Informal relationships: pros and cons of informal relationships in the organization. The organization employs mainly women interpersonal relationships Characteristics of social relationships in the organization

1. Linear relationship- the relationship between the leader and his subordinates.

2. Functional relationship- the relationship of an employee who is authorized to perform a specific function throughout the organization, with other team members. Typically, such a production mission is advisory in nature, and the functional leader is within his line organization.

3. Relations of the management apparatus exist in the case of representing someone's rights and powers. Job responsibilities at the same time, they consist in providing recommendations, advice.

Advantages: the method is effective for the education and training of future leaders. He saves work time for senior managers, relieves from daily purely administrative work.

Flaws: assistant leaders often overstep their authority, informally gaining additional power and influence.

4. Lateral relations. Two types of lateral relationships:

o collegial - relations between employees (employees) of one department, subordinate to one chief;

o parallel - relationships that are caused by the need for the exchange of information, ideas and opinions between employees occupying the same position in the organization, but working in different departments and divisions.

What are linear and functional relationships within an organization

Linear relationship- this is the relationship between the leader and his subordinates. For example, a shop manager is a foreman, Chief Accountant- accountant calculator.

Functional relationship is the relationship of a specialist who is authorized to perform a particular function within the entire organization, with other members of the organization. Typically, such a production mission is advisory in nature. For example, the head of the personnel department maintains a functional relationship with the head of the shop in matters of recruitment, training and social security of workers. An accountant may have a functional relationship with the head of the sales department on issues of financing sales, advertising, etc. Moreover, the functional manager himself is within the framework of his line organization, for example, the head of the personnel department in relation to the employees of his department.

Linear form of communication

In the organizational structure of management, an important place is occupied by linear and functional connections. The existing types of organizational structures for production management differ from each other in the way they implement linear and functional relationships. The predominance of connections of one kind or another is predetermined by the requirements of developing production. The choice of a certain way of interconnection in the organizational structure of management is a complex process of the development of production itself and its management.

The simplest form of communication in production management is linear (hierarchical). The essence of the linear form of connections in the management structure is that at the head of each team is a leader (body) who is accountable to a superior leader (body). Subordinates carry out the orders of their immediate supervisor only. A superior manager does not have the right to give orders to employees bypassing them immediate superior... This structure of subordination and accountability is the main feature of linear management. In this case, the links of linear control, in general, correspond to the links of production, between which clear and simple relationships are established. This is one of the main advantages of this type of communication and linear control in general.

The advantages of linear communication in the management structure can also be attributed to the receipt by subordinates of consistent and coordinated tasks and orders; full responsibility each leader for the results of work; ensuring the unity of leadership from top to bottom, that is, the implementation of the principle of unity of management.

The disadvantage of the linear form of communication in the management structure is that the manager must have versatile knowledge necessary to manage the corresponding object. In addition, with a linear form of communication in the management structure, there are no specialists in the implementation of individual management functions. The use of a linear form of communication does not fully meet the growing requirements of modern production, the main trends in the development of its technology, economy and organization.

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

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

Functional and production;

Professional;

Vocational qualification;

Demographic;

National;

Socio-psychological group.

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

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

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

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

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

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

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

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

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

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

1.Subject of management- this is the leader, collegial body or a committee with 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 management process- 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, such as when accepting management decision, differ from the relations that develop during the implementation 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 hierarchical structure managerial relations (vertical relations) are relations 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. In the normative documents on the rights of subdivisions in relation to management activities should indicate what their actions and in what cases are subject to coordination with other management units. 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 normative acts 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 concept of "social relations"

A person is a social being who realizes his activities and interests within the framework of society. Therefore, a person can evaluate his properties and characteristics only within the framework of social relations that develop in social organization... In social relations, the most significant traits of a human character are manifested, which will either help a person to realize himself, or hinder the realization of his needs, interests and, in general, his self-affirmation.

Definition 1

Public (in other words, social) relations are various forms of interconnections and dependencies that appear when a person interacts with other members of society. Social relationships, in contrast to interpersonal and other types of relationships, these are those relationships where people appear as a social "I". That is, they do not fully reflect their essence as a member of the organization, but at the same time they exhibit the features that the organization or society requires of them.

Social relationships can be classified according to the following main features:

1. Social relations depending on the amount of power possessed by the participants in the organization and relations - both vertically and horizontally;
2. Social relations, distributed according to the ownership and disposal of property - estate, class social relations;
3. By spheres of manifestation - economic, political, social, religious relations at different levels of development of the organization. Each type of social relationship reflects a person's need for self-realization as part of a spiritual community, part of social relations or part of an economic structure;
4. Regarding the regulation, relations can be both formal (formal, built according to a predetermined system of norms and rules) and informal (informal, which arise in some organizations, as well as simply in relations between people at the level of friendly relations, etc.).

Official (formal) and informal (informal) relationships can also be of several types: long-term (relationships between colleagues and friends), short-term (casual acquaintances, fellow travelers), functional (the executor of the order and the customer himself), educational relationships (formed in educational and the scientific environment between students and teachers, as well as between colleagues who are knowledgeable in a particular scientific field), subordinate (the boss and subordinates who regulate their relations and do not allow them to go beyond the work collective). Another type of relationship in this group is causal (for example, victim and perpetrator).

Characterization of social relations in the organization

Social relations within one organization have their own specific features. First, such relationships are hierarchical (if the upper layers and the lower ones are management and subordinates). Secondly, it is the self-regulation of relationships. It is characterized by the fact that the relationship is initially subject to rules and laws, and the employee is notified of them. In accordance with these rules, he implements his activities, performs certain duties for which he receives privileges (increased wages, paid vacations). Relationships in the organization are open, since only on such conditions is it possible to effectively develop relations between management and employees, to achieve the set goals.

Social relations in a group and organization are determined depending on the type of social ties. So, it can be the following types:

1. Social contacts are simple, elementary connections that arise between individuals. Such contacts can be short-term, or they can be long-term. It all depends on the goals that the organization and its members pursue, and on how long-term cooperation can be;
2. Social actions are those actions that are guided by other members of the organization (individuals). Social actions are rational, comprehended by all members and pursue specific goals;
3. Social interactions are systematic, regular (maybe even daily) interdependent actions of subjects that are directed at each other. Of course, interactions do not just happen - the members pursue a common goal, and I can split again after they achieve the desired result;
4. Social relationships are relationships that develop between people (or broader groups of people). Social relations are carried out in accordance with the laws that are prescribed within the framework of the social organization of society.

Social relationships are highly dependent on the typology of social action. Note that today in sociological science there is a single typology of social action of a person or a wider group of people:

• Goal-rational action - this type presupposes a fairly clear awareness of the goal set for the members of the organization. It is correlated not only with its immediate awareness, but also with the rational comprehension of all the means that are necessary to achieve it;
• Value-based rational action is a type of action that is focused on certain human values ​​(ethical, religious, aesthetic, spiritual, moral). These values ​​are accepted by the individual, are realized by him and develop depending on how strongly he is striving for their knowledge and acceptance;
• Traditional action - is formed on the basis of imitation of certain patterns of behavior. The patterns are embedded in traditional culture and are not subject to criticism. If a person does not support them, he can be expelled from society for disobedience;
• Affective action - its main characteristic is the determination of the emotional state of the individual. A person can perform actions in a state of passion without controlling his emotions, and in the future such actions can harm society.

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

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

1. Motivation of labor activity: essence, function.

2. Sources of motivation.

4. Procedural theory of motivation.

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

6. Tools of the motivational process.

7. Model of a modern complex system of motivation.

9. Practical tasks.

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

1. take a car on lease;

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

3. participate in lottery draws and win a car.

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

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

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

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

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

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

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

Motivational process diagram:

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

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

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

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

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

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

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

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

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

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

2. Subsystem of personnel remuneration: purpose, main goals

3. Principles of organization of wages

4. Regulation of wages

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

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

7. Additional wage and the motivational mechanism for its implementation.

8. Bonuses and motivational mechanism for its implementation.

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

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

11. Analysis of the situation.

12. Practical task.

Denis Kovalchuk is the CEO and owner of Nika, an import and wholesale trade computer technology. The company employs two specialists in the purchase of computers abroad, who receive official salaries and monthly bonuses in the amount of 40% of the salary (the decision on the payment of bonuses is made by General manager), and five commercial agents engaged in domestic sales and receiving a commission of 10% of the sales amount. The prices for the computers sold are set by the General Director. Analysis financial results over the past six months showed Denis that the company's profitability began to decline, despite constant growth sales volumes and preservation commodity stocks at the same level, and, in addition, the terms of collection of receivables have increased. Purchasing staff received 40% of the bonus for all six months, but their remuneration was only 40% of the average income of a commercial agent.

Questions for analysis, reflection and discussion

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

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

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

Develop regulations governing the organization's remuneration mechanism.

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

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

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

a) replace obsolete equipment with new;

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

c) improve the qualifications of the remaining employees;

d) find (attract) additional funding;

e) radically rebuild the entire structure of the enterprise.

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

a) administrative and managerial staff;

b) workers of pre-retirement age;

c) women with young children;

d) all other employees.

All employees are shareholders of their company.

The game can take part from 7 to 30 people.

III. Participants of the game. one.

General director of the enterprise. 2.

Technical Director. 3.

Finance manager. 4.

Human Resources Manager. 5.

Chairman of the trade union committee. 6.