The team as a social object of management. Group, team as objects of management

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We hear the word “management” in a variety of situations. For example, “This man controls himself very well.” And in A.S. Pushkin’s “Eugene Onegin” the elder Larina discovered for herself “the art of managing a husband,” etc.

Management is a special kind human activity leadership, organizational nature, carried out within the framework of collective work.

Any joint work requires management. This means that management is an essential element of any collective activity of people. Not only in production, but also in non-production sphere, covering public education, training of specialists in science, healthcare, culture, etc.

In the variety of activities that make up the organization as whole system, we can highlight the elements of the system and the connections between them. The elements are varieties individual activities, and the role of connections as structural components of the system is played by the methods of their coupling, i.e. specific socio-psychological conditions in which workers performing related tasks interact.

The control process is understood as a targeted information interaction between the subject and the control object with the aim of transferring the object from one state to another or maintaining it in a given state under the influence of various disturbances through the influence of the subject on variable parameters. When a team acts as management, the variable parameters can be: activation, unity, value orientation, material and moral incentives, etc.

Objective signs of the existence of a team:

The team unites people to solve problems that are socially useful to society.
The team unites people through the very process of activity. The set goals are achieved only through joint efforts, only through the process of cooperation and division of labor.
A team is not a spontaneously emerging group, but an organization of people with governing and self-governing bodies.
The team has the following socio-psychological characteristics:

psychological focus on achieving socially significant goals
high level of cohesion, which is aimed at solving certain problems not within the group, but outside it
development of group-wide business relations
self-organization of the team, i.e. ability to maintain group integrity and high productivity in the face of leadership deficits

A mature team performs a number of important social functions.

The system-forming function is the labor function associated with the organization and performance of work aimed at achieving the relevant tasks facing the organization.

The managerial function is implemented in various forms of participation in management, for example, through its representatives, a general meeting, etc.

The function of control of the work collective manifests itself as self-control and control over the activities of the administration. People, uniting in a team, also implement a protective function, defending the interests of individual members of the team and the entire group.

No less important for the successful activities of the team are the organizational function and the function of mutual assistance. The educational function, which is determined by the qualitative composition of the team, is quite closely connected with them. It is in the team that not only the necessary professional and business qualities of the employee are improved, but also many of his personal qualities.

The social and everyday functions of a collective are determined by the degree to which the present and future needs of its members are satisfied, while ensuring social justice in the distribution of benefits.

The function of self-regulation promotes adaptability to constantly changing living conditions, depending on one’s needs, as well as the conditions and requirements of the social system.

The political function of the work collective is associated with the need for reliability and perspective, self-affirmation and freedom, forcing a person to participate in the organization and management of society and thus protect their interests, satisfying their needs as fully as possible. Public collective organizations serve this task.

It is impossible, in our opinion, not to dwell on the economic function, as a result of which the work collective has a number of responsibilities: concern for the effective use of the provided public property, its preservation and increase, which creates in people a sense of ownership.

The world has come to realize the impossibility of effective management if, while respecting the interests of the business, the interests of the employee are ignored.

In addition to target ones, there is another group of socio-psychological management functions. They are aimed at developing in the team such socio-psychological states and properties that are necessary for productive work, i.e. organization of the team, its activation, unity, improvement, development of self-government in it.

The concept of “organization” is usually used in several meanings. As a management function, it means, firstly, the creation of an organization. Any organization consists of a material basis and a social component - people. Secondly, it is also a process of organizational activity, merging with the concept of “management”.

The essence of the concept of “organization” includes the presence of reasonable coordination of actions, ensuring high effectiveness of common efforts. Of course, this does not mean that all team members should think and feel the same. There is never complete unanimity. There is no need to strive for this.

An important socio-psychological function is unity. To unite a team means to develop in it the ability to maintain its integrity as an independent association of people. Cohesion depends on the extent to which the members of the team express feelings, desires, aspirations, attitudes, interests, and beliefs that hold them together. If team members are drawn to each other and want to live and work together, it means they have cohesion. In the face of failures and difficulties, united social group consolidates even more, destabilizing shocks are not so dangerous for it. Therefore, she is able to solve the most complex and difficult problems together.

Depending on what factors unite people, two types of cohesion can be distinguished - organizational and interpersonal. In the first case, the consolidating factor is various aspects of life in the organization - the goals and content of the work, conditions, nature of the organization and remuneration, etc. In the second case, a person is tied to himself by people - sympathy and trust in them, respect, love, friendship and other forms of human relationships. Interpersonal bonds, which form the basis of team cohesion, are formed in the course of joint activities and communication.

The central socio-psychological function is activation. It involves influencing the motivational sphere of employees in order to maintain their optimal work tension. Stimulants include rewards and punishments; material and moral incentives; administrative sanctions; creating a psychological climate that evokes the desire to work better; selection of tasks taking into account the interests and abilities of workers, etc. An important incentive is high demands on the quality of work. First of all, it is expressed in strict adherence to the relationship between the results of work and its material and moral rewards.

Activation does not mean squeezing the last strength out of an employee, pumping up unbearable tension for the sake of momentary success to the detriment of his health and interests of tomorrow. We must protect the strength of the team members and remember that they will have to work for many years. Only then can the human factor be activated in the organization.

Another socio-psychological function of management is improvement. Improvement has become one of the leading management functions, ensuring the permanent renewal and development of the organization. In this regard, the problem of continuous professional training of personnel arose.

Social and psychological functions also include the development of self-government in a team.

Unlike management, which regulates the life of an organization from the outside (“from above”), self-government is carried out “from within” by the actions of the managed themselves.

Participation in management radically changes the employee’s psychology: he develops a sense of ownership. And this is a great force that evokes new work motivation, the desire to work proactively, actively, and makes you experience the successes and failures of teams as your own. Therefore, today we need leaders who know how to intensify the processes of self-organization and self-government. Management of a modern organization will be successful only if it is organically combined with self-government.

Any collective is a type of social group.

Target functions, being basic, give the team a certain structure. It distinguishes two substructures - business and socio-psychological. The business substructure “serves” the production function, which expresses the needs of the organization of the educational process. It consists of business interactions that arise during the performance of their official duties by team members and organizational leaders. These vertical interactions between managers and managers are predominantly managerial in nature, and horizontally between team members they are professional and to a lesser extent managerial. In the business substructure, central positions are occupied by managers with administrative powers.

The socio-psychological substructure consists of connections that are of a psychological nature. They consist of invisible emotional “threads” - likes and dislikes, respect, disrespect and other forms of spiritual connections called interpersonal relationships. In this substructure, the positions of the team members are also not equal: some enjoy more love and respect, i.e. have a high socio-psychological status, while others have a low status. There are also “isolated” team members who are rejected by colleagues and managers.

A high socio-psychological status gives a person great moral power - informal authority, which opens up the opportunity to influence other people. Team members who have a predominant influence on the thoughts, feelings and actions of others due to their higher informal authority are called leaders. As a rule, authoritative individuals and leaders are those who make the greatest contribution to meeting the needs of their comrades and fight for their interests.

A team is well managed when its business and socio-psychological substructures coincide or are very close. This means that managers must simultaneously be leaders and enjoy the greatest informal authority. If the main leaders in the organization are ordinary members of the team, this can complicate the activities of managers. For successful management, at a minimum, the administration needs support from leaders. If the administration pulls the team in one direction, and informal leaders in the other, there can be no productive work.

Often in a team there are “negative” leaders who influence people Negative influence. In such cases, the problem of their psychological isolation from others arises by debunking their authority in the team. The presence of “negative” leaders usually indicates the immaturity of the team and its moral distress.

Since the team performs both production and social functions, its members are assessed not only by business qualities, but also by moral-communicative, cultural-aesthetic and others that are so necessary to satisfy the spiritual needs of the individual: responsiveness, goodwill, mercy and kindness, respect , modesty, sociability, broad general culture, making people interesting and attractive in communication. Where a member of a team is seen only as an employee, there is no real team, just as there is no team where business qualities are not valued.

The team is strong due to the personalities included in it. Therefore, their free development, the disclosure of all their talents is the most important condition for creating a full-fledged team. But freedom does not mean permissiveness. Democracy, responsibility and discipline are indissoluble. Well-coordinated teamwork is based on common standards that must be followed by all team members. These norms are established democratically, taking into account the decisions made by the collective. The point of people's participation in management is precisely that the norms regulating their behavior are developed jointly and express the interests of everyone - both the members of the team themselves and society as a whole.

In socio-psychological terms, an important indicator of success, harmonizing the activities of managers, is the perfection of the criteria for evaluating their colleagues: if they value both business and human qualities in each other, if they promote constructive leaders from among them who help them work and live well, then this means that the team is managed correctly.

The effectiveness of interaction between a team and its leaders depends on the extent to which their personality and behavior correspond to the expectations, interests and value orientations of team members.

A team leader who meets or exceeds the good expectations of team members will undoubtedly have the support of the team, high informal status and a chance of success at work. Therefore, he needs to know which qualities and features of his behavior the members of the team value in him most and which ones least. His ability to predict and consciously regulate his relationships with team members and find mutual understanding with them depends on this.

Team members attach paramount importance to such leadership qualities as ideological conviction, honesty, fairness, objectivity, hard work, love for people, discipline and diligence. Self-demandingness, self-criticism, tact and politeness, professionalism, skill, and the ability to provide assistance are also highly valued.

Great importance is given to the organizational qualities of a leader - exactingness, initiative, ingenuity, his ability to create a creative atmosphere in the team, identify and disseminate best practices, clearly formulate his requirements, systematically control, unite the team, create a healthy public opinion, solve economic problems.

The necessary components of a manager's leadership activity that determine collectivism in work are: the ability to create public opinion, consult with team members, trust them, notice the positive in them, unforgiving and easy-going attitude, etc.

Leadership qualities such as determination and self-confidence are also significant; external representation; ability to trust people; cheerfulness and optimism. If a leader is able to unite people and create a healthy core among them, all members of the team will follow him. To be able to understand, to look into the soul, to be able to understand him, to share grief, to double joy - these are the most important features of a modern leader.

Various socio-psychological processes in a team exert regulatory influences of different directions: they can, for example, not only contribute to the introduction of new organizational mechanisms, but also exert inhibitory resistance. There are spontaneous (spontaneous) and organized socio-psychological processes. Spontaneous, self-emerging ones develop in every team, regardless of the desire of the leader, and organized ones - only under the condition of the leader’s purposeful influence on the team.

Spontaneous socio-psychological processes include:

communication and interaction between people
formation of public opinion, group norms of behavior
formation of a certain system of relationships (vertical and horizontal)
division of social roles, origin of leadership
formation of a certain socio-psychological climate
newcomer adaptation process

Organizational socio-psychological processes include:

periodically setting socially significant tasks for the team: creating a mindset for joint collective activity (it is emphasized that the goal can only be achieved jointly, collectively)
periodic summing up of the implementation of set goals and objectives, avoiding both ceremonial hype and self-flagellation, i.e. reviewing shortcomings should not take precedence over successes, as failures divide people
organization of constant communication and interaction in a team, organization of contacts between the individual and the team (meetings) and interpersonal contacts (collective forms of work, joint social activities)

organizing a flow of information about the life of the team, its successes, about individuals, their work achievements (maybe even about significant episodes in their personal lives), which will create an atmosphere of a single collective life, where everyone feels like a participant
orientation of the team towards community, cohesion and mutual assistance as the norm of work in a team
development of social non-production life in the team, since its diversity provides more opportunities for involving all members of the team in it, taking into account at the same time individual characteristics everyone

Based on the above, we can conclude that the team is a complex socio-psychological formation. From a management perspective, the team acts as an object of management.

To optimize the functioning of the team as a management object Feedback, and its impact is important. It informs about the implementation, or, more precisely, about the effect of directive information - instructions, instructions, orders or a program specified for execution. That is why, if there is no feedback in the control process, then it cannot be implemented. Thanks to the feedback found in human systems, interaction between the subject and object of control is ensured, contact between them is carried out. Feedback information contributes not only to the fact that the control subject takes additional measures to improve the control object, but also the control object itself, based on the information received, also takes measures to improve itself.

Feedback information will be effective if it contributes to the activation of the control system as a whole and, in particular, causes greater organization and activity of the control object (performers). If, after reviewing the feedback information, new control action is not received, if necessary, and the entire operation does not rise to a higher level, then, in essence, the control of this system should be considered to be in danger of failure.

Conscious, continuous, purposeful activation of the team helps to increase the efficiency of its activities.

The considered stages of development of a team are typical, characteristic of all teams. But the pace and timing of the passage of individual stages may be different, since they depend on the objective and subjective conditions of life and activity of the team.

Management tactics should change flexibly depending on the stage of development. A leader who does not understand the situation can cause a slowdown in development or the collapse of the team.

4. Managing the interaction of formal and informal groups

Managing a team means, first of all, creating an environment in which the required result will be achieved with confidence. This requires organization, motivation and control of activities.

One of the most important tasks of a leader is to bring formal and informal structures closer together, to provide a positive orientation to informal groups and to combat negative manifestations a team.

To work effectively in a team, a leader must first of all have a real idea of the actual state of affairs in the team. He must know about the existence of informal groups, their leaders, the degree of authority of the leaders, the direction of their activities, and have an idea of their moral character.

Depending on the specific situation, the manager must take appropriate measures. But in any case, he must take into account the existence of informal groups and be able to use the direction of their actions in the interests of the cause.

An informal structure can also be neutral in relation to the formal one. This happens in cases where the interests of members of informal groups are outside the production sphere (fishermen, athletes, etc.).

Informal relationships among team members are inevitable, since their activities and interests cannot fit completely within the framework of officially approved structures, positions, functions and procedures. In addition, informal relationships are also necessary, since without them the formal structure significantly reduces its effectiveness.

The interaction of formal and informal groups in a team is a natural and widespread phenomenon. It is in every team. Like many factors operating in the field of management, it carries both negative and positive aspects.

The ideal state of a team is one in which formal and informal groups coincide as much as possible. This coincidence of formal and informal structures creates cohesion in the team and gives a noticeable production effect.

If the structures do not match, when the leader does not enjoy authority in the team, and group norms and rules diverge from the collective ones, a struggle between formal and informal structures may arise in the team, which impedes effective activity.

In some cases, informal relationships can be regulated through a system of formal connections. This is possible subject to the following the most important rules:

When creating an organizational structure and selecting leaders of primary teams, people who enjoy authority in the team should be appointed to these positions.

When distributing assignments and work, it is necessary to take into account the existing informal structure of the team.

When working with negatively oriented informal groups, it is necessary to take an individual approach, to find in each individual case the true reasons for people’s negative behavior.

The measures taken in such cases should also be different:

It is enough to influence one by showing attention and praise.

Transfer the other to a more suitable job.

Send the third one to another team (if he is incompatible with the group).

The fourth requires long-term educational work.

The fifth needs to be “worked through” at a team meeting.

The sixth one should be fired altogether. But this measure should be used as a last resort, observing all legal norms.

In managing a team, it is very important to be able to timely use the positive influence of authority figures and neutralize their negative impact.

The relationship between the manager and the leader of the informal group deserves special attention. An informal group and its leader can be identified through regular conversations with team members and through constant observations of employees’ contacts with each other.

Very often, some managers believe that any leader in the team should be fought. This position is based on the misconception that to manage a team means to subjugate all its members explicitly and command them.

No, managing a team means, first of all, creating an environment for effective work.

There is no shame in a leader being guided by the leader, showing respect for him, his position and his capabilities. Such behavior of a leader helps to increase his authority. In some cases, it is important to dissuade negative leaders and guide informal groups accordingly.

Direct influence on the leader in order to eliminate his influence and increase the authority of the leader rarely produces positive results. The tactics of attacking a negative leader only strengthens his position in the informal group and unites it around the leader.

In cases where the measures taken to neutralize informal leader(frank conversation, desire to convince, etc.) are unsuccessful, the leader can use other means against him. Starting from the strength of public opinion right up to his transfer to another team, where he obviously cannot become a leader.

The leader should keep in mind that attempts to disband some undesirable informal groups by creating obstacles to contacts between its members rarely lead to the desired result. But they can have the opposite effect and contribute to their even greater unity.

Administrative measures alone cannot guarantee success. Educational work and joint efforts of the administration and staff are necessary.

In the practice of personnel selection, one should bring the leader closer to the official leader or strive for the formal leader to have the qualities of a leader.

It has been proven that the results of the team’s activities directly depend on the nature of the relationship between the manager and the leader and each of them with the team. The moral climate in a team is, first of all, the mood of the team.

Character within intergroup relations is a completely controllable phenomenon. The ability to build organizational and educational work with the team differentiatedly, that is, in accordance with the professional, functional, social and demographic characteristics of individual groups.

5. Increasing team efficiency

The most important condition The effective work of a leader is to create a well-selected team of supporters and partners who are able to understand and implement the ideas and plans of the leader.

The team will be able to more or less effectively achieve its goals if it is well organized, informed, disciplined, united and active.

The following factors also influence the effectiveness of the team:

Its size and composition;

Group norms of behavior, unanimity and status of its members;

Labor Relations in the team and the criteria used in management.

Size. Some studies have shown that teams with between 5 and 11 members tend to make better decisions and experience greater job satisfaction.

In general, as the size of a team increases, communication between its members becomes more complex and it becomes more difficult to reach agreement on issues related to the activities of the team and the accomplishment of its tasks.

Compound. Composition refers to the degree of similarity of personalities and points of view, approaches that they show in solving problems.

It is recommended that the team consist of dissimilar individuals, as this promises greater effectiveness than if the team members have similar points of view. A team with different perspectives from its members produces better solutions.

Group norms of behavior. Norms, customs, and traditions determine the direction of the team’s work and the expected results.

They are designed to prompt team members to discipline their behavior when performing production tasks. Provided that their actions and norms comply, each individual can count on belonging to a group, on its recognition and support.

Leaders should be careful when discussing their opinions about group norms. For example, it may seem that agreeing with the leader on these issues is a manifestation of loyalty, but such behavior will actually lead to the suppression of opinions and initiatives.

Group like-mindedness. This is the tendency of each individual to suppress his actual views on any phenomenon in order not to disrupt the unity and harmony of the group.

Group members believe that disagreement undermines their sense of belonging to the group and therefore disagreement should be avoided. In order to preserve what is understood as unity and harmony among group members, a group member decides that it is better not to express his opinion. In an atmosphere of group like-mindedness, the primary task for an individual is to maintain a common line in the discussion if he has different information or point of view.

Since no one expresses a different opinion or offers a different point of view, everyone assumes that everyone else thinks the same. No one knows that other members may also be skeptical or simply concerned. As a result, the problem is solved less effectively because all the necessary information and alternative solutions are not discussed and evaluated. When there is group consensus, the likelihood of a mediocre solution that affects no one is likely.

Conflict. Although diversity and active exchange of opinions are beneficial, they can lead to intragroup disputes and other manifestations of open conflict, which are always detrimental to work.

Status of team members. The status of an individual in a team is determined by a number of factors, including seniority in position, education, organizational talent, awareness, experience, location of superiors, etc. These factors can contribute to increased or decreased status depending on the values and norms of the group.

Group members whose status is high are able to exert more influence on the group's decisions than a group member with low status. However, this does not always lead to increased efficiency. For example, a person new to a firm may have more valuable ideas and experience for a project than someone with high status acquired through years of management experience. To make effective decisions, you must consider all relevant information and weigh ideas objectively. The group will have to make a concerted effort to ensure that the opinions of high-status members do not dominate it.

Labor relations in the team. Establishing labor relations and creating a good moral climate is perhaps the most difficult problem of team management.

The employment relationship begins when a worker is hired, when the relationship between the worker and the employer is established through an agreement called a contract or employment agreement.

The employment contract includes two mandatory clauses:

labor function, which indicates the title of the position, place of work, qualifications, specialty, job responsibilities and others;

salary amount.

This data is present in the order of appointment to the position. The administration’s responsibilities include familiarizing the employee with the assigned work and its conditions, rights and responsibilities, internal regulations, safety instructions and other rules.

Personnel management is based on labor content analysis, which contributes to correct assessments of production and business qualities workers, their production, organization and remuneration.

To provide employees with a certain freedom of action within the framework of the received task, delegation of authority is used, which involves the assignment of certain responsibilities and the allocation of resources (financial, material, legal and others) necessary to complete the task. The nature of delegation of authority depends on the team's management style, the level of the manager's hierarchy, and the specific environment in which the task is performed.

Roles of team members. A critical factor determining the effectiveness of a team is the behavior of each of its members.

Roles in the team should be distributed in such a way that each member can behave proactively and responsibly when performing assigned tasks, as well as contribute to social interaction a team. Thus, productive activities associated with fulfilling goal roles must be combined with social aspects that act as supporting roles that maintain a state of satisfaction among team members.

If you look at personnel management in general, you can note two most important approaches to management - American (a) and Japanese (i). The features of each approach are shown in the form of a set of criteria (principles) used in management.

1. Key principle of organization:

Efficiency;

Harmony.

2. Attitude to work:

Aimed at completing a task or implementing a project;

Directed to perform duties.

3. Job competition:

Free and open competition;

Dimly expressed, manifests itself only in certain conditions.

4. Guarantee of retention of position:

Unstable;

High.

5. Decision making:

From top to bottom - through the control system and information;

From bottom to top - the "riji" system ("ri" - ask a subordinate, "ji" - think about it).

6. Delegation of power:

Widespread;

Not very common.

7. Relationship with subordinates:

Contact, depersonalized;

- “family”, long-term, “fatherly” cares until retirement.

8. Recruitment method:

After graduation educational institution and from other companies;

After graduation.

9. Remuneration:

Depending on the results and agreement;

Guaranteed salary depending on length of service.

As can be seen from the example considered, specific management techniques and value orientations can be very diverse. The choice of specific techniques depends on a variety of circumstances.

Most American managers perform goal-oriented roles, while Japanese managers perform goal and support roles. In the United States, managers tend to emphasize production activities and ignore social aspects, while in Japan, achieving and maintaining a state of satisfaction among work group members goes hand in hand with fulfilling goal roles.

Considering the issues of increasing the efficiency of a team, we can conclude that the most effective team is a team:

Whose size corresponds to its tasks;

Which includes people with positive character traits;

Whose norms contribute to achieving the goals of the team;

Where is the healthy level of conflict;

Where there is good performance in both task and support roles;

Where are the team members who have high status, do not dominate;

Where a healthy moral climate has been created.

At the same time, in his activities the manager must:

Increase the satisfaction of your employees by improving working conditions;

Focus on the needs of the group and create a system of effective labor motivation;

Introduce a system of mutual control and mutual responsibility (quality circles).

The team leader must always remember that each employee is an individual.

He doesn’t just work, he lives by working, and by working, he realizes himself as a person. And you need to treat him as an individual: not so much to stimulate him, but to recognize his work, labor, person, personality.

The team leader should be careful to ensure that the specialists he attracts to work:

experienced satisfaction from work, from being in a team and from contacts with its members;

felt like individuals;

believed in the reliability of their team and the necessity of their work;

had satisfaction from their status, their position in the team.

To optimize the functioning of the team as an object of management, feedback and its impact are important. It informs about the implementation, or, more precisely, about the effect of directive information - instructions, instructions, orders or a program specified for execution. That is why, if there is no feedback in the control process, then it cannot be implemented. Thanks to the feedback found in human systems, interaction is ensured between the subject and the object of control, and contact is made between them. Feedback information contributes not only to the fact that the control subject takes additional measures to improve the control object, but also the control object itself, based on the information received, also takes measures to improve itself.

Conscious, continuous, purposeful activation of the team helps to increase the efficiency of its activities.

CONCLUSION

“The concept of “management” is one of the most general, most universal concepts. Management is initially interpreted and appears as a function not of individual management specialists, but of the organization as a whole; the subject of management (self-government) is the organization

Basic approaches to the interpretation of the term “management”:

Management is defined as the activity

Management - the influence of one system on another, one person on another or on a group

Management - interaction of subjects

When defining the concept of an object of personnel management, a number of authors indicate that only the totality of workers (the entire personnel of the organization) should be recognized as such, separately stipulating the possibility of considering teams of teams, workshops, sections, and structural divisions as an object. This is justified by the fact that only the team is aimed at producing finished products and is subject to the influence of the entire complex of laws and regulations that determine the functioning of the personnel management system as a whole.

Objective signs of the existence of a team:

- The team unites people to solve problems that are socially useful to society.

The team unites people through the very process of activity. The set goals are achieved only through joint efforts, only through the process of cooperation and division of labor.

A team is not a spontaneously emerging group, but an organization of people with governing and self-governing bodies.

The team has the following socio-psychological characteristics: psychological focus on achieving socially significant goals; high level of cohesion, which is aimed at solving certain problems not within the group, but outside it

development of business relations at the group level; self-organization of the team, i.e. the ability to maintain group integrity and high productivity in the face of leadership deficits.

BIBLIOGRAPHY

In addition to what is there, find the sources and format:

where there are no links, get rid of them (point 3)

Smirnova V.E. SOCIO-PSYCHOLOGICAL ASPECTS OF MANAGING DISTANCE COLLECTIVES. // News of the Russian State Pedagogical University named after. A.I. Herzen. 2008. No. 54. P. 200-206.

Shorokhov A.A. LABOR COLLECTIVE AS A SOCIAL MECHANISM. // Young scientist. 2010. No. 3. P. 266-268.

I.A. Skopylatov O.Yu. Efremov. Human Resource Management FIND SOURCES

VLADIMIR LEBEDEV Collective as a social object of management FIND SOURCES (some kind of electronic magazine)

Secondly, in Russia and in world practice, incentive systems are being developed and constantly modified aimed at establishing a relationship between wages and final result, payment depending on the organization’s profit, which is designed to expand the scope of labor and creative activity of personnel beyond the scope of a separate workplace. Motivation systems are also aimed at solving this problem, in which the success of the entire enterprise is a condition for stability and guaranteed employment.

Thirdly, the possibility of considering an individual employee as an object of management is due to the tendency to increasingly include individual personal (personalized) characteristics in the subject area of personnel management, which was discussed above when analyzing the categories “personnel”, “personnel”, “human resource” . As a result, one of the directions for the development of modern personnel management is its individualization, which involves a shift in emphasis from general methodological and organizational work to technologies and procedures for the interaction of a management subject with a specific employee.

The second remark concerns the limitation of the object by the team of the team, workshop, department, division, that is, the formally established organizational structure of the enterprise. It is known that the personnel are heterogeneous in their professional, qualification, demographic and social composition. Each of these groups (they are usually called social) can be an object of management. The possibility of identifying not only formally organized, but also other social groups of personnel as objects of management is due, in our opinion, to the following reasons:

The organizational structure is a formal expression of the economic and social structure, but does not fully reflect their content. From the point of view of the external form of manifestation, of course, most often management influences are carried out in a formally fixed form (orders, instructions, assignments, plans) and are aimed at organizationally designated structures. But personnel management is not limited to formalized relationships. Therefore, the limitation noted above seems to us necessary, but not sufficient.

A social group, as “a set of people who have a common social characteristic and perform a socially necessary function in the structure of the division of labor and activity,” is an element of the structure of the enterprise team. Formally organized (or, as they are sometimes called, production-functional) groups are only part of this structure and reflect technological and economic relations in the organization.

Assessing this trend in the development of personnel management, S.V. Shekshnya suggests using a marketing approach. “We need to divide employees into categories based on their value to the company, and develop its own management system for each segment.

The third remark (the absence of essential forms of manifestation of an object) is, in our opinion, a consequence of insufficient attention to one of the well-known and generally accepted postulates: “it is necessary to manage not physical objects, objects, but processes.” Therefore, in personnel management, individual processes can be distinguished, which can also represent management objects. Such objects can be social and labor processes in the organization and representing its content part in the structure of the personnel management system discussed above: adaptation management, motivation management, management of labor and career moves, management of socio-psychological relations, etc.

However, although this contains “procedural aspects”, it reflects the specifics of management influence, but at the same time it isolates individual processes of personnel management, which is fraught with a violation of the principles of consistency. To maintain the unity and integrity of the procedural object, at least two conditions must be met. Firstly, if the management of a private process takes into account not only the elements that make up this process, but also connections and relationships with other processes that will ensure complexity and systemic requirements. Secondly, integrity will be maintained if a process of greater significance is selected as a procedural object. general order, for example, the process of labor, or the process of use work force, or the process of formation and development of labor potential, which combines most of the private processes-functions of personnel management.

Another way to overcome this contradiction is to adhere to the principle of general management theory: managing personnel does not mean managing a person directly. A person, as a carrier of labor power, is included in the organization to use and develop existing abilities in the labor process in achieving the goals of the organization. Therefore, it is necessary and possible to identify objects of personnel management that reflect the subject’s attitude to the goal of including the workforce in the organization. Let's call them target objects, which are most often formulated in the concept, strategy, policy and, defining the general direction, the principles are specified in the technologies and mechanisms of personnel management of the organization.

The main purpose of attracting personnel is to use their workforce to obtain a specific result. labor activity. Therefore, it is logical to assume that the basic target object of personnel management is labor productivity, which is expressed in the quantity and quality of products or services produced.

At the same time, the development of division and cooperation of labor, the direction of activity modern organizations to meet the needs of consumers (marketing approach), the dynamic external and internal environment increasingly predetermine the choice of the target object of personnel management, which would reflect not only the level of results achieved, but how the employee acted in performing the functions assigned to him. The object “labor behavior” satisfies these requirements.

An even more complex object of personnel management is the attitude towards work, which at the level of a specific employee is understood as readiness for a certain work behavior, its implementation and evaluation, that is, it includes three components: motivation, actual work behavior and the employee’s assessment of his behavior. The emergence of such a target object is associated with the tendency to increase the independence of the subject of labor in social and labor relations and its self-organization. The attitude towards work as an object allows you to manage not only what the worker does, but also how he does it, why and for what he does it, and how he himself evaluates his actions and actions in the labor process.

Thus, we distinguish the following objects of personnel management: physical (personnel/team of the organization as a whole, its individual groups), procedural and target ones.

From the point of view of goal-setting in system objects, researchers resort to searching for some abstract general characteristics that reflect the general purpose of the existence of a system (or object) and the general direction of a complex of management influences. Then we're talking about, for example, about managing labor productivity, production efficiency, product quality, etc.

The concept of “team,” which was clearly defined by A.S. Makarenko, is still used in many ways. In a broad sense, the concept of “team” means an officially organized association of people engaged in some socially useful activity. A.S. Makarenko believed that the main feature of such a team is that its members have a common goal of activity aimed at the benefit of society. This is how we can talk about the staff of an enterprise, school, university, class.

The concept of “team” is also used in relation to one or another contact (small) group, characterized, along with the commonality of socially significant goals of its members, also by a high level of organization, cohesion and psychological compatibility.

The content of the concept of a collective changes over time, since it is not only a psychological, but also a socio-psychological concept. It bears a clear imprint of the conditions in which the team is born and develops. For example, in the definition of the collective, proposed at one time by V.M. Bekhterov, the priority of the collective principle over the individual, the community over the individual, was not emphasized. Later, the works of A.S. Makarenko, who lived in a different era, contained the ideas of the dominance of the collective over the individual, the need for the obligatory subordination of the individual to the collective. In Soviet psychology, among the characteristics of a team the following were indicated:

Common goal of joint activities;

Organizational design;

Friendly cooperation and mutual assistance

A.V. Petrovsky in his works pointed out the fundamental difference between a team and different types of groups: “In a team, the determining factors are

interactions and relationships between people, mediated by goals, objectives

and the values of joint activity, that is, its real content»

The team as a small group was considered in their works by Ya.L. Kolominsky

and R.S. Nemov. “Among highly developed small groups, the ones that stand out are

teams. The psychology of a developed team is characterized by the fact that

the activity for which it was created and in which it is engaged in practice has,

undoubtedly a positive value for many people, not only for

members of this team."

A small group is a small group (several dozen people or less), whose members are connected by some kind of relationship (friendly), personal contacts occur between them, and relationships are regulated by informal institutions. In all relations between members of such a group there is an element of personal acquaintance and intimacy, and this leads to the fact that, although the interactions between them are institutionalized, they are never impersonal, which is characteristic of large groups. It should be noted that the common sense of internal belonging to the group inherent in members of a small group does not exclude differences between them in social roles, opinions, views, assessments and degrees of influence.

A specific feature of a small group that distinguishes it from large groups is social relations in the form of direct personal contacts. These are contacts in which certain social connections are realized, mediated by joint activities.

A small group is an entity whose members are aware of their belonging to it, are united by a common goal, joint activities, or are in identical conditions. The starting point for understanding the laws of the functioning of a small group is that it acts as a subject of activity through which it is included in the system of social relations. A characteristic feature of a small group is a sense of community, cementing the relationships of group members and distinguishing it from other groups. In some cases, such a feeling arises due to awareness of the purpose of joint actions, in others - on the basis of a certain emotional attraction, attraction of people, in others - as a result of temporary agreement to use specific means, methods, tools of activity. Group interests, needs, and norms can also act as unifying factors.

The structure of the group is determined primarily by the functions and responsibilities of each member in joint activities. These are signs of formal structure. For example, the structure of a work team includes a foreman and his deputy, two or three foremen, workers; The structure of the student group includes a coordinator (headman) and students. Along with the formal structure, there is also an informal one, based on interpersonal relationships, which are determined by the degree of respect, the desire to do joint work, get advice in solving personal problems or, on the contrary, the desire to avoid contacts, hostility towards each other.

Group processes organize the activities of a group, and its members are guided in their actions, on the one hand, by a set of regulations relating to the sphere of formal, official contacts, and on the other, by unwritten norms voluntarily accepted by members of a small group.

The fundamental quality of a small group is associated with its limited size, when social relations appear in it in the form of direct personal contacts.

LETTER TO RED:

4. Anikeeva N.P. Psychological climate in the team / N.P. Anikeeva. - M.: Education, 1989. – 223 p.

8. Dontsov A.I. On the concept of “group” in social psychology // Bulletin of Moscow University. Ser. 14. Psychology. 1997. No. 4. P. 17-25.

12. Kolominsky Ya.L. Psychology of relationships in small groups (general and age characteristics): Textbook manual.-2nd ed., additional. Mn.: TetraSystems, 2000. 432 p.

R.S. Nemov indicates very high requirements for the small group, which

Successfully cope with the tasks assigned to the group, i.e. be effective in relation to its core activities;

Have high morals, good human relations;

Create for each member the opportunity to develop as an individual;

Be capable of creativity.

Solving the tasks assigned to the group, organized activities are important indicators of the development of the team. The significance of a task as a moment that includes a personality in activity is also shown in the work of K.A. Abulkhanova-Slavskaya “Activity and Personality Psychology.” Problems in a team in their social content are solved by people together. “The objectivity of relationships with people is determined by the nature of the tasks and the correspondence of the activities aimed at solving them, which leads to the establishment of contacts with people”

G.M. Andreeva in her works considers the team “as a special quality of a group connected by common activities. This quality is a product of the group’s development.” In her opinion, not every group can be considered as a collective, but only “a group that has formed certain psychological characteristics, arising as a result of its development

core activities and of particular importance to its members.

In the life of a specific person as an individual, his personality, those. a special systemic quality that characterizes involvement in social relations and its psyche, those. property of the brain that consists in actively reflecting the objective world.

The individual has a psyche, i.e. His brain has the ability to build a picture of the world and, on its basis, regulate its activities. At the same time, the individual acts as a personality, being a subject of interhuman, social

by the nature of the relationship. There are various types of social relations, where economic, social, political, ideological and other types of relations are distinguished. All this together represents a system of social relations that are built not on the basis of likes or dislikes, but on the basis of a certain position occupied by everyone in the system of society.

In the socio-psychological literature, different points of view are expressed about where interpersonal relationships are “located,” primarily in relation to the system of social relations. "Interpersonal relationships arise inside each type of social relationship, not outside of them." N.N. Obozov in the book "Interpersonal Relations" showed the nature interpersonal relationships, their occurrence, stages of formation and development. The nature of interpersonal relations differs significantly from the nature of social relations: their most important specific feature is their emotional basis. Therefore, interpersonal relationships can be considered as a factor in the psychological “climate” of the group. The emotional basis of interpersonal relationships means that they arise and develop on the basis of certain feelings that arise in people towards each other.

In each specific group, interpersonal relationships appear, which can be considered as a factor in the psychological climate of the group.

In interpersonal relationships, purely individual qualities of a person are manifested - his emotional and volitional properties, intellectual capabilities, norms and values of society internalized by the individual. Manifestations of interpersonal relationships in each specific group have

my history. However, there are general patterns of their formation

and development.

Let's consider General characteristics interpersonal relationships. First reflects the conditioning of the nature of interpersonal relationships by the place that the age social group occupies in society.

Second- this is the relationship between interpersonal relationships and joint activities, which mediates the development of interpersonal relationships in a group and determines their structure.

Third The peculiarity of interpersonal relationships lies in their level nature. The established group has a certain level of development, on which the presence or absence of certain social psychological characteristics and the nature of the influence on individuals.

The study of interpersonal relationships that develop in a group makes it possible to establish the level of development of this group, or the stages of its formation:

1. Diffuse group. Interpersonal relationships in such a group do not depend on the content of joint activity, and in some cases it itself is absent. Relations between members of a diffuse group are established through direct contact, interaction, communication and are based on factors such as attractiveness, frequency of contacts, etc.

An example of a diffuse group could be applicants, young people in a disco, etc.

2.Association group. Interpersonal relationships in it are already mediated
content, goals and values of group activities that are significant
for each member of this group. Here a certain
the order of interpersonal relationships depending on the contribution and degree of participation
everyone to joint activities. However, emotional relationships
(for example, relations of sympathy and antipathy) still prevail.
An example of these groups is a yard team of boys,
) participating in sports competitions, amateur group,

preparing for her first performance.

3. Team. This is the highest level of development of a group, in which interpersonal relationships are mediated by the content, goals, and values of group activity, and group activity itself is significant not only for each member of the group, but also for the entire society.

Thus, a group must go through a number of stages on its way to becoming a collective. The path of movement of different small groups to the collective is individual, and each of them goes through it in its own way. From the point of view of the emerging relationships, the teams differ from each other: one is more formed and united, the other less so. In the works of G.M. Andreeva, R.S. Nemov, some psychological characteristics of groups are analyzed:

1. Group cohesion. This is the most important indicator of interpersonal relationships and the level of development of the group. The cohesion coefficient is calculated based on the number of group members and the frequency of their interaction.

2.Collectivistic self-determination. It manifests itself in the fact that a member of the team follows its ideals and opposes conflict situation group pressure.

3.Emotional identification, those. identifying oneself with other members of the group, empathy with them during successes and failures, emotional warmth.

4. Standardity in the perception of group members. This is their conviction that their team is good, close to the standard. This is satisfaction with your group.

The levels of development of the group, the stages of formation of the team, its characteristics, first of all, need to be known to school leaders working with students and, most importantly, with teaching teams. This will help set the correct goals for the development of the institution, and then solve them correctly and effectively. Changes in team cohesion, collectivist self-determination, etc. can serve as an indicator of the effectiveness of the leader’s work with the school staff.

LETTER TO THE MAIN CONTENT OF ITEM

1. Abulkhanova-Slavskaya K.A. Activity and personality psychology. - Publishing house "Science", 1980.

2. Ageev B.S. Intergroup interaction: socio-psychological problems. - M.: Moscow University Publishing House, 1990.

3. Andreeva G.M. Social Psychology.-M., 1977.

4. Andrienko E.V. Social psychology.-M.: Academy, 2000.

5. Armstrong M. Fundamentals of management. Rostov-on-Don: “Phoenix”, 1998.

6. Batarshev A.V. Psychodiagnostics of the ability to communicate, or how to determine the organizational or communicative qualities of an individual.-

;> M.: Humanite. ed. Vlados center, 1999.

7. Kabachenko T.S. Psychology of management. - M.: Pedagogical Society of Russia, 2000.

8. Kovalev A.G. Team and socio-psychological problems of management. Ed. 2nd, add. M.: Politizdat, 1978.

9. Kolominsky Ya.L. Psychology of relationships in small groups (communication and age characteristics): Textbook. manual - 2nd ed., additional-Mn.: Tetra System, 2000.

10. Krichevsky R.L. If you are a manager... Elements of management psychology in everyday work. - M.: “Delo”, 1993.

11. Kunitsha V.N., Kazarinova N.V. Interpersonal communication. Textbook for universities. - St. Petersburg: Peter, 2001.

12. Lazarev V.S. Systematic development of the school. - M.: Pedagogical Society of Russia, 2002.

13. Lebedev V.I. Psychology and management. M.: Agropromizdat, 1990.

14. Lizinsky V.M. Work of the school administration with the teacher. - M.: Center “Pedagogical Search”, 2000.

15. Makarenko A.S. About education, / comp. B.C. Helemendik / M.: Politizdat, 1988.

16. Nemov R.S. Psychology, vol. 2, 3. - M., 1998.

17. Nemov R.S. Practical psychology. Know yourself. - M., 1999.

18. Nemov R.S., Kirpichnik A.G. The path to the team. - M., 1988.

19. Nemov R.S. Psychology.-M., 1990.

20. Nemova N.V. Organization of the functioning and development of the school. M.: APK and PRO, 2001.

21. Obozov N.N. Interpersonal relations.-L., 1979.

22. Petrovsky A.V. Personality, activity, team. - M.: Prsveshchenie 1987.

23. Pugachev V.P. Personnel management of an organization. - Uch.M.: Aspect Press, 1998.

24. Psychological tests, T. 2.1 Edited by Karelin A.A.-M., 2000.

25. Sventsitsky A.L. Social psychology of management. Leningrad University Publishing House, 1986.

26. Organization management: Textbook / Ed. Porshneva A.G. - M.: Infra-M, 2000.

3. Team management

Workforce management involves the following areas:

1. Team formation

When forming a team, the choice of size, composition of the team, form and method of relationships between its members is of great importance.

As the size of a team increases, communication between team members becomes more complex and it becomes increasingly difficult to reach agreement on common problems. It is generally accepted that the lower limit of team size is 5-7 people, the upper limit is 25-30. Both teams that are too small and teams that are too large make communication difficult.

In small teams, a climate of psychological incompatibility often arises, and the conflicts that arise are particularly acute. An atmosphere of familiarity, unscrupulousness, and cover-up may also appear here. In large teams there is no constant communication and contacts between workers, small groups arise, which reduces its integrity and cohesion. Some studies have shown that groups of 5 to 11 people tend to make better decisions. Members of such groups experience greater satisfaction from joint activities.

The optimal size of the team is also necessary so that the manager has the opportunity to enter into direct contact with employees, monitor their activities, and conduct individual work, support creative initiative in a timely manner.

For this purpose, controllability standards have been developed for managers at different levels of the hierarchy. Thus, for a workshop manager it is recommended to have 6-8 people directly subordinate to him, for shift workers in mass production - 20-30 workers.

The formation of the team composition is of great importance. For a significant part of the teams, it would be optimal to have a heterogeneous composition in terms of age, gender, level of qualifications and education.

Such a team has great opportunities to exchange work experience and knowledge. However, in some cases it is advisable to create more homogeneous groups: men's, women's, youth, etc.

When forming the primary team, it is also necessary to take into account the psychological characteristics of workers: their temperament, character and others.

This is necessary for assembling stable groups, identifying leaders, selecting managers who enjoy authority and are able to influence the creation of a healthy moral climate in the team. In this case, the official rights of managers will receive additional support.

Newly arriving employees need to be provided with adaptation (adaptation) to working conditions and the establishment of necessary contacts with team members.

It is necessary to allocate a workplace, serviceable equipment, tools, devices, materials and familiarize the newcomer in detail with the peculiarities of work, the system of payment, current rules and instructions. It is advisable that the immediate supervisor himself introduces the newcomer and introduces him to the team members. For a favorable adaptation process, the friendly attitude of the team towards the new employee is very important.

2. Team development

In its development, the team goes through three main stages, which characterize it from the qualitative side.

To manage a specific team, the manager must determine at what stage of development the team is currently located and choose a team management style.

The first stage is the initial stage.

It characterizes the process of creating the formal external integrity of the team. At this stage, people look closely at each other and at the leader. The manager, in turn, studies the personnel of the team.

During this period, team members begin to adapt to working conditions, to each other, to the manager and his requirements. The strong-willed side predominates in the manager's management style. The manager introduces the team to the tasks of the unit, short-term and long-term goals, distributes responsibilities taking into account the preparedness and personal inclinations of the employees, determines the work schedule and organizes its strict implementation.

During this period, the manager should pay special attention to monitoring the implementation of his decisions and assignments. It is at this stage that team members develop a sense of responsibility, precision and accuracy when performing work.

The manager also studies the individual characteristics of employees, attracts the most conscientious and proactive to solve the social problems of the team.

The second stage is differentiation.

At this stage, based on common interests and personalities, small groups are formed, different in their orientation to the leader and to the tasks of the team. Of the most conscious and active people an asset is formed that, before others, realizes the social significance of the team’s tasks, the necessity of the requirements presented by the leader, and provides him with support.

However, there is no true unity yet. Conscientious but passive performers observe discipline, carry out the tasks of the manager, but do not show initiative and activity in supporting the actions of the administration. Disorganizers who have a negative attitude towards the work and actions of the manager may also emerge.

At this stage, the leader, relying on the asset, must fight disorganizers and quitters, form public opinion, activate conscientious performers, and cultivate high consciousness among team members. Completion of this work will mean a transition to a qualitatively new level of development of the team.

An important sign The second stage of development is an increase in the number of decisions made by the manager with the involvement of subordinates.

The third stage is integration.

At this stage, a team is created with a unity of interests and goals, and conscious discipline. All members of the team assimilate the requirements of the leader, now the whole team demands from everyone.

At this stage, the leader must change management tactics. If at the initial stage he acted in relation to his subordinates as an external force, as an organizer of the formation and development of the team, now the team takes on this role, and the leader is an authoritative representative and spokesman for its interests.

The role of the manager at this stage is to organize labor processes and tactfully regulate social life team, in forecasting and determining the paths of development of the team.

The integration stage does not end the development of the team. It must develop constantly, in the fullness of its functions, since stagnation in development will lead to the disintegration of the team.

The team as a social object of management.

The organization’s staff occupies a central place among the main objects of management, representing higher form organized group people united according to any principle (common territory, profession, participation in the production of products, provision of services, social conditions, etc.) with common goals for joint actions and being its social object of management. Team members are personnel of the organization.

The team has a number of common characteristics:

Availability not just the same, similar, but common, common goal for all(if the goals of the group members are not the same, but similar, then such a group does not represent a collective, but an association);

confession members of each other's group and identification themselves with her, based on common interests, ideals, similarity or mutual complementarity of their personal qualities;

personal practical interaction people in the process of achieving a joint goal, as a result of which the potential of the team turns out to be significantly higher than the potential of each of its members, since as a result of interaction the team is able to do something that one of its members cannot do (for example, a significant increase in the volume of work, a sharp reduction in the time it takes to complete it );

consistency of interaction throughout the entire existence of the team.

The team as a social object of management plays the most important roles in the life of each of its members:

· In the team, not only the professional qualities of the employee are formed, but his qualities as an integral personality are manifested and developed;

· the team stimulates people’s creative activity and their desire for improvement;

· in a team, a person learns to live and work surrounded by other people, to adapt his desires, aspirations, and interests to them;

· in a team, a person finds support and protection, recognition of his successes and achievements, has the opportunity to look at himself from the outside, to evaluate himself;

· In a team, a person’s need for communication and business interaction with other members is satisfied.

At the same time, both the team can negatively influence a person and strong personality can subjugate the team and push it into both positive and negative activities.

Based on the above, team management, or personnel management of an organization, is the most important task and main function of all managers of the organization.

Personnel management and its development are currently considered as the most important factor in the effectiveness of management of the organization as a whole, which is associated with the growing complexity of production, its internal and external environment, the increasing requirements for the professional and qualification level of employees in this regard, the need to effectively resolve issues of decentralization of management, delegation of authority.

The basis of the modern concept of personnel management: main value organization - a person with his diverse interests, needs, motives, values, relationships; this is the most important resource and element of the production and management process, the main subject of management.

The human factor is the inner world of people. Without knowledge of the patterns of human activity and behavior, it is difficult to achieve high management efficiency. The manager of modern production needs them no less than knowledge in the field of technology and economics. This term was first introduced by F. Taylor, then by Ford.

Human factor components:

Employee qualification level;

Social activity;

Production Initiative;

Level of professional and general training of a person;

Civil responsibility;

State of health, physical fitness of the employee.

Undoubtedly: The human factor is the activity of people.

In general terms, the implementation of the functions of a leader in a team involves the solution of three interrelated tasks:

1. Formation of a team and ensuring the required level of its social development (including increasing the professional and qualification level, creative and social activity of employees, etc.);

2. Involving employees in solving production and management problems (including through participation in enterprise management bodies);

3. Social security for workers, i.e. creating the necessary conditions for people’s life (favorable working and living conditions, including issues of accommodation, transport, recreation, treatment, etc.).

However, managers often act on the basis of intuition, personal beliefs and experience, which are not always correct. The inability to convince, motivate the actions of individual employees and the team as a whole, or influence a person to complete assigned tasks may indicate that the manager does not have the full set of qualities necessary for him to effectively solve a diverse set of management tasks to achieve the organization’s goals. As a result, the actions of the HR manager can be a critical factor in determining the success or failure of the organization. The main elements of such a system and the corresponding functions of personnel management of enterprises arising from the tasks social management, are:

ü formation modern requirements to personnel;

ü planning personnel requirements in accordance with the development prospects of the enterprise;

ü selection and placement of personnel;

ü creating conditions for its effective operation;

ü personnel training;

ü assessment of personnel and the results of their activities;

ü Professional Development personnel.

Supervisor- This is a special profession, and you need to have a certain predisposition and carefully prepare for it. Forgetting this simple truth is costly for organizations, ordinary employees, and the managers themselves - losers. As a rule, no one is made a leader by force.

Specifics of a manager's work is that he does not solve production, economic, technical and social problems himself, but mainly by influencing the people who solve these problems. In every work collective The manager occupies a special place as a person bearing personal responsibility for solving the tasks assigned to the team, the state and results of its activities.

Responsibility the leader wears dual character:

on the one hand, he is responsible to the team for proper leadership, creating the conditions for effective work;

on the other hand, to consumers of products and services for timely and high-quality satisfaction of their needs.

The managerial activity of a manager is multifaceted, multifunctional, multifaceted, very diverse, contains components belonging to different, sometimes far from similar professions, and is therefore very complex. The manager acts as an organizer (leader), specialist (innovator), administrator, educator, public figure (diplomat), and person. With the transition from command-administrative to predominantly economic methods of management and self-government The role of the leader as an organizer increases significantly. Despite the differences in the purpose of each type of activity, what they have in common is that the activities of a manager usually consist of individual stages of the management process:

1. Drawing up an activity plan, which includes setting tasks for the upcoming period of work and programming the activities necessary to complete them.

2. Organization of activities both on the scale of the entire enterprise and within its functional divisions.

3. Planning of labor resources, its selection, familiarization with production and training.

4. Personnel management, motivation, information and cooperation with them.

5. Decision making.

6. Monitoring the implementation of assigned tasks and work efficiency.

7. Improving the activities of the organization as a whole.

The personal work of a leader means organizing and participating in meetings; conducting receptions and conversations of a personal and industrial nature; work with correspondence; telephone conversations.

Have you noticed that in management tasks not included the most important component of the activity is implementation of planned activities. Naturally, the implementation of these activities should also be planned, but the management task does not contain the functions of a manager, which would provide for his practical participation in the direct implementation of work. It’s another matter if the manager himself, within the framework of his working time, wants to take part in one or another practical work.

Case classification matrix.

A leader must be able to highlight from the entire mass of his affairs those that are the most important and promising.

With this approach, all types of managerial activities are characterized by two parameters: importance and urgency.

Importance- this is a characteristic of activity from the point of view of making a contribution to the achievement of goals.

Urgency- this is a characteristic of activity from the point of view of the requirement for attention and active activity of the manager. Urgency is visible and, as a rule, a person receives satisfaction from the fact that he has successfully dealt with an urgent matter, regardless of its importance.

The classification of cases depending on their urgency and importance can be presented in the form of a matrix (see Fig. 4).

Rice. 4. Case classification matrix.

Leaders in Quadrant I are problem-focused. Every day for them is a struggle with problems, but the number of problems does not decrease every day, but increases. There is less and less time left for joyful feelings from resolved problems, the number of stressful situations. Many managers of this type see the only way to get rid of problems in going into the affairs of quadrant IV, which serves as a kind of rest.

Other leaders spend most of their time on Quadrant III activities, believing that they are doing Quadrant I activities. For them, the urgent becomes important. In most cases, this happens because they are dominated by the interests and expectations of other people, to which they adapt. As a result, they feel like a victim of circumstances that are beyond them.

Leaders working in quadrant II are focused on anticipating problems by building relationships with people around them, forward planning, preventive actions and acquisition of new knowledge. Therefore, the number of crisis situations they face is relatively small. As a result, they don’t feel like they’re “horsed over,” they have time to relax and engage in creative activities.

The transition from working in Quadrant I or III to working in Quadrant II is quite difficult and requires some courage. Initially, the only time resource for doing Quadrant II activities is time from Quadrants III and IV. And here two skills are important:

¨ conducting an analysis of the costs of your time;

¨ refuse the affairs often imposed from outside, related to squares III and IV.

Refusing imposed tasks relating to quadrants III and IV, it is important to keep in mind that a person, due to the limited number of days, is always forced to say “no” to someone or something. For many, it is easier to say “no” to yourself, taking time away from your own development and health, your own family and creativity, and giving this time to the interests of others. This human characteristic is loved by crisis managers who are guided by the rule: “If you want something done, entrust it to a busy person.” Therefore, it is important to learn to say “no” to others, without allowing yourself to be drawn into solving crisis problems.

Organization of work in quadrant II is based on four components:

¨ defining your own roles;

¨ determination of upcoming matters;

¨ planning your own activities;

¨ daily adaptation.

Usually, slowness in a manager’s work appears when he is faced with a task that is for him

1) either unpleasant

2) either difficult

3) either creates uncertainty or indecision.

There is one "Pareto principle "80:20 rule", which, as practice shows, is justified in most cases.

This the principle states:

80% of the profit usually comes from 20% of the products, and the remaining 80% of the products - only 20% of the profit;

You spend 80% of your time on 20% of things:

in the process of work, 80% of the results (output) are achieved in the first 20% of the time spent (costs), the remaining 80% of the time spent bring only 20% of the total result.

Analyze your work from this point of view, and you will find that it is a limited number of activities that cause the most trouble. It is best to take on such matters in the morning.

TOPIC 5. METHODS OF EFFECTIVE ORGANIZATION OF MANAGEMENT WORK

Effective delegation.

Effective delegation involves:

Selection of suitable employees;

readiness (desire) to delegate;

Distribution of areas of responsibility (ability, ability to delegate);

Coordination of the activities of employees performing the assigned task;

Stimulating and consulting subordinates;

Implementation of the process of monitoring the implementation of the assigned task and its results;

Conducting employee performance assessments.

The object of delegation should be routine work, private issues, highly specialized management activities, and work at the preparatory stage.

Stages of goal setting.

The process of goal setting includes a number of stages that can be expressed schematically (Fig. 6):

Setting a goal

Finding targets

What do I want?

Professionally

Situational analysis

What I can?

Professionally

Formation of goals

(goal planning)

Professionally

Figure 6. Goal setting process.

5.7. Improving the process of planning and organizing working time

Drawing up plans for the manager's working day

1) Writing assignments .

Under the appropriate headings of the “Day Plan” (see Table 3), you need to write down everything that needs to be done the next day, that is:

a) tasks from the to-do list or from the weekly (monthly) plan;

b) unfulfilled the day before;

c) added cases;

d) deadlines that must be met;

e) periodically occurring tasks.

In this case, you can use abbreviations corresponding to the type of activity:

B - visits; D - delegation of affairs; K - control;

P - in process, in action; PC - trips, business trips;

ETC - paperwork, business letters, dictation; S - secretary;

T - telephone conversations; H - reading (reports, circulars, newspapers).

2) Estimating the duration of tasks

It is necessary to mark the approximate time for its completion against each task, sum it up and determine the approximate total time.

3) Time reservation

When drawing up a daily plan, it is necessary to cover 60% of the working time with the plan and leave it as reserve time

40% of the time.

4) Making decisions on priorities and reassignments .

At this stage it is necessary to apply ABC analysis

Manager's working day plan

Table 3

Task (abbreviations)	Priorities	Watch	Reassignments

To streamline the preparation of the plan, you can also use bureaucracy, representing graphic symbols:

t - urgently; ! - important; ? - to figure out; + - priority category A; -mission accomplished; O - postponement to a later date; X - an unfulfilled or self-resolved matter.

5) control (accounting for what has not been done).

To optimize the use of working time, it is necessary to monitor their use.

It is necessary to regularly monitor your time plans. Control involves solving three problems:

1) understanding the degree of completion of a given task, that is, what has been achieved by the time of control

2) comparison of what was planned with what was achieved, that is, to what extent the goal was achieved, what deviations occur

3) adjustments based on established deviations, which involves control of the carried out management activities and control of results.

5.8. Rules for planning and organizing working time for the day

Improving working time planning can be expressed in the form of time planning rules:

1. The main rule of time planning is the ratio (60:40):

60% planned activity,

20% unforeseen activity (time reserves and unplanned actions: urgent meetings, discussions, unplanned arrival of visitors, calls, interference, “time stealers” - sitting in the boss’s waiting room).

20% spontaneous activity (management, creativity).

You only need to make a plan for a certain part of your working time. Unforeseen events, interruptions, time wasters, and personal needs require that you not plan all your time in advance.

Despite the basic rule of time planning, we still tend to plan more than 60% of our working time. In this regard, it is necessary to reduce the list of planned tasks to the actual volume by:

ü Determination of priorities;

ü Reducing the volume of tasks performed;

ü Delegation (instructing another person to perform them).

2. Analysis of activities and time consumption, “Daily Interference” sheet: it is necessary to document and double-check how and what time is used (wasted). You'll be able to work more focused and more consistently prevent interference if you set a specific time to complete a specific task.

3. It is necessary to list all upcoming work tasks in the corresponding planning period.

4. It is necessary to plan only such a volume of tasks that can be handled. Experience shows that there is often an inadequate assessment of the total time available, i.e. more is planned than can actually be accomplished at this time.

5. It is necessary to flexibly change plans in accordance with changing conditions.

6. Making up for lost time: It is necessary to make up for lost time on the same day.

7. Unfulfilled but important tasks must be transferred to the next period's plan, crossed out or completed overtime.

8. It is necessary to record results or goals (end state) in plans, not just actions.

9. It is necessary to set exact time standards: it is necessary in general outline estimate the time required to complete tasks. Other experience shows that as much time as is available is spent on doing a certain job. If you set a specific length of time to complete a task, then you force yourself to adhere to this limit, as is the case when distributing a monetary budget.

10. It is necessary to establish exact deadlines for all types of activities.

11. It is necessary to accurately determine which activities are given priority.

12. Time sinks and time reserves: it is necessary to leave a certain percentage of working time as a reserve for unexpected visitors, telephone conversations, crises or in case of underestimation of the duration of individual tasks and reduce the number and volume of “interference”.

13. It is necessary to plan free time, including travel, study of materials, and conceptual reflection. Time blocks and quiet time(closed hours): It is necessary to reserve long continuous periods of time for large tasks (quiet time, closed hours, "quiet hours") and shorter periods for processing several small tasks. At the same time, you should keep in mind that if you are prevented from working, then the so-called "saw tooth effect": if you return to work after another interruption, then in order to work again, you need additional time, which ultimately amounts to a loss of 28% of the time (Fig. 7). In practice, the so-called the “Quiet Hours” method, during which it is necessary to eliminate all interference.

14. Time for planning and creativity: it is necessary to reserve a certain part of your time for planned, preparatory work, as well as for advanced training.

15. Routine work: it is necessary to plan the performance of routine functions: reading monthly reports, visiting subordinates.

16. Non-productive activities: It is necessary to ensure that as little time as possible is spent on non-productive activities, such as non-essential meetings.

17. Alternatives: When planning, you need to think alternatively (“There is always another, better way”).

18. Coordination of temporary plans: it is necessary to coordinate your work programs with the plans of both managers and subordinates.

P 100% - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

P O M E X I

Figure 7. Sawtooth effect

5.9. Methods for executing plans.

5.9.1. Techniques for executing a plan with simple planning

All tasks that you have written down on any medium (for example, on a piece of paper) are carried out sequentially in the order in which they are written down. When any task is completed, a corresponding note is made in the plan. Usually the completed task or its number is crossed out. After completion, imagine yourself as a winner (if you have completed difficult, important, complex, significant, prestigious, significant work, you feel enthusiasm, a powerful surge of strength, readiness to move mountains at this moment, your self-esteem increases, you are overcome by a sense of pride, self-confidence and etc.).

Use this self-motivation technique in other cases as well.

5.9.2. Execution of plans with priority planning.

When applying the ABC method, cases A.1 are performed first, then A.2, etc. until the end of the group A to-do list or until you exhaust the time allotted for these tasks.

After this, they begin to carry out tasks of group B, etc.

It should be borne in mind that case priorities may change as external circumstances change. In this case, it is advisable to reconsider the priorities of the remaining cases.

5.9.3. Execution of the plan based on the Eisenhower method (principle)

Cases A(important and urgent) must be done immediately (although “you need to live so that important things do not turn into urgent”).

Cases B(important and non-urgent ones are often called the most “offended” (they are related to one’s own development, employee training, etc. Quite often, things A appear due to neglect of things B, so it is necessary to identify the reasons for this and eliminate them.

Cases C(unimportant and urgent) are often presented as items A, and importance and urgency are confused. This leads to rush jobs, turmoil, constant tension and continuous crisis.

It’s better not to do things D (paper basket, unimportant and non-urgent) at all. However, they are usually pleasant, interesting and attractive. Their duration is short, but the results are obvious. Therefore, unfortunately, we try to start our working day with them.

5.9.4. Eating an Elephant Technique

If the task is very complex, large, then the thought arises that it is overwhelming, questions arise: “How to approach it,” “Where to start?” etc. We often put it off for some time.

Imagine that the task is a large elephant and too heavy to lift. If you want to eat it, you won't be able to do it in one sitting, so cut it into pieces, each of which can be eaten at one time. You can invite relatives, friends and offer everyone a piece.

We proceed similarly with the task (Case A-1). We need to divide it into such a number of subtasks that can be solved separately. The size of the problem will decrease and its solution will be simplified. Some subtasks can be delegated to subordinates. In this case, the solution time can be significantly reduced.

5.9.5 The ten-minute method (the “Swiss cheese” technique).

There are situations when, due to various reasons (objective or biased), it is not possible to proceed with the A-1 case at all. Put this matter under strict control immediately when you realize that it is the highest priority.

Try to turn it into "Swiss cheese". To do this you need to do "holes" in action, which we will call quick response tasks, which require only 3 to 5 minutes to complete. The list of such tasks includes those jobs that can be started quickly and easily completed.

The convenience of such crushing the fact that you can plan your activities in advance and carve out a little time every day to solve one or another elementary task, without causing damage to other matters ( "the ten-minute method" when all difficult task is broken down into small operations that require no more than 10 minutes). Having a list of such mini-to-dos in front of you, you can effectively use unexpected pauses during the day and perform 2-3 “immediate execution” tasks.

5.9.6. Reception of getting things done “Leave disgust, eat a frog”

This technique can be used with all others except Swiss cheese.

There is a saying in the West: “If you have to eat a live frog every morning, you can be content for the rest of the day with the knowledge that probably nothing worse will happen to you.”

According to this technique, it is necessary to develop a stable habit of solving the most important and urgent tasks first thing in the morning, without wasting time on other work. Set high goals, develop sustainable habits, and then you will be successful.

If you like a method, then use it for 1 – 2 months, but not less than two weeks. Then critically evaluate whether it really satisfies you completely. If not, try another method.

Timing method.

We all know the “easy” and “hard” days of the week and month. First of all, we need to measure fixed periods of time, for example, one hour, one class hour.

Methods for studying time spent on labor processes can be classified according to a number of criteria: the purpose of the study, the number of objects observed, the method of conducting observation, the method of recording its data, etc.

Timing serves to analyze labor methods and determine the duration of repeating operations for a specific type of activity.

Working time photo is used to establish the structure of its costs during the working day (shift) or part of it. This takes into account the time spent on all types of work (as opposed to timing) and breaks that occur over a certain period of time. In this case, the elements of operational time are allocated enlarged (hours, minutes...).

Photochronometry used to simultaneously determine the structure of time costs and the duration of individual elements of a labor operation.

Three axioms of control

1. Uncertainty must be eliminated. No carefully developed plans can take into account all the nuances of production. Some kind of correction is always required.

2. We must anticipate crisis situations. Errors and shortcomings that arise in the work, if neglected, grow like a snowball. They need to be noticed and eliminated.

3. It is useful to notice success. Control also records the emergence of success: the seeds of success cannot be allowed to go unnoticed.

In general, we can say that the control function is not aimed at finding “scapegoats”, but at identifying deviations in the production process and their timely elimination. As R. Whitman emphasizes, in order to succeed, one must exercise exclusively benevolent control. “It is control that does not stifle, but reflects the realities of enterprise management (serves the people doing the work, rather than confuses them.” And further: “There is a difference between control over other people and control over the state of the enterprise, about which they may grumble, but which the majority perceive correctly." Control is the art of management. A manager cannot learn this art from words, he must practically go through it:

1. Control should not be reduced to incidents. Normal control is a continuous process of business communication with employees. It is not confined to any particular occasion. If you want to help an employee overcome some shortcomings (disorder in the workplace, poor writing style business letters, insufficient outlook, etc.), then come into contact with him again and again, remind him of what needs to be done, talk to him, trying to be at ease.

2. Total control breeds negligence. There are managers who believe that everything that has not passed through their hands is fraught with mistakes. In this regard, such individuals are keen on controlling highly qualified workers, solving complex issues in their office. Such control makes people dependent and careless.”

3. Hidden control is annoying! Such control is immoral. It is carried out by secret inspection of workplaces, surveillance, and with the help of informants. (Covert control outrages most people; but it does not die out. “Secret “countermeasures” always find an explanation for their necessity.

4. Control not only your favorite area. Everyone reaches heights in some area where he reaps the main harvest of his success. If you take another step up the career ladder, you have to give up your job to others. Although it seems that no one can handle it better than you. And you begin to exert intense control over your successor.

5. Control is not pro forma! A democratic leader is often so touched by his subordinates that he is embarrassed to subject them to control. And if in fact he reveals negligence, then he corrects everything himself. He who evades control neglects the interests and aspirations of his subordinates.

6. Don't control out of mistrust. Suspicion indicates lack of self-confidence. IC psychologists talk about “projection”.<Люди склонны! к тому, чтобы (проецировать» свои недостатки на других людей. Помните, у кого отсутствует здоровое чувство собственного достоинства, тот чувствует угрозу, исходящую от других.

7. Don't keep your conclusions to yourself. Don't hold negative information about an employee's performance as a bargaining chip. Assume that such control tactics are fruitless and even harmful. Communicate the received information to the employee immediately. This is the only way you can establish a business relationship with him and help the cause.

When implementing the control function, consider answers to the following questions:

Do I have a clear understanding of my tasks and goals?

Do I remember that people don't like outside control?

Do I involve the performers themselves in monitoring?

Am I balancing people's capabilities with goals and objectives?

Do I need additional information to draw up control measures?

How do I monitor results?

Is control by boundaries effective?

Am I receiving enough information about the labor process?

How do subordinates react to my corrections?

Are my subordinates confident that they are moving towards their goals?

How do I myself feel about the corrections I introduce?

How is control carried out in neighboring units?

TOPIC 7. PERSONAL WORK OF A MANAGER

Work with documents.

Throughout the years of his work, a manager has to write various kinds of business notes, reports, notes, and develop documents. This kind of work is one of the main activities of any manager and one of the main forms of information exchange (communication) in the organization.

Preparation of a written message, regardless of its volume and complexity, includes a number of sequential actions (stages):

1. Define the problem or area that will be covered in the document. This is one of the most important stages. Identifying a problem requires careful thought, mature presentation, and critical evaluation. Often, a manager, having superficially familiarized himself with a situation, does not identify its essence, but mistakes some random factor for the problem.

2. Clarification and formulation of the purpose of creating the document. A correctly defined direction of activity before it begins helps save time and money.

3. Determining the recipient of the document. When preparing a document, it is necessary to focus special attention on its potential recipient (user) and determine the style of presentation, depth, simplicity or complexity of the dictionaries, visual aids used, etc.

4. Specifying the topic of the message and drawing up a document plan. A thorough discussion of the topic of the document is necessary, which will allow us to limit it, make it narrower and draw up a plan for further action. Each point of the plan must be stated absolutely clearly and precisely.

5. Determining the volume and degree of “depth” of the document includes the breadth and scope of coverage of material sufficient and necessary for the recipient .

6. Collection of necessary information, available for inclusion in a document, separating it from unnecessary .

7. Preparation of the draft, and then the final version of the document. The final document may be very different from the original one. The author must be able to make changes, new elements, and discard the unimportant.

8. Final revision and execution of the document. The text should be well presented, contain subheadings, paragraphs, and be easy to read. Any unnecessary words or phrases should be removed from the text.

The text must be corrected for errors, therefore, before you sign the document, you must re-read it carefully. Errors in the text create a bad opinion not only about the person who signed the document, but also damage the prestige of the organization.

The first rule for any written document is simplicity. It is necessary to use simple words combined into short sentences, since sentences of 5-17 words are best perceived. Sentences containing more than 17 words are difficult to comprehend the first time and are therefore difficult to understand.

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