developed a consensus on how power relations are carried out. Some (M. Weber) believe that power is primarily associated with the ability to control the actions of others and overcome their resistance to this control. Others (T. Parsons) proceed from the fact that power must first of all be legalized, then the personal position of the leader makes others obey him, despite the personal qualities of the leader and subordinates. Both points of view have a right to exist. Thus, the emergence of a new political party begins with the emergence of a leader with the ability to unite people, create an organization and begin to lead it.

If the power is legalized (legitimate), people obey it as a force to resist which is useless and unsafe.

In society, there are other, not legalized aspects of the manifestation of power dependence. The interaction of people at the personal level often leads to the emergence of power relations, paradoxical and inexplicable from the point of view of common sense. A person of his own free will, not prompted by anyone, becomes a supporter of exotic sects, sometimes a real slave to his passions, which make him break the law, decide to kill or commit suicide.

Thus, in a number of spheres of life, constantly repeating interactions gradually acquire a stable, ordered, predictable character. In the process of this ordering, special connections are formed, called social relations. Social relations are stable ties that arise between social groups and within them in the process of material (economic) and spiritual (legal, cultural) activities.

The structure of the collective is the composition and combination of various social groups. People with different social status work in one office or company, and it is important that each social group does not conflict with another. You need to build a competent relationship. There are cases when people with long work experience create unfavorable working conditions for newcomers and spoil relations with them.

Naturally, this affects their work. No one wants to work for a company where people are constantly humiliated. At the enterprise, it is necessary to prove everything by deeds, and not by words. Human relations in the company are divided into several groups:

Functional and production;

Professional;

Vocational qualification;

Demographic;

National;

Socio-psychological group.

A socio-psychological group is a human relationship in an organization that is created through common interests. There are common values ​​that unite, captivate and employees of different groups and social spheres are united in this group. People are interested in a common goal and want to achieve great results. There is no fragmentation here, more and more solidarity. Thanks to common interests and ideas, a psychological microclimate is created that has a beneficial effect on the company.

Internally, collective relationships arise from the interaction of people who understand the importance of labor relations. There is no human factor here, but only the relation to work takes place. Employees independently understand the importance of the process and do not need any additional incentives.

Highly productive activity in the enterprise will be in the event that employees will see in their organization not only work, but even a home. They will try to give themselves completely to work. This attitude to work was in the USSR. Now there are slightly different views on activities, the employer should always stimulate employees financially or with other values.

Only in this way will there be full surrender. Only in this way will people be completely satisfied with work. Motivation can be different, the main thing, of course, is social motives. Various kinds of influences that have a beneficial effect on a person's attitude to work.

Objective factors relate to the socio-political situation in the country. The economic factors of the region and its industry also affect. Working conditions in a particular organization are objective. Employee relations in the enterprise will be improved if working conditions are normal. The level of work organization, pay and the psychological climate in the team, all this will have a beneficial effect on the desire to work, develop the enterprise and improve relations between colleagues.

The subjective factor is the personal characteristic of the employee. Employee gender, age, education, intellectual level, upbringing, work experience. All this affects the human relations of employees in the organization. The more educated a person is and has more work experience, the easier it is for him to adapt at the enterprise.

Who should be directly involved in human relations. Only the leader influences the harmonious development of relations. Competently forms the relationship of employees at the first stage, that is, at the stage of employment. Personnel adaptation is what influences the harmony in the enterprise. Human relations improve significantly if the employer competently introduces employees to each other.

It is also important that the administration of the enterprise introduce incentives and bonuses, improve the corporate culture, and wages should progress, not fall.

If after reading this article you do not receive a definite answer, ask for quick help:

What is informal relationships in an organization? These are the relationships that stop being just business and become personal. This happens all the time. Indeed, sometimes colleagues can be seen even more often than family members. It is not surprising that a person is trying to build a relationship at work, thanks to which he will want to go to the office.

Definition

Informal relationships are those that can hardly be called business. They usually occur in small organizations. Employees of such companies communicate too closely, and sometimes they are relatives or best friends. It is not uncommon for good friends to start building. Young people welcome familiarity in the team, they even encourage it. How can it be expressed? In joint celebration of holidays, corporate parties and just spending the weekend in a close circle.

Employees who adhere to informal relationships know not only the business acumen of their colleagues, but also their personal life. People know who is dating whom, who has how many children and who spends their leisure time. Informal relationships are more common in women's groups. This is not surprising when you consider that closeness between employees is achieved through frequent, frank conversations.

Formation

People who are forced to be in close contact with their colleagues 5 days a week, willy-nilly, become part of the same team. In some offices, informal relationships are avoided, and in others they are not. What does the formation of too close a connection depend on?

• A sense of belonging. The person likes to be part of the team. The very realization of the fact that you are not just a person, but a cog in the mechanism of a common cause raises self-esteem. A person consoles himself with the thought that his colleagues cannot cope without him, and this is often the case.
• Interest. When a person loves the workplace and the organization as a whole, they will focus all their efforts on helping the company grow. An interest in a common cause strongly unites people.
• Mutual assistance. A person feels sympathy for those who come to his rescue. And when a team member is confident in his colleagues, trust is formed in him. And trust is the basis for any close relationship.
• Close communication. People who communicate with each other every day over a cup of tea or coffee simply cannot keep personal problems to themselves. They share them with others, ask for advice and work together to find a solution.
• Mutual protection. When a person feels sympathy and trust in their colleague, they will try to protect the person. Mutual cover for each other in front of the authorities brings each other closer.

Characteristic

In any close-knit team, its members will maintain good relations. And what is the characteristic of informal communication?

• Identification with the group. People working in a team of close friends will perceive the fruit of the activity not as their own, but as a group. From the members of such a collective you can hear not the word "I", but the word "we". The person will identify himself as a member of one large family.
• Personal contact. What kind of team can create warm relationships? In one in which everyone has the opportunity to talk frankly with each other. If people don't curry favor with their friends, their relationship will be informal.
• Distribution of roles. As in any collective, the informal will have a clear gradation of personalities. Each person is unique and it will be seen. One individual will behave wary, the other is too open, the third will find it difficult to hide his frankness.

Per

Both formal and informal relationships have advantages and disadvantages. The following are the merits of those teams in which close communication is encouraged.

• Nice atmosphere. People go to work with pleasure. They perceive their service as going to a cafe with friends. Thanks to this, there are rarely disagreements and quarrels in the team. The general attitude of colleagues is most often positive.
• Devotion to the company. Good specialists who have found real friends in the firm will think twice before quitting their job. Even if a skilled foreman is offered a higher salary in another organization, he will most likely refuse the offer, since he will not be interested in creating new social connections.
• Commitment to the development of the company. Each member of the team, which is dominated by informal relationships, will strive to develop their organization. Why? Good relationships with management and colleagues will contribute to more efficient work.

Against

Informal relationships are not something to strive for. Most executives think so. Why do they hold this opinion?

• Lack of self-realization. When a person knows that he is loved and appreciated, he loses interest in development. The team is like a family. If one of the colleagues does not succeed, everyone else will look at the flaws with their eyes closed. It is not uncommon for the employee to be a good storyteller, but a bad employee.
• Gossip. Where there is close communication, there is always a place for rumors and omissions. Not only women, but also men love to pass gossip to each other. Slander and slander can undermine healthy relationships in any community.
• Slowing down progress. A close-knit team often resists any innovation. People feel that their fragile world, which they have struggled to build, could collapse if the boss hires a few more employees, sends someone for training, or buys new equipment.

Structure

Informal relationships in an organization can be viewed as both a blessing and a disaster. The close connection between colleagues affects their work performance and, as a result, efficiency. To successfully manage such a team, the boss must be a good psychologist. The director must analyze the relationship that has developed between his subordinates. The structure of informal relationships is as follows:

• Ours and others. In a group that reigns supreme, there is a clear boundary that lies between them and the rest. Team members have roles that are tacitly assigned. It is difficult for a person to enter such a social circle from the outside, and sometimes it is simply impossible to do this.
• Moving up the hierarchical ladder. Each group has leaders and outsiders. In a team in which informal communication reigns, it will not be difficult to change your social role.
• Oppression of the lower classes. Authorities often take advantage of their privileged position. Therefore, often newcomers or those people who have not yet had time to become members of the team are oppressed by the rest.
• Compliance with unspoken rules. The "code of honor", which must be observed by all members of the team, is not written down anywhere, but violation of it can lead to serious disagreements in the team.

Leaders

The informal nature of the relationship contributes to the fact that individuals appear in the group who occupy a dominant position. Such a person is informally considered a leader. He solves all the issues that arise, it is he who is asked for help, and it is he who communicates with the authorities better than others. What are the qualities of a leader? He must be active and able to enter into trust. A sociable person knows everything about everyone. It is he who spreads rumors and creates the mood in the team. If necessary, the leader can force colleagues to “befriend” against one or another member of their downed group. Nobody chooses leaders. Therefore, if the team does not like something, the person can lose his authority, and someone else will take the vacant place.

Bosses

Informal labor relations are shaped by management. It is the director who contributes to the rapprochement of his subordinates. If the leadership does not support informal communication, then it will not be able to take root. It's another matter when the director is a liberal. He can encourage familiarity and communicate with his subordinates on you without any hesitation. This close relationship leads to the boss becoming a direct member of the group. He will know the strengths and weaknesses of each member of the workforce. The boss will also be aware of any personal issues. The director can help all his wards, both morally and financially, to overcome life difficulties.

Novels

An informal relationship scenario usually includes a love triangle that is formed from colleagues. Employees show liberties in relation to each other, as a result of which a whirlwind romance is struck between the two colleagues. But usually such stories do not have a happy ending. The employee or employee already has a husband or wife, as well as a child. A romance at work is perceived as entertainment or an affair. There is even sympathy between two colleagues who are not married, they are not destined to live a long and happy life together. Constant communication at work, gossip and misunderstandings, problems that will be transferred from the office to home, will quickly destroy people's happiness. And further communication between former lovers will be very strained.

Examples of

There are many examples of scenes of informal relationships. Female colleagues who have been in the office for more than a year can spend their weekends together. They will meet families, visit each other, or go to the sea together on vacation.

An example of informal communication in a team is frequent corporate parties. Such events do not take place in a restaurant, where the opportunity to communicate is minimized, but directly in the office itself. The director, together with his subordinates, can drink alcoholic beverages, joke, tell obscene anecdotes and discuss funny cases from their practice.

Good or bad

To be or not to be informal communication - the management decides. And most often, directors of companies come to the opinion that friendship is friendship, and service is service. Only inexperienced businessmen encourage familiarity. A director who wants to have a strong and stable business will demand respect from his subordinates. In turn, the manager will ensure that each of the employees respects each other. People come to work to work, not to discuss personal problems. Specialists should first of all deal with raising their qualifications, and not discussing urgent matters. Only a small business, whose management does not seek to expand, can allow informal communication between subordinates.