The organization employs mainly women interpersonal relationships. Interpersonal relations in the organization Socio-psychological methods of personnel management in the organization

Ticket number 3 The concept of the subject and object of management. Management relations in the organization.

1.Subject of management- This is a leader, collegial body or committee exercising managerial influence. The leader can be both a formal and an informal team leader. In turn, the subject of management can also be an object of the board, for higher leaders.

Control object is an individual or a group that can be combined into any structural subdivision and which is under management influence. Nowadays, the idea of ​​participative management is spreading more and more, that is, such management of the affairs of an organization, when all members of the organization, including the rank and file, participate in the development and adoption of the most important decisions. In this case, control objects become its subjects.

Thus, the central figure in the management process is a person who can act both as a subject and as an object.

2. Carrying out management, the participants in this process (subjects and objects of management) enter into management relations with each other.

Management relations exist where there is management activity. Management relationships are engendered by management goals. Management activity acts primarily as social activities, since it is aimed at regulating the activities of people pursuing certain goals in accordance with their needs and interests.

The content of managerial relations depends on the nature of managerial work. Relationships between people, for example, when making a managerial decision, differ from the relationships that develop during the exercise of the control function. The objective basis of management relations is the social needs for management. The parties to management relations are the subject and object of management and various subjects of management. Communication and interaction is carried out between them: vertically between the higher and lower levels of management, horizontally between the links of management with equal rights. The main characteristic of the hierarchical structure of management relations (vertical relations) is the relationship of subordination, i.e. direct and obligatory subordination of the lower level of management to a higher level. Management relations horizontally - relations of management subsystems having equal rights, but fulfilling different tasks management. These are relations of coordination, coordination of governing actions. The normative documents on the rights of divisions in relation to management activities should indicate what their actions and in what cases are subject to agreement with other management divisions. People entering into management relationships should be guided by the goals of the organization and the public interest, and not by the personal, selfish interests and interests of their unit and level of management.

Managerial relationships can be formal (formal) and informal (informal).

Formal management relationships is a system of connections between the subject and the object of control. The activities of performers are governed by regulations, instructions, orders, and other regulatory documents... Formal management relationships involve leadership and submission. The official acts of the leader should induce the subordinate to take action, regardless of his desire. At the same time, when there are too many such acts, subordinates are deprived of the opportunity for creative thinking and initiative. If decisions are not made in a timely manner or are not sufficiently developed and incompetent, unjustified independence or inaction occurs.

Entering into managerial relations for the implementation of managerial work, people follow not only official norms and rules.

They discuss and resolve governance issues based on personal relationships, likes and dislikes.

Informal management relationships are formed within the framework of official relations, but go beyond the formally prescribed rules. Informal relationships that are not associated with the direct performance of direct official functions arise for comradely, related and other reasons. Informal management relationships can promote or hinder the development of formal management relationships. It is impossible to avoid the existence of informal management relations, i.e. every person, regardless of his post, is a person with merits and demerits, likes and dislikes. The only difficulty is that informal management relations do not replace formal ones, but work with them in the same direction. This largely depends on the first leader, his style of work and personal interests.

Management relations in the organization: concept and typology

The organization consists of two large subsystems - management (subject of management - S) and managed (object of management - O). The connections between the subject and the object of management are the essence of management relations.

In terms of spatial orientation, relationships are subdivided into:

· subordination ( or vertically) - represent the relationship of management and administration, on the one hand, and the relationship of subordination, execution - on the other, arise and are regulated on the basis of regulations and job descriptions, are binding.

· coordination(or horizontally) - represent the relationship between employees of the organization, who occupy an equal and independent position in the service hierarchy, arise to coordinate and inform about the actions of various departments to achieve the goals of the organization.

According to the role and place in the structure, the following can be distinguished:

· basic relationship, which determine the structure of the system and form the main contour organizational structure;

· Complementary relationships that create conditions for the effective implementation of basic relationships;

· duplicate relationship, which ensure the guarantee of the implementation of certain functions of the system and its individual subdivisions in the event of a violation of the links ensuring their implementation.

· Control relationship that ensure the rationality of both individual inter-component relationships and the entire structure of the organization as a whole;

· corrective relationships, which ensure the introduction of changes in the implementation of the inter-component relationships of the organization, allow you to eliminate deviations that have arisen in the process of functioning of the system, and to adapt the existing structure to the new situation.

By the nature of the impact can be distinguished:

· Positive connections;

· Negative connections;

· Neutral ties.

By discontinuity can be distinguished:

continuous relationship that form the basis of the organization, ensure the stability of its structure

discrete relationship, which suggest the presence of certain time gaps in the implementation.

By variability can be distinguished:

Invariant e relations that can remain practically unchanged with various changes in the situation and conditions of the organization's functioning;

Variable relationship that at definite change situations also change their characteristics

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

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

Interpersonal problems in organizations

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

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

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

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

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

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

The characteristic features of the conflict are:

Contradictory positions of the parties on a particular issue

Opposing goals, interests, desires, drives

Differences in means of achieving goals

Thus, conflict is a fact of human life.

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

Organizational conflict - Organizational conflict can take many forms.

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

1. Intrapersonal

2. Interpersonal

3. Between an individual and a group

4. Intragroup

5. Intergroup

6. Intra-organizational

Let's consider them in more detail.

1. Intrapersonal

This type of conflict can take different forms, one of the most common is role-based, when opposite requirements are presented to one person about what the result of his work should be. For understanding, we will give the following example: the head of the production department, i.e. immediate superior the worker gave instructions to increase production output, and A quality manager insists on improving product quality by slowing down the production process, an example of a person being given conflicting instructions and required mutually exclusive results. The reason for this conflict was the violation of the principle of one-man command.

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

production requirements do not match personal requirements or

values.

2. Interpersonal

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

3. Between an individual and a group

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

4. Intragroup

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

5. Intergroup

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

Informal organizations that feel they are being treated unfairly by their leaders can rally closer and try to pay back their performance losses. An example of intergroup conflict is the disagreement between line and staff personnel. The staff are younger and more educated than the line staff. Which leads to a clash between people and difficulties in communication. Another example: the sales department is usually customer-focused, while production unit cares more about cost-effectiveness and economies of scale. Keep big commodity stocks as the sales department prefers, means increasing costs, and this is contrary to the interests of the production department.

6. Intra-organizational

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

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

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

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

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

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

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

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

Socio-psychological methods of personnel management in the organization

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

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

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

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

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

5) educational work;

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

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

1) Methods for managing social processes (migration, movement of personnel). Management of social processes is recommended to be carried out through rational placement industrial complexes, setting industrial priorities, targeting personal interests.

2) Methods of group management (integration of the efforts of group members, focus on the successful implementation of production tasks).

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

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

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

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

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

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

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

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

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

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

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

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

The list can be continued for a long time ...

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

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

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

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

Also in our culture, unfortunately, is still normal:

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

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

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

Six levels of employee attitudes towards the organization

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

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

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

Delegate a task

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

How to improve employee attitudes?

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

1. Interested

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

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

Rice. one. An account of the six main types of employee relationships with an organization

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

2. Involve

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

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

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

3. Learn to negotiate

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

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

4. Form a plan

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

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

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

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

5. Distribute responsibility

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

6. Get it done

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

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

Analyze

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

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

Conclusions for practical use:

Attitude is usually unconscious

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

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

History from the practice of consultants

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

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

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

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

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

The attitude is always there, and it is not neutral

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

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

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

Any employee can become loyal

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

Case from practice

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

Any employee can become sabotage or belligerent

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

Case from practice

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

Ideal and optimal relationship level in a strong organization

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

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

The first person can only rely on loyal managers

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

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

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

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

Provide regular feedback to your subordinates as part of mentoring sessions

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

Leading motivators at every level

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

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

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

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

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

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

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

Official relations between employees of the organization are established at the stage of formation of the organizational structure, while they are determined by the sphere of competence of each specialist, the amount of power and responsibility.

Thus, the formal relationship is determined by three main conditions "
S responsibility,
S power,
S accountability.
I
I Responsibility is the employee's obligation to perform the assigned work and be responsible for satisfactory resolution of the assigned tasks.
Responsibility can be general and functional. General responsibility for creating the necessary working conditions rests with the manager, and functional responsibility for a specific result - with the performer.
Responsibility is determined by the position held and the relationships associated with it, it can be explicit (direct), implicit (indirect) and delegated.
Explicit (direct) responsibility is assigned in accordance with the order for employment for a specific position and functional job description (FDI).
Implicit (indirect) responsibility acts as a factor in professional growth. It is distributed personally, taking into account individuality in accordance with the registered FDI. This type of responsibility is of great importance for the career growth of specialists.
Delegated responsibility, as a rule, is the responsibility transferred to an employee by his immediate supervisor for the performance of specific tasks.
In addition to responsibility, power and authority can be delegated.
I
Power is real opportunity influence the behavior of other people.
At least 7 channels of power are distinguished: coercion - manifests itself in encouraging people to act against their wishes by making comments, transferring to a lower-paid job, etc .;
- influence - subordinates feel, communicating with their immediate supervisor; competence - typical for well-trained professional leaders; information - manifests itself in its "dosage"; official position- depends on the level of the hierarchy: the higher the position of the head, the greater the degree of his power influence on the members of the organization; authority - plays an important role in the manifestation of the leader's leadership positions; encouragement - gives the leader more power to influence subordinates.
A yumochie is an organizationally secured limited right to use the resources of an organization and direct the efforts of its employees to accomplish certain tasks.
Management powers - a set of officially granted rights and responsibilities to make decisions in the interests of the organization or its structural sub- | separation.
In "’ ", in accordance with the used classification criterion, the powers can be subdivided into types and subtypes. 2.4).
Delegation can be both one-time and long-term.

Masiggabs and types of delegation are determined by the degree of centralization of the organization's management systems.
І
Centralization is the concentration of the power functions of acceptance management decisions at the top hierarchical level of the organization's management.
The degree of centralization of management is expressed, first of all, in the nature of the organizational structure of management, in the organization. It decreases with the transition from the line "to the line-staff and functional structures Pn full centralization, the manager delegates a minimum number of functions and powers, with decentralization-CHI11 - the maximum.

540 Management and economics of pharmacy Table 2.4. Classification of powers
Way
realization
tions
Staff
parallels
sweet
warn
striking
They are transferred directly from the manager to the manager subordinate to him and then to another subordinate. Express the system of power relations of the organization and create a hierarchy of management levels
Expresses the right to advise or assist line managers and staff personnel Advising line management
Of-the line management to agree on a certain range of decisions with the headquarters staff Granting the headquarters the right to propose and prohibit certain actions within their competence Give the right to reject certain decisions of the line management
Assessment of documents for compliance with legal regulations
Administrative
Control
reporting
issues

The criteria for centralization and decentralization are parameters such as procedures for action; control object; the stage of solving the problem (preparation of the decision, adoption> implementation, control); the nature of the tasks (repetitive, innovative, etc.); space, time, quality and quantity; functional area in which tasks are solved (supply, production, sales, marketing, management).
Table 2.5 presents the advantages and disadvantages of centralized and decentralized management systems
Table 2.5. Comparative characteristics centralization and decentralization of the organization's management system
Advantages

CENTRALIZATION

Providing strategic direction of management
Decision-making is in the hands of those who are in good command of the overall situation
Eliminate duplication of management functions
Providing flexibility and maneuverability of control
~ messaging information PIs
Sleep; t overload with minor problems Decision-making by people who know the specific situation well 64
Large time-consuming transmission of information, its distortion
Decision-making by persons with poor knowledge of a specific situation
Inflexible management process
Gives the decision a tactical character
Hinders coordination of management activities Ignores corporate interests
Can lead to the destruction of the organization

The procedure for delegating authority includes the following steps:
1 - assignment to an individual or a group of employees of individual specific tasks;
II - granting appropriate powers and resources to subordinates; - the formation of the obligations of subordinates to fulfill the tasks assigned to them.
Delegation to hierarchical structure management is carried out "from top to bottom", therefore, the redistribution and consolidation of functions and tasks for a specific unit or official occurs at each level.
The conditions for the effective distribution of powers are: sufficiency of powers to solve the assigned tasks; the balance of delegated powers with the powers of the subjects with which you have to interact;
... clarity of the line of authority, i.e. each employee must know from whom he receives, to whom he delegates authority, to whom he is accountable and who is responsible to him.
Achieving the conditions for the effectiveness of delegation is ensured by the implementation of the following principles in the process of determining the transferred part of power, authority and responsibility: one-man management (an employee receives tasks and is responsible for their implementation before one leader); limitation of the norm of controllability (as a rule, at the highest and middle levels of management, this norm is 5-10 people);
The control rate is maximum amount under-
dignified and accountable workers, whose activities can be successfully managed by one leader of a particular organization. compliance (the scope of authority should correspond to the delegated responsibility). In case of excess of AUTHORITY over responsibility, the organization may face administrative arbitrariness, and in case of prevalence of responsibility over authority - * paralysis of management activities;
coordination (the composition of powers should be dynamically adjusted in accordance with the new task of the employee); sufficiency (the scope of responsibility should not exceed the individual capabilities of the employee); motivation (increased responsibility should be motivated by an increase in pay, influence, or leadership).
The effect of delegation of authority most often manifests itself through the degree of satisfaction of their performers (Figure 2.4). To a large extent, the effect of delegation and the degree of satisfaction depend on two components: the leader's unwillingness to delegate authority and the subordinate's unwillingness to take responsibility.
The reluctance of the manager to delegate authority is explained by the lack of trust in his subordinates; fear of risk; more difficult to exercise control; the fact that "strong" individuals pose a threat; complication of the decision-making process; development of ties with subordinates. In turn, the unwillingness of subordinates to take responsibility is dictated by the fear of criticism for the mistakes they have made; possible difficulties in solving problems; lack of information
Head of the organization -
willingness to delegate authority
Motivator
delegation
powers

"Avalanche
the effect"
Scheme 2.4. Delegation effect
ї
Contractor -
willingness to accept new powers

mation and resources necessary for the successful completion of the assignment; overworked; lack of self-confidence; lack of incentives for additional responsibility.
Delegation optimizes the work of a manager, making it possible to increase its efficiency, but it does not relieve him of the responsibility to make final decisions and general responsibility for everything that happens in the organization.

Formal and informal relationship... Power and partnership in the organization. Features of power relations (relations of domination and subordination). Power by position (based on the authority of the position, possession of power resources) and personal power (based on the authority of the individual). Resources (sources of power). Varieties of power (power of reward, power of coercion, power of connections, information power, etc.). Labor relations in the organization. Labor agreement and collective agreement as a form of securing labor relations. Discipline (performing, active, self-discipline) and disciplinary relationships (protective, rewarding, educational, organizational). Methods for managing disciplinary relationships (economic, legal, psychological). Social partnership as the most productive type of relationship between employers and employees. Power - in the broadest sense of the word, is the ability to influence people's behavior, power is the ability of governing bodies or an individual leader, due to their position in the system of formal relations in the hierarchical structure of an organization, to influence the behavior of subordinates. Power by position is not determined by the position itself, but delegated official those to whom it is accountable. The amount of such power depends on the level of trust that an official can receive from a higher-level leader. Power delegated from above can be revoked at any time, so there is no direct relationship between the level of office and the amount of power. The organizational foundations of power by office are its sources: decision-making, reward, coercion, power over resources, power of connections. Personal power is the degree of respectful and loyal attitude towards its owner on the part of subordinates. This type of power is based on the proximity of goals and is delegated from below, from subordinates. She can be selected by subordinates as a reaction to wrong actions. The most favorable situation is the concentration in the same hands of personal power and power by office. Types of government: The power of reward I is manifested in the fact that, depending on the expected level of compensation for labor efforts in the form of gratitude, bonuses, promotion, additional leave, etc., the subordinate exerts a certain degree of diligence in the execution of orders and orders of the management.

Coercion as a source of power determines the ability of a leader to influence the behavior of a subordinate through punishment, reprimands, fines, demotion, etc. The perception of this source of power is based on the fear of being punished for not following orders. For its functioning, the organization must have various kinds of resources, the regulation of the availability of which form a source of power. When resources are objectively limited, dividing the organizational structure into levels allows the highest level of management to control limited resources, strengthening the right to power.

The power of ties is based on the ability of an official to influence subordinates through the perceived equivalence of this person with influential people in the organization or outside it. At the same time, a real level of equivalence may not exist, however, the power of connections perceived by subordinates adds influence to the official in communicating with other people.

The group of sources that make up the basis of personal power include: expert power, the power of example, the right to power, the power of information.

Expert authority is not associated with a specific position, but determines a person's ability to influence the behavior of other people based on his higher level of training and education. experience and talent, skill and skill, and the availability of specialized knowledge.

The power of example is associated with the ability to influence subordinates through personal attractiveness based on personal qualities and leadership style.

The right to power divides leaders of the same level according to their ability to use power.

The power of information is based on the ability to access necessary and important information and the ability to use it to influence subordinates, as it allows its owner to make optimal decisions. Man concluding labor contract(contract) enters into many relationships different kind, which are united by one name - labor relations. They include property, managerial, ethical, aesthetic relations, as well as relations regarding working hours and rest time, regarding the honor and dignity of a person, etc.

Discipline is social relations that develop about the observance of social and technical norms, rules of behavior in a family, organization, society, state.

three types of discipline: performing discipline

Fulfillment of duties by each employee. The disadvantage of this kind of discipline, although very attractive for example; for public service, consists in the fact that the employee is not provided with rights and, moreover, they do not want him to have them and show any activity: active discipline is the use of rights in the performance of duties. This type of discipline is more preferable, since the employee is active in his behavior - actively uses his rights: self-discipline is the performance by the employee of his duties and the exercise of his rights on the basis of self-management. It also includes the manifestation of an employee's activity more than is required by the rule of law.

A disciplinary relationship is a secondary form of an employment relationship. This form is present in any labor relations, since this is an attitude about the fulfillment of duties and the exercise of rights, about the distribution of rights and obligations.

Protective relationship. One of the sides of these relations - the administration, public organizations, bodies of public initiative - is endowed with disciplinary power. The other side is the employee. Incentive relationship Legal fact, giving rise to a legal relationship, is the employee's manifestation of activity in the form indicated in the hypothesis of the incentive norm. The holder of the disciplinary authority can, and under certain conditions is obliged to encourage the employee (hypothesis is part of the rule of law, which lists the facts in the presence of which rights and obligations arise). Their content includes the right and duty of the administration to educate the employee, using, in particular, the method of persuasion. The purpose of the development of these relations is to increase the level of education, form the personality, instill the necessary skills and abilities, form a worldview, improve the physical development of a person. Organizational relations. These relationships consist of activities aimed at creating, maintaining disciplinary relationships.