Relationships in the organization or at. Relationships in the organization. Socio-economic and psychological support for personnel. Interpersonal problems in organizations

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 a personal characteristic of an 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:

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-lasting character when they are conditioned by the fundamental 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 relationship. 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 competence. 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. Everything, ultimately, 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 formation 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 the 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; complicate 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.

Organizational relations are formed in the processes of organization: production as a whole or its branches; labor at the enterprise; sphere of circulation; creation, reform, reorganization, restructuring and liquidation.

Organizational relations are the impact, interaction or opposition between elements of an organization inside and outside it during creation, functioning, development and destruction.

Impact is defined as a unidirectional action to transfer an order, instruction, advice, request from one object (subject) of management to another. For example, a manager gives out work to a performer - this is an impact from subject to object; or the workshop foreman asks the chief engineer of the organization to help him - this is the impact from the object to the subject.

Interaction - this is a positive feedback action (positive reaction) on the part of a person (control object) to an impact.

Counteraction - it is the negative action of human feedback on the impact.

Organization elements - integral indivisible parts that underlie a specific organization, or its primary components, which are sufficient for the emergence of an organization as a new integral phenomenon.

Organizational relations can develop at the level of: common sense; mutual destruction; pre-designed interaction.

The external environment in the study of organizational relations includes conditions and organizations, including political, economic and environmental conditions; competing organizations, suppliers and consumers, social infrastructure, etc. External organizational relationships arise with officials of various municipal and federal services, sponsors, suppliers and consumers, etc. The internal environment of an organization is its subdivisions, hierarchical levels, personnel, etc.

Creating a favorable atmosphere for the organization's interaction with the external and internal environment is the task of professional management.

The social factor is now gaining great importance in the system of organizational relations. Combining the creative potential of people, creating conditions for its development is one of the important functions of the informal sphere of the organization. For the successful functioning of organizational relations, a combination of the formal and informal spheres of the organization is necessary. For the effective action of the organization, special technologies and principles are being developed. Organizational strategy is increasingly acquiring a focus on the use of internal forces, resources, and the creative potential of the organization itself. The priority strategy is beginning to be considered a strategy aimed at researching social resources, developing social technologies, and social development. To achieve these goals, the organization uses the creative capabilities of the subjects of management, as well as a special branch of knowledge - organizational culture, which is part of the management culture. In the process of organizational activity, the subjects of management and social organizations enter into special relations - organizational, due to which the adoption and implementation of management decisions takes place.

Organizational relations can be divided into subordination, coordination, control. These relations, as well as the level of professionalism of management personnel, help to realize an important function of the organization - the preservation and maintenance of the state of orderliness of the management system.

Relationship subordination are the relationship between superior and subordinate. Linear and functional relationships can be distinguished here. In a linear relationship, only the instructions of their leader are executed. In functional relationships, there is a group of qualified specialists, on the basis of which specialized organizational relationships are built. Here, the relationship between the leader and the subordinates is built on separate groups of problems, for the solution of which certain knowledge is needed.

Organizational relationships coordination are aimed at the correlation of actions of the subjects of management, the coordination of goals and objectives of various levels of social management, methods and forms of achieving the main goals. It should be noted that the effectiveness of building a management system will depend on the professionalism of management subjects at various levels of the management system.

Organizational relationships control are the relationship between a superior and a subordinate for the purpose of punishing or rewarding a subordinate.

In addition, organizational relationships can be vertical (by management levels) and horizontal (by functions performed). In this regard, structural and processor relations are distinguished.

TO structural relations already described above relations of influence, interaction, reaction.

TO processor include: equality of subordination, dependent and independent; permanent and random; serial and parallel; inter-organizational and intra-organizational; economic, political, legal, etc.

Organizational relationships are based on order, i.e. adopted or established from above regulations of finding an object in time and space. The orders are alphabetical, numbered, official, established, departmental, special (in emergency situations), statutory, according to legislation, etc.

The established order is usually part of the tradition of the organization and it takes great effort to replace it, if required. Before forming stable relationships, each potential counterparty needs to identify a key set of orders in a given organization. Compliance with the accepted order in a foreign organization is the ego responsibility of any person.

The attribute of a social organization is not so much informal as formalized and, above all, subordinate moral and power relations that are established between the elements that form it - individuals and groups. Their actions as members of the organization are subject to the rules adopted in it, and are also controlled and coordinated by the administration, the presence of which is also a sign of social organization.

Thanks to this, the social organization has integrity, those. the ability to function as a single organism. The idea of an organized enterprise as a social organism, which, in turn, consists of many of its constituent social organisms and is subject to the attitudes, habits, demands and conflicts of the cultural environment of people, has proven useful for both management theorists and administrators. It was also useful to realize the existence of the institutional foundations of power in the organization, to take into account the influence of the informal organization.

A similar phenomenon of social organization, when a whole formed from dissimilar elements functions as one organism, is also observed in living nature, for example, in the "metropolis" of ants, whose separate groups are functionally specialized. But in a human organization, each of its elements fulfills a certain role, the concept of which is broader than a service function or job responsibilities. A role is a set of ideas stored in the mind of a person about how he and others should behave in certain circumstances. It is also a set of actions that must be carried out by an individual who has a certain status in a given social system.

Under status understand the individual position, which manifests itself in a stable tendency to speak and act in a certain situation in a quite definite way and presupposes the presence of certain duties, rights and personal claims. The role guides the member of the organization about what to expect from contact with others and how to structure their behavior in accordance with the expectations. By joining an organization, an individual expects to receive from it an interesting, socially prestigious and highly paid job, recognition and encouragement of a conscientious attitude to business, to find companionship and support from colleagues, security and other social benefits. In turn, the organization expects the individual to show himself as:

a specialist in a specific field with certain knowledge and qualifications;
member of the organization contributing to the successful functioning and development of the organization;
a person with certain personal and moral qualities;
a member of a team capable of communication, i.e. establish contacts and maintain good relationships with colleagues;
a member of the organization who shares its values;
an employee seeking to improve his performance skills;
a person devoted to the organization and ready to defend its interests, etc.

In organizations where there is no harmony in the mutual expectations of the individual, on the one hand, and the administration of the organization and (or) its workforce, on the other, there is a high turnover of personnel. Gateway organizations suffer from a lack of leadership continuity, corporate culture, and their own traditions. They are rapidly losing ground. This is true not only of an organization as an enterprise or institution, but of the whole of society. It has long been noted that until the bulk of the citizens of a society educates all feelings and beliefs in harmony with the social organization, this organization will not be able to exist.

As well-known management specialists note, organizations are not a simple sum of individuals acting on a variable course, but a combination of people who have complex connections with each other and with their environment. Therefore, to ensure their effective functioning, it is necessary to develop, first of all:

1) the motivational basis of behavior in organizations;
2) certain principles of leadership;
3) organizational goals and conditions for decision-making;
4) conflict situations and ways to resolve them;
5) efficiency and productivity of work;
6) structural optimization;
7) a list of organizations and their characteristics;
8) the principles of interaction of the organization with the environment.

Of course, the significance of these problems for a particular organization is not the same. It is derived from the adopted organizational development strategy, from the emerging situation inside the organization and outside it, from the stage of the life cycle that the organization has reached, etc.

Groups in organizations. The reality of the existence of social groups is manifested in their activities, which is possible within the framework of social organization, where social groups are formed into collectives. Membership in a group can be innate (family, social background, etc.), acquired (work as a full-time employee, activity in a political party, etc.), and one individual can simultaneously be a member of many social groups. In the social system, the group acts as the basis of the social organism, consisting of individuals who have joined it, its members. Individuals who are able to offer the group a goal, formulate a solution or support its aspiration for something, become leaders.

Groups are formal, informal, and semi-formal. Formal groups are run by formal bosses; informal groups are influenced by a leader. Both those and others can be permanent and temporary formations. An example of a permanent formal group can be a team that is formed within a structural subdivision of the management apparatus of an organization, or a production team of a site, a team of shop workers. An example of a temporary formal group can be a temporary creative team that is formed to solve a specific problem and disbands after it is found.

Autonomous non-organizational temporary groups are also possible, which in fact are themselves small organizations, although they do not represent legal entities, such as artels that contracted to perform contractual work and ceased their activities after their completion. Informal groups are formed by the mutual attraction of their members on the basis of a community of interests and hobbies, friendly affection. An example of a semi-formal group is a team of managers formed in large organizations to study an original project or develop an innovative program, or a group of specialists under the command of a generalist in an organization with a matrix management structure.

A sustainable society needs a social organization. The position of individuals in a group and the roles they play in it reflect the functional division of labor and power and are elements of a social community. The group is cemented by the norms of behavior accepted in it, which the individual follows in his actions, feeling the need for stability, imitating due to the similarity of ideas to other members and fearing sanctions. Pressure and coercion in relation to all members of the group are carried out differently. There are conformists and deviators, but the more attractive a group is to an individual, the closer group goals are to him, the more he considers its requirements. In turn, the more such individuals in a group, the easier it is to lead it.

The greatest difficulties in the formation of a team are caused by the questions of the psychological compatibility of its members. In the process of joint activities of people, there are always feelings of sympathy or antipathy towards each other. Only in the process of labor is a person truly cognized. Often, people who do not have joint labor relations, are deeply sympathetic to each other, when business relations arise between them, they begin to irreconcilably conflict. Conflicts in labor collectives significantly reduce the labor potential of both each employee, even not involved in the conflict, and the entire team. Conflicts, like rust, eat away at the collective and can lead to its complete collapse. Resolving conflicts is a thankless task, albeit a necessary one. In any case, it leads to large losses of working time. Therefore, in order to avoid the loss of working time, nerves and health of workers and managers, when forming working groups, a study of the psychological compatibility of employees is carried out, and not just abstract compatibility, but mainly labor compatibility.

Some people express a desire (positive choice) to cooperate with certain people in a specific situation, in the process of a very specific type of activity, while others, on the contrary, express a reluctance (negative choice or rejection) to interact with these persons. To assess the compatibility of team members, the method of socio-psychological research of small groups is used by the method of sociometry - a quantitative assessment of interpersonal relations between people in a team based on measuring feelings of sympathy and antipathy.

Interpersonal problems in organizations

Each collective, in addition to the formal structure (enterprise, site, team), unites a number of informal socio-psychological formations (microgroups), which are formed on the basis of a variety of psychological factors, but mainly on the basis of sympathy-antipathy.

Informal groups arise in the process of interaction of team members with each other. When solving the problems facing the group, people enter into business contacts on the basis of the instructions and instructions of the manager. Along with this, they also enter into unofficial contacts with each other.

The informal structure arises and develops spontaneously. Relationships at the informal level are gradually beginning to be perceived by people as meaningful and desirable. The emotional intensity of informal relationships often reaches such a level that they are regarded by people as more significant than relationships based on the fulfillment of official prescriptions.

In conditions when a leader deviates from the norms of behavior that are expected of him, tensions and interpersonal friction arise. If there are three or four informal structures in the unit, then these frictions are smoothed out and a conflict may not arise. If the unit splits into two structures, which takes place in working groups of 7-8 people, and the leader is not authoritative, then often in such cases it comes to conflicts.

Conflict is a special type of interaction between the subjects of an organization, in which the action of the first party, faced with the opposition of the other, makes it impossible to realize its goals and interests. Where: the subject can be a separate individual, social group, organizational unit. And goals and interests are the subject of conflict, i.e. the main contradiction, because of which and for the sake of the resolution of which the subject enters into confrontation.

It can be a problem of power, possession of values, etc.

The characteristic features of the conflict are:

Contradictory positions of the parties on a particular issue

Opposing goals, interests, desires, drives

Differences in means of achieving goals

Thus, conflict is a fact of human life.

The world of business is characterized by the fact that different goals and interests of people, firms, companies collide here. Therefore, here conflicts are manifested most clearly and prominently.

Organizational conflict - Organizational conflict can take many forms.

There are many types of conflict in an organization, but among all this diversity there are 6 main ones, we will list them:

1. Intrapersonal

2. Interpersonal

3. Between an individual and a group

4. Intragroup

5. Intergroup

6. Intra-organizational

Let's consider them in more detail.

1. Intrapersonal

This type of conflict can take different forms, one of the most common is role-based, when opposite requirements are imposed on one person about what the result of his work should be. For understanding, we will give the following example: the head of the production department, i.e. The worker's immediate supervisor has given instructions to increase output, and the quality manager insists on improving product quality by slowing down the production process, an example that suggests that a person was given contradictory instructions and demanded mutually exclusive results from him. The reason for this conflict was the violation of the principle of one-man management.

Intrapersonal conflict can also arise as a result of the fact that

production requirements do not match personal requirements or

values.

2. Interpersonal

It is the most common type of conflict, involving 2 or more individuals if they perceive themselves as being in opposition to each other in terms of goals, dispositions, values or behavior. Most often it manifests itself in the struggle of managers for limited resources, capital, labor. Each of them believes that since resources are limited, he must convince the higher authorities to allocate these resources to him and not to another leader. Interpersonal conflict can also manifest itself as a clash of characters, temperaments, sometimes people are simply not able to get along with each other. As a rule, the views and goals of such people differ radically.

3. Between an individual and a group

To be accepted by an informal group and thereby satisfy their social needs, each of the production group must comply with established norms of behavior and performance. However, if the expectations of the group are in conflict with the expectations of the individual, or if the individual refuses to fulfill the group's requirements, conflict can arise. For example, if someone wants to make more money by overfulfilling the norms, the group views this “over-commitment” as negative behavior. A conflict can arise between a separate group and a person if this person takes a position separate from that of the group. A conflict can also arise on the basis of a manager's job responsibilities: between the need to ensure adequate performance and adhere to the rules and procedures of the organization. The manager may be forced to take disciplinary action that may be unpopular in the eyes of his subordinates. Then the group can strike back - change attitudes or reduce productivity.

4. Intragroup

This is usually a clash between parts or all members of the group, affecting the group dynamics and performance of the group as a whole. Production, social and emotional processes within a group affect the appearance of causes and ways of resolving intragroup conflicts. Often an intragroup conflict arises as a result of a change in the balance of power in a group: a change in leadership, the emergence of an informal leader, the development of grouping, etc. Intergroup conflict is a confrontation or clash between two or more groups in an organization. Such opposition can be professional-production (designers - production workers - marketers), social (workers and management) or emotional (lazy and hard workers) basis. Such conflicts are intense and, if mismanaged, do not win any of the groups. The transition of an intergroup conflict into a sensually-emotional stage has a destructive effect not only on the groups involved in it, but also on the organization as a whole and on each individual participant separately.

5. Intergroup

Organizations are made up of many groups, both formal and informal. Even in the best organizations, conflicts can arise between such groups.

Informal organizations that feel they are being treated unfairly by their leaders may rally closer and try to pay back their performance losses. An example of intergroup conflict is the disagreement between line and staff personnel. The staff are younger and more educated than the line staff. Which leads to a clash between people and difficulties in communication. Another example: Sales tends to be customer-centric, while manufacturing is more concerned with cost-effectiveness and economies of scale. Holding large inventories as the sales department prefers would increase costs, which would be contrary to the interests of the manufacturing division.

6. Intra-organizational

This type of conflict is most often associated with confrontations and clashes that arise in the process of how individual works or the organization as a whole were designed, as well as on the basis of how power is formally distributed in the organization. There are four types of this conflict: vertical, horizontal, linear-functional, role-based. In real life, these conflicts are closely intertwined with each other, but each of them has its own rather different features.

Vertical conflict is a conflict between levels of management in an organization. Its emergence and resolution is due to those aspects of the life of the organization that affect vertical ties in the organizational structure of the goal: power, communications, culture, etc.

Horizontal conflict - involves equal parts of the organization and most often acts as a conflict of goals. The development of horizontal connections in the structure of the organization helps in many ways to resolve it.

Linear - functional conflict - often has a conscious and sensual nature. Its resolution is associated with improving relations between line management and specialists, for example, through the creation of target and autonomous groups.

Role conflict - arises when an individual performing a certain role receives a task inadequate to his role.

So, as we can see, there is a fairly large number of all kinds of conflicts, therefore, in order to maintain a business environment in the group, the leader needs to turn to the methods of collective regulation of relations. The need for such methods increases significantly when the working group finds itself in some kind of isolation from the mainstream.

The informal structure of the collective is characterized by the presence of its own leader in each formed group. Leadership in small groups follows from the psychological tendencies of the group to form around a certain socio-psychological core. Such in informal structures is the informal leader who somehow surpasses the rest of the group.

The management of interpersonal relations of reference groups in the work collective by the head has its own characteristics. It proceeds from a careful consideration of the psychology of all members of the reference group and consists of a system of influences on the employee's personality, taking into account the reaction to this influence on the part of the group members.

Socio-psychological methods of personnel management in the organization

The analysis of domestic managerial reality shows that many problems associated with the use of socio-psychological methods of management are the result of a residual understanding of the nature of these methods. The theoretical lack of elaboration of this problem was very clearly manifested in attempts to classify these methods. Let's dwell on this in more detail. If we turn to management reference books, we find that socio-psychological management methods are described rather vaguely. In particular, with their help, the following issues are resolved:

1) the formation of labor collectives, taking into account the social and psychological characteristics of people: abilities, temperament, character traits, which creates favorable conditions for joint work and social development of the team;

2) the establishment and development of social norms of behavior, including by maintaining good traditions;

3) the introduction of a system of social regulation, which presupposes careful consideration of the real interaction of social interests. Social regulation includes the use of contracts, obligations, the establishment of the procedure for the distribution of any benefits, the priority of their receipt;

4) social stimulation - the creation of an environment of social and psychological interest in the performance of any important work or in the achievement of any goal. Of particular importance is the stimulation of raising the general educational level, cultural growth, moral and aesthetic development; meeting cultural and social needs;

5) educational work;

6) creating and maintaining a favorable socio-psychological atmosphere - an atmosphere of purposefulness, activity, exactingness, intolerance to violations of discipline.

Let us consider in more detail the classification of socio-psychological management methods. Social management methods include:

1) Methods of managing social processes (migration, movement of personnel). Management of social processes is recommended to be carried out through the rational placement of industrial complexes, the establishment of industrial priorities, and the target orientation of personal interests.

2) Methods of managing groups (integrating the efforts of group members, focusing on the successful implementation of production tasks).

3) Creation of conditions for the development of a sense of responsibility, mutual assistance and standards of behavior, the choice of management methods, groups (authoritarian, liberal, democratic).

4) Methods of managing intragroup processes and phenomena (increasing social and production activity, socio-historical continuity, role behavior management, improving communication, social regulation, agitation and propaganda).

5) Methods of managing individual-personal behavior through suggestion, command, order, prohibition, personal example, creating an environment that guides the person in the right direction.

However, the development of a classification of these management methods by itself does not yet provide an increase in the efficiency of their application. Even in the case when the leader masters the most perfect classification, the technology of using these methods remains behind the scenes for him. Many management textbooks contain instructions on how to solve specific problems using psychological influence. Carnegie's books are an example. However, these tips cannot provide a comprehensive indicative basis for their application.

An analysis of the use of psychological influence in various spheres of social practice shows that in order to form a full-fledged indicative basis, it is advisable to distinguish between the following concepts: means of influence, methods of influence, methods of influence, technologies of influence.

Means of influence are the primary basis of influence. These include verbal and non-verbal influence, regulation of the level of satisfaction of needs, involvement in a specially organized activity.

The set of means of influence and the algorithm for their combination, with the help of which a specific psychological problem is solved, are designated as a method of influence.

A set of various techniques that solve the same type of psychological problems form a method of influence. So, for example, it is known that changing the incentive function of a motive can be achieved by various methods.

Certain socially significant results can be achieved only by solving several psychological problems, considered in the context of specific situations. The generalized algorithm for this is referred to as a technology of influence, for example, a technology of mediation in resolving conflicts.

Increasing the effectiveness of the application of socio-psychological methods of management should be based on the training of managers both at the level of mastering the means of influence and specific techniques, methods and technologies. They must not only have an idea of the goals that are achieved with their help, but also decompose the psychological tasks that ensure their achievement, know about the variety of methods for solving them, and be able to evaluate them from an ethical point of view.

“They are indifferent! They don't need anything! They do not care! If only to get a salary and do nothing! ”- I often hear such a description of subordinates from clients at the beginning of our cooperation with them. This often manifests itself in the form of organizational symptoms such as:

low performing discipline;
non-working regulations:
employees do not know and do not understand the organization's regulations;
employees do not improve the organization's regulations, although they see opportunities for this;
employees blame instead of offering solutions;
employees usually do not achieve their goals;
employees are demanding payment of the entire salary despite the fact that the organization is suffering losses.

The list goes on for a long time ...

In this article, I will share my understanding of the types of employee attitudes toward an organization and how I can improve that attitude.

What, alas, is the normal attitude of employees towards the organization?

One Japanese at the conference told me a story about how his compatriot friend opened a production in the city of Ulyanovsk, but six months later he was forced to sell it and go back to Japan. When asked about the reasons for such an act, he replied: "I cannot work with employees who shy away from work for a whole month, and then come and demand payment of the full amount of their salary."

Under Russian law, wages are paid for going to work. Not for the result, not for achieving the goal, not for efficiency. The salary is paid for the fact that the employee goes to work on time and spends the agreed number of hours on it. This rule of the game is created by a system of the highest level - the legislation of our country.

Also in our culture, unfortunately, is still normal:

not fulfill the tasks taken for execution on time;
to be indifferent to the laws of our country (remember the famous "The stupidity and rigidity of our laws is compensated by the non-obligation of their implementation");
moreover, any unpunished and unnoticed violation of any rule is considered by us to be a manifestation of valor and covertly / explicitly approve;
and, conversely, responding to a violation of the law is considered shameful, it is called snitching and “what do you need more than anyone else”;
actively resist and "behind the backs" scold any "bosses".

This was not always the case, but now the rules of the game "by default", alas, are as follows. In organizations, it is necessary to improve the attitude of employees towards the organization. After all, if the management of the organization does not deal with this, then the employees will treat the management system of the organization in the same way as they relate to the management system of our country.

To improve the attitude of employees to the organization, you need to understand what types of relationships are in general. This is necessary in order to have a frame of reference and an action plan to improve attitudes.

Six levels of employee attitude to the organization

Having studied all possible classifications of the types of employee's attitude to the organization (first of all, thanks to Vladimir Konstantinovich Tarasov and Alexander Semenovich Fridman), I propose 6 main levels of the attitude of a particular employee to the organization (in order of decreasing loyalty):

Fan- an overly committed employee who does not separate his personal life and work in the organization, often combining personal and corporate goals into a single whole.
Involved- an employee devoted to the organization, interested in the maximum development together with the organization in the name of personal goals through the achievement of organizational goals.
Executive- an employee who is satisfactorily disposed towards the organization, interested in the good performance of his work "just like everyone else." His attitude is entirely consistent with the attitude of the leaders of the organization, he often simply copies the behavior of leaders.
Resisting- an employee who is critically (constructively) disposed to any changes in the organization, who tries everywhere in the first place to find weaknesses, shortcomings and shortcomings.
Sabotaging- an employee who protects his comfort zone and diligently uses all weak areas of the organization's management for personal purposes, while trying not to fall under any type of organization's sanctions.
Belligerent- an actively opposing employee of the organization, leading an active, guerrilla and often non-constructive struggle with all kinds of improvements and the current rules in the organization.

In order to better understand each type of relationship to the organization, let's take a closer look at how the corresponding employee usually behaves in different cases of interaction with the organization.

Delegate a task

By delegating a task here I mean adding additional work to an employee, work in excess of the functionality defined by his position. For convenience, I will present the levels of relations in the form of a table:

How to improve employee attitudes?

In order to shape the new thinking of employees in relation to a particular component of the organization, I use the algorithm of team formation (voluntary coercion).

1. Get interested

At the first stage, it is important to interest employees, arouse their interest in the subject of the formation of the rules of the game. Indeed, in most cases, the attitude of employees is not conscious, it is determined by the imposed rules of the game of external culture and is considered normal by employees! And if someone considers his attitude to be normal, he will not change it.

Therefore, it is important to introduce the unified coordinate system described above. I do this by giving a presentation using an adhesive wall and explaining each point in detail, with my own examples and parables.

Rice. 1. An account of the six main types of employee relationship to an organization

These stories are very difficult for employees. Employees evaluate and recognize themselves - they understand that their behavior is far from loyal. Many blush, someone pretends to call urgently and headlong out of the audience. In general, after the end of the presentation, many participants in the training session are interested in finding out what needs to be done to change their own attitude towards the organization.

2. Involve

Now that the coordinate system is set, we need to involve the participants. The simplest and most effective way to get involved is through collaborative analysis. For example, I ask the participants to take a voting tag and anonymously (this is very important!) Indicate their typical attitude towards the organization at the moment. After voting, the results may look like this:

Rice. 2. Results of anonymous voting on their current attitude towards the organization

Participants now see the current state of affairs and are ready to improve it.

3. Learn to negotiate

Now the group needs to understand the current situation as a starting point for further improvement. It is important to discuss the results of the vote, who and what thinks about this.

It is important that the majority speak out whether they consider this ratio to be normal. It is important to talk about what attitude should be in a strong corporate culture (for more details see section 4.6.), And ask everyone to say if they are ready to be a part of the improvement project. It is important for the majority to feel that the attitude needs to be changed and “working in the old way now will not work”.

4. Form a plan

The easiest way to improve the attitude of employees towards the organization is to involve them in the process of improving the corporate culture, the process of increasing the manageability of the organization. After all, an organization is its employees. Everyone forms the corporate culture of the company. The improvement formula is very simple: "Agree and do it." It is important to form a common vision of the future result among all team members and be sure to achieve its implementation. When employees can feel that they were able to agree and do, they were able to achieve something together, they will begin to improve their attitude towards the organization: the one who sabotaged will become reluctant or executive, and the one who simply performed will become loyal.

Here are the topics that I use to improve the attitude of employees towards the organization:

formation and implementation of operational management rules that allow you to complete most tasks on time and keep up with what was planned for the day;
setting up the organization's control panel, distributing functionality between employees, forming in each employee an awareness of their own importance to achieve a common goal;
formation of rules for managing improvement projects without force majeure;
strategic session of planning the goals of the organization;
ideological session of the formation of key principles and values of the organization;
and any other team sessions of the formation of general rules of the game with their mandatory and subsequent implementation into practice.

Rice. 4. A team whose members form new rules of the game

5. Distribute responsibility

After the plan is formed and everyone understands what exactly needs to be done, you can move on to the distribution of responsibilities. It is very important not to confuse stages 4 and 5, as, alas, it often happens. It is much easier for people to first answer the question of what, in principle, should be done to achieve the set task, and then distribute responsibility. First voluntarily, then already at the direction of the head with his adjustment of the timing.

6. Get it done

After it becomes clear what to do and who will do it, the stage of regular management begins. Regular setting of the next tasks in accordance with the plan, control, coordination, feedback.

The strength of the corporate culture is determined by the extent to which the team of leaders of the organization is able to achieve the set goals, ensure the work of the formed rules, and fulfill the planned tasks.

Analyze

After the result is achieved, you can analyze the current level of attitude of each employee to the organization, for example, using visual analysis. And if before the stage of formation of the agreement the level of those who understand the path and go to the achievement of the goal was 6 people, now their number is 14! The number of loyal employees has increased!

Rice. 5. Analysis of changes in attitudes towards the organization at the end of the training session

Conclusions for practical use:

Attitude is usually unconscious

I still can't get used to the fact that talking about types of relationships at corporate sessions is always very stressful. All participants begin to evaluate their type of attitude, and understand that their attitude is far from being involved and loyal, often not even executive. Many blush, turn pale, try to leave the audience.

This is because the attitude is usually unconscious. If you do not give the employee adequate feedback and do not enter this or another coordinate system, then most employees will consider themselves involved, well, or executive. Almost no one will consciously independently say to himself: “I am a saboteur. I always resist. "

History from the practice of consultants

One evening, after a training session for the Customer's team, I had dinner with the CEO of the company. And he told us his story. Let's call him Yemelyan.

Many years ago, Emelyan was the first employee in one company. He established friendly relations with the Founder of the company, they both worked 80 hours a week, came up with new products, conquered the market. The company grew, and Yemelyan's compensation also grew, everything was fine. Together with the Founder, they constantly discussed the future of the company, made plans to conquer the world, Emelyan saw clearly his personal future in the event of further work in the organization.

One day the Founder came and said that the company was sold to competitors and he would now be in another business. For Emelyan, it was like a bolt from the blue. He considered himself betrayed, abandoned. At the same time, the Founder continued to communicate friendly with him, which caused an even stronger contradiction. When he asked the Founder how he sees the future fate of Yemelyan, he received a very unexpected answer: “You are just a hired manager, what difference does it make to you who to work for? You don't have the entrepreneurial energy to create your own business. "

As a result, Emelyan created his own business. He lured his best employees from the sold business to his new organization. He believed that the Founder continued to be his friend, but at the same time behind the eyes, and in the official press releases of the company, he spoke of his role unflatteringly. As a result, the relationship deteriorated, which was very painful for both.

As Emelyan told me that evening: “If I had known about these types of relationships that you told us about today at the training session, I could have given myself feedback that from the involved level I went straight to the fighting level and could have behaved more constructively. And I continued to consider myself a friend, and behaved like an enemy - in the end I ruined my relationship with a very important person in my life. "

The attitude is always there and it is not neutral

Note that there is no such attitude as neutral on this scale. Because it only exists for what we don't know. And for an organization in which we are at least 40 hours a week, a certain attitude is always formed. Moreover, the default attitude of most new employees is Executive, even Involved. But then it changes for better or worse under the influence of the organization's management system.

The attitude of the employee is actually always heterogeneous, but there is a steady trend

After a little analysis, we can confidently say about any of our employees with more than one year of work experience that “he behaves mostly like an executive,” or “usually like a reluctant one”. There is a stable pattern of behavior, although a resisting employee may suddenly become involved with the same innovation and vice versa. But when conditions change, an employee may begin to behave differently, then trends change. This is especially noticeable when the corporate culture moves from one level to the next.

Any employee can become loyal

There is a bright side in every person. So is the dark one. And one of the important qualities of management is the use of all human capabilities to achieve maximum results. Especially bright opportunities: the desire to develop, every day to be better than yesterday.

Case from practice

During one training session on the formation of a corporate code, I encountered a very strong sabotage of employees. To overcome it, I planned and carried out a lot of involving work: analysis of "Where are we now", built a visual history of the company. I asked the participants, including in the history, to indicate the moments when they fought with each other, with clients, with partners. Honestly. Having exposed the systemic causes of many conflicts, it was possible to form a corporate code that united everyone and dramatically changed the attitude of team members to each other.

Any employee can become sabotage or belligerent

In Russian, this is usually called the apt phrase "relations have deteriorated." And they deteriorate for a simple reason - this is a discrepancy between the expectations of the two parties in relation to each other. Then a war can begin, which, as you know, is a deception. And deception is the path of war.

Case from practice

Once, during the implementation of a consulting project, the management, wanting to "cheer up" employees, decided not to issue the thirteenth salary, which was adopted since Soviet times, according to the criterion of the number of sick days. I was ill for more than 10 days a year - you get nothing. In less than 10 days, get the full bonus. Of course, everyone traditionally counted on this money. And of course, the management traditionally announced the new criteria for the payment of the thirteenth salary after some received it, and the second came to their bosses with a bewildered look. We had to make incredible efforts to rectify the situation, but "the sediment remained all the same." Some employees went from being “executive” to “sabotaging”.

Ideal and optimal relationship level in a strong organization

In the course of many years of practice, I was able to see corporate cultures of different levels. The ideal ratio, which I defined for myself as a criterion, is from 20-30% of employees involved (the more, the better). The rest are executive. It is useful to have 5-10% of those who resist in the composition in order to see at once the shortcomings of all decisions made, to correct obvious mistakes that sometimes the involved and executive managers cannot immediately see.

At the same time, of course, sabotaging and belligerent employees will appear in the organization from time to time - the influence of the external system is too great. The culture of a strong organization should respond in time to cases of sabotage and war, and either correct the attitude of employees, or get rid of them, including demonstratively with an explanation of the reasons for the separation, so that everyone else would understand everything.

The first person can only rely on loyal managers

This rule is especially important in large companies and corporations. Because if the deputy general director is a saboteur, then there is a high probability of upsetting the management of the whole unit. And even an executive position in a large company is not suitable, since in a large division the task of a deputy general director is also to inspire employees, give meaning to their work, and this can only be done by an involved manager.

That is why, by the way, the resisting function is often taken on by the First Person's advisors, who have extensive experience and qualifications, but do not have the authority to make decisions and change the corporate culture.

It is necessary to explain to new employees what is involved, what is resisting and what is, alas, a sabotaging or belligerent employee

New employees are usually at the Executive level. They are ready to actively learn, develop and perform exactly those functions that are required of them. Therefore, the sooner they learn about the correct frame of reference and the right level of attitude towards the company, the faster they can move to the involved level. Otherwise, the rules of the game for you will be prescribed by the external culture of the country in which you work.

Provide regular feedback to your subordinates as part of mentoring sessions

We must not forget about the existing employees. The external environment diligently imposes its rules of the game on us, and the results of its work, of course, from time to time appear in the organization. Therefore, it is important, as part of the regular management cycle mentoring sessions, to give feedback to your subordinates on how their attitude affects the corporate culture and manageability of the organization.

Leading motivators at every level

And finally, I would like to express my thoughts on the leading motivators of employees at each level of the relationship. I have done a lot of org. diagnostics, saw many "wonderful" transformations, when employees quickly changed their attitude towards the organization and, accordingly, their motivators changed. I am convinced that most people (with the exception of borderline states) can consciously change their attitudes. To do this, it is enough for them to realize the current and required level of attitude, as well as to understand, what exactly needs to be done to improve the relationship.

Fan. The leading motivator is the need to be very needed, to serve a great ideal, to strive for a great, even unattainable goal. By this unrestrained striving, he can justify his failure in other areas of life. As you know, many geniuses, being very successful in their business, a fan of it, lost in other areas of life - family, health, relationships. And as individuals, they were very difficult in relationships.

Involved. The leading motivator is the need for constant development, knowledge of the possibilities of this world in all its diversity, of one's spirit, of one's organism. He tries to balance his forces and manage resources in such a way as to reach the maximum and “do everything”.

Executive. The leading motivator is the need for correctness. To be honest, that is, as is customary for a certain set of vowels or unspoken rules. It strongly depends on public opinion, on what others think about it. Therefore, he can actively leave the comfort zone, if "it is necessary", and vice versa, resist, "if it is so accepted."

Resisting. The leading motivator is the fear of everything new. He prefers the old tried and tested methods and is always looking for the flaws of any innovation.

Sabotaging. The leading motivator is staying in your comfort zone.

Belligerent. The leading motivator is struggle. Necessarily against something.