The Group will be able to more or less effectively achieve its goals, depending on the influence of the following factors: size, composition, group norms, cohesion, conflict, status and functional role its members.

THE SIZE. Management theorists have devoted much time to determining the ideal group size. The authors of the school of administrative management believed that the formal group should be relatively small. According to Ralph K. Davis, the ideal group should consist of 3-9 people. Keith Davis, a modern theorist who has devoted many years to the study of groups, tends to share his opinion. He believes that the preferred number of group members is 5 people. Studies show that actually 5 to 8 people come to meetings in a group.

Some studies suggest that groups with 5 to 11 members tend to make better decisions than those with more than that size. Research has also shown that in groups of 5, members tend to be more satisfied than in larger or smaller groups. The explanation for this seems to be that in groups of 2 or 3, members may be concerned that their personal responsibility for decisions is too obvious. On the other hand, in groups consisting of more than 5 people, its members may experience difficulty, timidity in expressing their opinions in front of others.

In general, as the size of a group increases, communication between its members becomes more difficult, and it becomes more difficult to reach agreement on issues related to the activities of the group and the fulfillment of its tasks. An increase in group size also reinforces the tendency for groups to be divided into subgroups informally, which can lead to conflicting goals and cliques.

COMPOUND. The composition here refers to the degree of similarity of personalities and points of view, the approaches that they show when solving problems. An important reason for putting a question to the group's decision is the use of different positions to find the optimal solution. Therefore, it is not surprising that on the basis of research it is recommended that the group be composed of dissimilar personalities, since this promises to be more effective than if the group members had similar points of view. Some people pay more attention to the important details of projects and problems, while others want to look at the whole picture, some want to approach the problem from a systemic perspective and consider the relationship of various aspects. According to Miner, when “groups are matched in such a way that they include either very similar or very different people, then groups with different points of view come up with more high-quality solutions. Multiple viewpoints and perceptual perspectives are bearing fruit.”

GROUP RULES. As was revealed by the first researchers of groups in labor collectives, the norms adopted by the group have a strong influence on the behavior of the individual and on the direction in which the group will work: to achieve the goals of the organization or to resist them. Norms are designed to tell group members what behavior and work is expected of them. Norms have such a strong influence because only by conforming their actions to these norms can an individual count on belonging to a group, its recognition and support. This applies to both informal and formal organizations.

From the standpoint of the organization, we can say that the norms can be positive and negative. Positive norms are those that support the goals and objectives of the organization and encourage behavior aimed at achieving these goals. Negative norms have the opposite effect; they encourage behavior that is not conducive to achieving organizational goals. Norms that encourage the diligence of employees, their dedication to the organization, concern for product quality, or concern for customer satisfaction are positive norms. Examples of negative norms are those that encourage unconstructive criticism of the company, theft, absenteeism, and low productivity.

One of the researchers classified group norms:

1) pride in the organization;

2) achievement of goals;

3) profitability;

4) collective work;

5) planning;

6) control;

7) professional training of personnel;

8) innovations;

9) relationship with the customer;

10) protection of honesty.

Leaders should exercise caution in their judgments of group norms. For example, a group of lower-level managers who feel it is right to always agree with superiors may seem to exhibit a high degree of loyalty. However, in fact, such a norm will lead to the suppression of initiatives and opinions that are very advantageous for the organization. Such suppression of important information is fraught with a decrease in the effectiveness of decisions.

COHESION. Group cohesion is a measure of the attraction of group members to each other and to the group. A highly cohesive group is a group whose members are strongly attracted to each other and see themselves as similar. Since a cohesive group works well as a team, a high level of cohesion can increase the effectiveness of the entire organization if the goals of both are consistent with each other. Highly cohesive groups tend to have fewer communication problems, and those that do are less severe than others. They have less misunderstandings, tensions, hostility and distrust, and their productivity is higher than in non-cohesive groups. But if the goals of the group and the whole organization are not consistent, then high degree cohesiveness will negatively impact productivity throughout the organization. This was demonstrated in an experiment at the bank signaling section of the Hawthorne plant.

Leadership may find it possible to increase the positive effect of cohesion by meeting periodically and emphasizing the group's global goals, and by allowing each member to see his or her contribution to these goals. Leadership can also build cohesion by allowing periodic meetings of subordinates to discuss potential or ongoing problems, the impact of upcoming changes on operations, and new projects and priorities for the future.

A potential negative consequence of a high degree of cohesion is group like-mindedness.

GROUP CONSISTENCY- this is the tendency of an individual to suppress his real views on some phenomenon in order not to disturb the harmony of the group. Group members feel that disagreement undermines their sense of belonging and therefore disagreement should be avoided. In order to preserve what is understood as agreement and harmony among the members of the group, the group member decides that it is better not to express his opinion. In an atmosphere of group unanimity, the paramount task for the individual is to keep common line in discussion even if he or she has different information or belief. This trend is self-reinforcing.

Since no one expresses opinions that are different from others, and does not offer different, opposing information or point of view, everyone assumes that everyone else thinks the same way. Since no one speaks out, no one knows that other members may also be skeptical or concerned. As a result, the problem is solved with less efficiency, since all the necessary information and alternative solutions are not discussed and evaluated. When there is group consensus, the likelihood of a mediocre solution that will not hurt anyone increases.

CONFLICT. It was previously mentioned that differences of opinion usually lead to more efficient group work. However, it also increases the likelihood of conflict. While an active exchange of opinions is beneficial, it can also lead to intra-group disputes and other manifestations of open conflict, which are always harmful. The causes of conflict in small groups and the methods of their resolution in all departments of the organization are the same. Therefore, we will deal with them later in later chapters of the book.

STATUS OF GROUP MEMBERS. An individual's status in an organization or group can be determined by a number of factors, including seniority in the job hierarchy, job title, office location, education, social talents, awareness, and experience. These factors can raise or lower status depending on the values ​​and norms of the group. Studies have shown that high-status group members are able to influence group decisions more than low-status group members. However, this does not always lead to increased efficiency.

A person who has worked for a company for a short time may have more valuable ideas and better experience in relation to a project than a person with high status acquired through years of work in the management of this company. The same applies to the head of department, whose status may be lower than vice president. In order to make effective decisions, it is necessary to take into account all the information relevant to a given issue and weigh all ideas objectively. To function effectively, a group may need to work together to ensure that the opinions of higher-ranking members do not dominate it.

ROLES OF GROUP MEMBERS. A critical factor in determining the effectiveness of the group is the behavior of each of its members. For a group to function effectively, its members must behave in a way that promotes its goals and social interaction. There are two main focus areas for creating a well-functioning group. Target Roles distributed in such a way as to be able to select group tasks and perform them. Supporting Roles imply behavior that contributes to the maintenance and revitalization of the life and activities of the group. These behaviors are summarized in Table. 15.1.

Most American managers are in target roles, while Japanese managers are in target and support roles. Discussing this issue, Professor Richard Pascal and Professor Anthony Athos state:

“The Japanese are extremely sensitive to the interactions and relationships in the group. Their attitude towards groups is very similar to the attitude towards marriage in Western countries. And, interestingly, the Japanese highlight the same issues and concerns in work relationships that we highlight in marriage: they are about trust, mutual assistance, and loyalty. In the West, work group leaders tend to focus on productive activities and ignore social aspects, while in Japan maintaining the satisfaction of the members of the working group goes hand in hand with the fulfillment of the target roles.”

The main factors of the effectiveness of psychological influences are:

• properties of the impact initiator;
• features of the addressee of the impact;
• the quality of the relationship that develops between the initiator and the addressee of psychological impact;
• conformity of the type, form, method and tactics of influence to its goal, situation and personal characteristics of the initiator and addressee.

The central figure in the psychological impact within the framework of the "leader-followers" system is the leader as the initiator of the impact. The effectiveness of the impact largely depends on its moral, psychological, professional qualities.

Yu. A. Sherkovin, speaking of suggestion as a method of psychological influence, emphasizes that the degree of readiness of a partner to focus his attention on information, perceive and accept it largely depends on his subjective idea of ​​a communicator.

On the whole the following factors associated with the leader as the initiator of the impact, determine its effectiveness:

• the leader's prestige (the leader as an initiator of influence can increase his prestige, either by showing his real high competence, or by using the authority of another person or group);
• personal properties (charm, strong-willed, intellectual, characterological superiority, etc.);
• the degree of possession of a complex of special skills, in particular, to choose and apply the most effective ways and techniques, taking into account the purpose and characteristics of the addressee of the impact, to quickly and well understand people, take into account their characteristics and conditions (for example, if the addressee of the impact is calm, other things being equal, the best results will be given by persuasion, and if he is excited, a brief suggestion);
• features of the role behavior of the leader as the initiator of the impact;
• the nature of the general and situational attitude of the initiator of the impact to the addressee;
• the attitude of the leader as the initiator of the impact to the content of this process (in experimental studies it was found that the attitude of the speaker to the content of the speech is transmitted to the listeners and thereby affects the results of the impact; a relationship was revealed between the speaker's belief in what he conveys to the listeners, his conviction, speech and the effectiveness of psychological impact);
• the influence of the social environment on the leader as the initiator of the impact (positive or negative).

If the assessment of the status and role behavior of the leader is high enough, and the presence of his connections with social group Obviously, if the personality of the leader is indisputably positive for the followers and there is not even the slightest suspicion of the insincerity of his intentions, and, finally, if the leader, as the initiator of the influence, has confidence in the reliability of the information he offers and conviction in his ideas, then the process of influence will be very effective.

Every person is susceptible to external influences in one way or another. This ability is common to all people, although to varying degrees. In relation to various methods of psychological influence, it acts as suggestibility (suggestivity), persuasion, etc. The following types of susceptibility to psychological influence are distinguished:

• 1) according to the degree of awareness - intentional and unintentional;
• 2) according to the content of the impact - general and special;
• 3) by the number of objects of influence - individual and group;
• 4) according to the conditions of influence - personal and situational.

In addition, the effectiveness of the impact is determined by the following circumstances related to the addressee of the impact:

• participation of the addressee in the process of transmitting information (the addressee responds better to the message if he himself participates in this process in one way or another; for example, the subordinate perceives information better if the leader does not just give him instructions, but discusses possible ways to solve the problem);
• the addressee has mechanisms of psychological protection from exposure.

As A. V. Kirichenko showed, psychological protection is the reverse side of any psychological impact. It "filters" influences, separating desirable from undesirable, useful from harmful, accepting or blocking them.

Psychological protection - complex, multilevel, dynamic system, the main function of which is to prevent a violation of the internal stability of the individual, to protect the human psyche (personal structure) from negative, unwanted, destructive external influences. Psychological protection is manifested at the interpersonal and intrapersonal level and is inherent in every adult normal person.

As a result of empirical studies, A. V. Kirichenko found that the effectiveness of psychological influence at the socio-psychological level is regulated by the "safety filter", "interest filter" and "confidence filter". These "filters", sifting through all external influences, automatically and almost instantly determine the level of psychological danger, as well as the significance of psychological influences for the individual, accepting or blocking them. It is the work of the "filters" that explains the selective nature of psychological defense and its dynamism, which consists in "fluctuations in its strength both upwards and downwards".

The "security filter", which performs the function of general external psychological protection of the individual, allows, relying on stereotypical signs, to identify in the form of a partner but in interaction everything that may pose a threat to personal security, to create uncomfortable living conditions. The functioning of this "filter" is based on the ancient psychological mechanism "we - they".

The "filter of interest" protects a person from an overabundance of psychological contacts with various people, from satiety with human communication, separating significant interaction from insignificant. This subsystem of psychological defense "filters" all the "we" members of the society on the basis of "usefulness - uselessness". The psychological sign "useful - useless" ("interesting - not interesting"), which underlies the functioning of this filter, protects the human psyche from information overload, overvoltage and, as a result, its possible destruction.

The main function of the "confidence filter" is to identify among the "safe" and "interesting" people those to whom a person can fully open up. The "confidence filter", making the most subtle screening among the social environment, allows a person to protect himself as much as possible from targeted psychological influences. Based on the system of signs "trust - distrust", a person compares the integral image of a communication partner with his "model" of a partner who can be trusted. If the reflected image of the interlocutor coincides with this "model", he begins to act as a motivating force to reveal the person to the interlocutor, he feels that "the partner can be trusted."

In addition to socio-psychological protection, the human psyche is protected from destructive influences from the outside by a system of intrapersonal protection.

Psychological protection can be directed to various structural elements of the impact:

• on the initiator (critical attitude towards the leader as a person);
• on content (the follower does not accept the arguments and arguments of the leader);
• on the situation, the conditions of influence (for example, the follower may not perceive a sharp critical remark in the presence of other members of the group).

At the same time, a “transfer” of the protective relation from one element to another can be observed. Thus, often the lack of authority of the leader gives rise to a critical attitude to what he says.

In addition, psychological protection is characterized by:

• selective character: one and the same addressee of the impact can detect a different degree of opposition to different initiators of the impact;
• dynamism - the fluctuation of its strength depending on the situation of influence and the personality of the initiator.

It should be borne in mind that the process of influence is not one-sided. Often it takes on the character of interaction when individual A affects individual B, and the latter not only reacts to this impact, but, in turn, has an impact on individual A. If this scheme is supplemented with feedback, then we will have a closed system in which there is a constant exchange of roles. In addition, partners in the psychological impact are connected by mutual, albeit with different purposes, cognition. Thus, the leader seeks to know the followers in order to determine the tactics of interaction, to choose the most effective methods for solving group problems, and the followers learn the leader in order to determine his competence and, consequently, the measure of trust or distrust in him.

The leader and followers are also connected by emotional relationships, which are the result of their knowledge of each other. Emotional relationships can have both positive and negative connotations, but in any case they affect the direction and strength of the psychological impact. For example, the follower's sympathy for the leader increases the degree of trust, removes communication barriers, and thereby increases the effectiveness of the impact.

Finally, the relevance of its type, form and method to the goals, situation and personal characteristics of the initiator and addressee is important for the effectiveness of the impact.

Depending on the means of influence leader on followers can be divided into two types of psychological impact: authoritarian and dialogical. Each type of influence corresponds to various tasks solved in the process of communicative interaction (Table 4.2).

Table 4.2. Comparative characteristics authoritarian and dialogic type of psychological impact

Analysis Options						Dialogic influence ting
Psychological setting of the initiator of the impact			"Top down"			"Equally"
The psychological position of the addressee of the impact			Passive object of influence, listening and perceiving information			An equal, active participant in the interaction, who has the right to his own opinion, i.e. not only supports feedback, but also participate in the process of achieving the goal of communication
	Message content presentation method	Axiom or dogma		Problem or challenge
	Statement form	Impersonal ("it is believed", "there is an opinion", "it is known that ...", etc.)		Personified ("I believe", "in my opinion", "I know that...")
	Means of influence	requirement, inspiring instruction, etc.		suggestion, question, methods of indirect suggestion, etc.
	Accounting for the characteristics of the addressee	Not implemented		Implemented
	Own feelings of the initiator of the impact in relation to the content of the message, situation and addressees	Hiding		openly expressed
	Features of non-verbal message accompaniment	Unexpressed facial expressions, closed gestures		Open gestures, active facial expressions
	The principle of constructing stages of exposure
	Spatial position of the impact initiator	"Above the addressee" (at the head of the table, at the pulpit, on the podium, etc.)		On the same level (at a round table, next to each other, etc.)
	Spatial position of addressees in mass forms of influence	Each recipient sees only the initiator		Addressees see not only the initiator of the impact, but also each other

Authoritarian influence can only be used within the framework of the implementation of such types of power as legitimate and coercive power. The leader can use the dialogic type of psychological influence in the implementation of such types of power as expert and referent.

As M. R. Bityanova emphasizes, authoritarian influence can have a strong, but short-lived effect. Dialogic impact, not having such effectiveness during communication and immediately after it, produces a greater "effect of consequences" and has a stronger influence on the attitudes, motivations, beliefs and other personal structures of the addressees. The leader's task is to harmoniously combine the authoritarian and dialogic types of influence on followers, taking into account the properties of these types of influence and the scope of their application.

Depending on the goals distinguish imperative, personal and manipulative influences. Comparison of their characteristics (Table 4.3) suggests that the use of manipulative, and often imperative influences reduces the effectiveness of influence.

Table 4.3. Characteristics of manipulative, imperative and personal influences

Manipulative influence	imperative impact	Personal Impact
The outcome is desirable only for the initiator	The outcome is desirable primarily for the initiator, but may affect the interests of the addressee	The outcome may or may not affect the interests of the initiator
	The consent of the addressee is not taken into account	The consent of the addressee or lack thereof is taken into account
Information that disagrees with the desire of the manipulating party is not disclosed		The addressee is provided with all the facts
The object of manipulation is not given the opportunity of free and independent choice	The addressee is obliged to fulfill the direct request of the initiator	The recipient is free to choose

When choosing one or another method of psychological influence as a leader, it is necessary to take into account a number of characteristics (Table 4.4).

Table 4.4. Characteristics of the main methods of psychological influence

The above table makes it possible to choose the leading method of psychological influence, taking into account its characteristic values ​​and possible reactions of the addressee.

Situational-dynamic models of psychological impact

If we consider the psychological impact as a kind of integral system, we can imagine it as a set of situational and structural-dynamic components, the relationship between which determines the effectiveness of the impact.

As situational components of psychological impact are:

• the subject of the impact (that for which this impact should be provided);
• the content of the impact (what is reported);
• relationship between the initiator and addressee of the impact;
• the ability to correctly use its types, forms, methods and tactics (for the initiator of the psychological impact) and the ability to correctly assess the degree of desirability of the impact and, if necessary, build protection against it (for the addressee of the psychological impact);
• knowledge of the individual characteristics of the partner but the interaction and oneself;
• features of the situation of interaction between the initiator and the addressee.

The structural-dynamic components of the psychological impact are (according to V.P. Sheinov):

• engaging in contact presentation of information to the recipient of the impact to activate its specific direction in accordance with the purpose of the impact;
• background factors - the state of consciousness and functional state of the addressee, his inherent automatisms, habitual scenarios of behavior, taking into account which allows you to create a favorable external background of influence (trust in the initiator, his high status, attractiveness, etc.);
• targets of influence - sources of motivation of the addressee: his actual needs and their manifestations - interests, inclinations, desires, inclinations, beliefs, ideals, feelings, emotions, etc., on which the impact is directed;
• motivation for activity the result of the total action of involvement in contact, background factors and impact on the target or the use of special techniques (formation of internal motivation, direct actualization of the desired motive), which pushes the addressee to activity in the direction specified by the initiator (making a decision, performing an action).

Depending on what means of psychological influence are used at the level of each of the identified dynamic components and which intrapersonal processes are leading, six situational-dynamic models of psychological influence can be distinguished (Table 4.5, according to V.P. Sheinov).

As can be seen from this table, the most effective are the logical, personal and spiritually oriented models of the leader's psychological impact on followers.

• The table uses the developments of M. R. Bityanova (see: Bityanova M. R. Social psychology: textbook. allowance. 2nd ed., revised. St. Petersburg: Peter, 2010).
• Cm.: Bityanova M. R. Social Psychology.
• Cm.: Sheinov V, P. Psychological influence. Mn.: Harvest, 2007.

1

The article discusses the socio-psychological factors that affect the work of the team in particularly difficult times for the organization - during periods of economic crises. The authors show the main goal of management under conditions organizational change, which boils down to the rational distribution of enterprise resources and the organization of the effective work of personnel. Specific examples of the influence of a group on a person are given, possible Negative consequences for the company, resulting from ignoring the role of social and psychological factors on the part of senior management. Acceptable options are being considered personnel policy for organizations operating in conditions of instability caused by political and economic factors, as well as elements of the micro- and macro-environment. A factorial model of personnel stability in a crisis is proposed, followed by a description of its stages.

socio-psychological factors

employee's identity

team

instability

personnel policy

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2. Alekhina L.L. Situational management: approaches and solutions / L.L. Alekhina, A.A. Alekhin // Vestnik OrelGIET. - 2014. - No. 3 (29). – P. 56–61.

3. Borodushko I.V. Fundamentals of management: a textbook for universities / I.V. Borodushko, V.V. Lukashevich. - M.: UNITI-DANA, 2012. - 271 p.

4. Maslova V.M. Personnel management: textbook. - M.: Publishing house Yurayt, 2012. - 488 p.

5. Mikhailov M. Why do companies wage an “eternal” war with personnel? // Personnel Management. - 2015. - No. 1. - P. 30–34.

6. Smetanin V. Social psychology to help personnel officers // Handbook of personnel management. - 2010. - No. 8. - P. 34–39.

7. Shamarova G. Problems of human potential management // Personnel management. - 2008. - No. 8. -S. 16–23.

The current difficult situation in the Russian economy could not but affect the functioning of many business entities and their employees. If the recent entry of Russia into the WTO assumed economic and political benefits for our state, such as increased income (public and personal), increased employment, and especially in export industries economy, as well as increasing the efficiency of foreign economic activity by simplifying the system customs duties and other trade barriers. As a result, transparency, certainty of trade conditions and their simplification, non-discriminatory approach, etc. - all this should help to optimize the activities of organizations, reduce their costs, and thus create a favorable climate for trade and investment attractiveness.

However, today the economic and political situation in the country is extremely unstable. Moreover, the crisis in the economy was partly exacerbated by ongoing sanctions from the West. As a result of such phenomena, organizations and enterprises as economic entities found themselves in an extremely difficult situation, and their activities are carried out in conditions of instability.

Our time is characterized by constant scientific, technical, economic, political and social changes. These changes bring to the life of the organization not only positive trends, such as productivity growth, labor optimization, the development of the intellectual abilities of the employee and the improvement of the working conditions. But also for any enterprise, these are more and more difficulties that complicate interpersonal relations in a team of employees, change their mood in the organization. At the same time, people's values ​​are reassessed.

In the modern world, companies and organizations encounter a large number of problems, and in order to be able to deal with them, it is necessary to keep up with the times. The purpose of modern management is to ensure the achievement of the goals of the organization through the rational allocation of enterprise resources and the organization of effective work of the staff.

Organizational change is an integral part of modern business. Not only Russian but also foreign companies are entering an era of unprecedented volatility, and in order to survive, it is necessary to rely solely on human resources. This reality requires understanding and awareness that the external environment is extremely changeable. All this makes it necessary to acquire and master new survival skills and the ability to change in time and in the right way, since it is one of the determining factors for the success of a modern company.

Thus, any change in the process of production and management in the organization has an impact on its staff. Therefore, the company's employees are an object of constant modernization. New professions appear, old ones undergo changes or cease to exist at all, at the same time, collective technologies are improving, the value and value are growing. management processes and labor resources. There is growing direct competition between employees for the most prestigious professional positions in the organization. All this significantly changes the socio-psychological climate of the economic entity. And given the temporary instability in the country, socio-psychological factors can significantly reduce the labor potential and capacity of the staff.

Since any firm is not a self-sustaining system and is dependent on external factors, the secret of survival depends on the ability of managers to analyze and find opportunities to avoid threats that open up in external environment in relation to the organization, and in time to adapt it to them. Since environmental factors in the modern world are mobile and changeable, it becomes more and more difficult to predict them. As a result, management is making more and more demands on core competencies managers of all levels of management, and also recognizes the value of a situational approach to management. This approach consists in the ability of a leading person to correctly interpret the current situation and choose the most effective methods and methods of influence in the conditions of this particular situation.

In most books on management, one can find a conditional division of socio-psychological factors also into 2 groups: macro-environment factors and micro-environment factors. It is obvious that under the factors of the macroenvironment we mean the wide environment and social space of the organization, the economic situation, the state of public consciousness, the degree of democratization, and so on. Under the socio-psychological factors of the microenvironment, they mean, first of all, the immediate environment of the employee, the features of the organization of labor, the construction of communication links, the state of working conditions, the degree of interaction between formal and informal structures, the development of the material environment of the company.

For the top management of enterprises in our country, the primary consideration of the influence of socio-psychological factors is not yet typical, they are often simply ignored. This is the main mistake of the administrative staff. After all, in a crisis period, the cohesion of the team, its motivation, integration and organization will help any organization survive, fight the challenges of the time and remain effective in its activities.

Consequently, on the one hand, the totality of all the prevailing socio-psychological factors in the organization is able to influence the entire team as a whole, but on the other hand, it can also affect the specific personality of each employee individually. Thus, we will consider the influence of socio-psychological factors from two positions. From the point of view of the leader and his influence on the team and from the point of view of the team, the prevailing moral and psychological climate in the organization and the position of the employee's personality in an informal group.

At the stage of implementation of changes in enterprises great attention attract problems, the source of which are personal causes. Instability in the workforce, staff turnover, poor performance, inexplicable promotions and demotions, layoffs or employee rotations can all be the result of a single manager's decision. The management style adopted in the company and the credibility of the administration should also be taken into account. Leaders-dictators suppress the personality of the employee, form a passive team of “template” employees that please them, democratic directors are also not ideal, their subordinates usually weave intrigues, shy away from work, act in an atmosphere of permissiveness. As a result, informal leaders appear who try, with the support of colleagues, to change the management of the company.

Thus, undermining the entire socio-psychological atmosphere in the organization, the boss has problems with his subordinates in one or another case. Moreover, such a leader has both supporters of the actions taken by him, and ardent opponents, there is a "break" in the team. Therefore, any the new employee, having settled in this organization, immediately finds himself in a difficult situation, and he is faced with a choice of what position to take, with the condition that all this time he is under pressure from his colleagues. While being subjected to group pressure may not even be a “newbie” in the organization, it is possible that this is just an ordinary employee who does not have an active life position, who is an excellent performer, but who is so easily influenced by informal structures. This is nothing but an example of the influence of the socio-psychological factor on the formation of personality. Adding to this the situation of instability in the economy, we get a growing threat to further efficient operation organizations or businesses.

Now consider the second position of the influence of socio-psychological factors, namely the team and the formation of personality in it. Note that developing your individual abilities in a group is a rather difficult task, as there is constant pressure from outside. Usually value orientations and the norms of behavior in a team take decades to develop and then become inertial. Any individual either accepts them and continues to work, adjusting to the opinion of informal leaders, or does not accept them, which gives rise to conflict situations.

During crises, the company's staff is in a special position, primarily due to the infringement social guarantees in the team, as well as the growing situation of anxiety. Informal structures that exist in any enterprise are especially dangerous at this moment. An innovative negative environment is being formed. Of course, if no one has ever been involved in the development of communications and the creation of correct guidelines in groups in an organization. Here it is very important to capture the mood of the labor collective and its degree of solidarity with the leadership in a period of instability.

So, in the case when the team initially does not take an active part in the life of the company, is disunited, each employee performs only his duties, communications are difficult, any initiatives and rationalization proposals on the part of an ordinary employee will not find proper returns. Most likely, they will be expressed in a narrow circle of workers and, not finding support among “their own”, will remain the ideas of an enthusiast. There will be a suppression of the personality, which will be replaced by dissatisfaction with work and unwillingness to further self-development. What will the management of the organization have from this? High staff turnover, low adaptation, conflicts, reduced labor potential. Another situation is also possible. In progress labor activity each employee assumes a specific organizational role. But there are irreversible processes in the labor market or in the economic sphere as a whole, which affects the activities of the organization. The administration begins to review personnel strategy and the policy of the enterprise, there is an optimization of the workforce. Accordingly, the roles of employees are changing, their official duties, scope and nature of the work. Not everyone in the team agrees with such changes, but someone simply reorients for a long time. The employee's understanding of his job role ceases to fully meet the requirements of his colleagues, a conflict arises that is destructive in nature.

Consequently, the formation of the employee's personality is influenced by critical remarks from colleagues, leading him to a stressful state, and his own claims, dissonance in the inner world of the employee. All this leads to inefficient performance of their labor duties and a decrease in productivity in the department, structural unit, the organization as a whole, and possibly the loss of a valuable employee by the company.

Thus, the problems that appear in modern conditions crisis instability, require from the management of the economic entity constant socio-psychological work with their employees. The administration of the enterprise should have a well-developed plan for stabilizing the team in a crisis, which should work not only during periods of exacerbation, but also proactively, forming a unidirectional, cohesive and solidary team. In such a situation, an active or preventive personnel policy in the organization would be appropriate.

With a preventive policy in the field of personnel, the company's management has reasonable forecasts for the development of the personnel situation for the average and short-term periods and staff development activities are also offered.

With an active personnel policy, the company's management has reasonable forecasts for its development and appropriate tools for influencing employees. In companies with an active personnel policy, anti-crisis programs are developed, the situation is regularly monitored, these programs are adjusted taking into account the parameters of the external and internal environment on medium and long-term periods. The effectiveness of personnel policy will increase if ways to achieve the optimal state of the organization's human resources potential and what will be the result of these innovations for each employee individually are indicated.

An active personnel policy focuses on such strategic success factors as proximity to the market through focus on the field of activity and on customer requests; necessary maintenance using appropriate technical means and high quality products; use of the achievements of scientific and technological progress and the latest technologies; a sense of economic responsibility and respect for economic balance; skilled personnel potential; adaptive and flexible organizational structures. The mechanisms used by management in the analysis of personnel and other situations lead to the fact that the grounds for the forecast and programs can be rational (conscious) and irrational (hardly amenable to algorithmization and description) in nature.

So, we propose our own unified factorial model of staff stability in a socio-economic crisis (figure).

Now we will reveal in more detail the stages of formation and management of socio-psychological factors in the team.

The first stage - preparatory, should consist in a preliminary socio-psychological study of the factors ensuring the stability of personnel in the organization. In each company, the personnel management service forms its own list of socio-psychological factors that affect the performance and satisfaction of staff, and then develops an action program with subsequent itemization.

The second stage is intentional, that is, the creation of a unidirectional collective thinking, which is supported separately by each employee's personality. Here we are working with the group, creating a team of conservatives and a team of changes. As a rule, employees of Russian enterprises are always very difficult and reluctant to accept innovations and changes in their work. Moreover, the older the average age of employees, the more difficult it is to prepare staff for forced changes, workers are not very mobile. Then, communication channels are formed that collide the interests of groups in order to develop a common vision and identify generally recognized leaders in the team.

Factor model of staff stability in a crisis

The third stage is operational. At this stage, measures are being taken to increase team spirit, the level of job satisfaction, maintain a positive attitude towards the organization, create additional measures to optimize an effective personnel policy and support informal group leaders from top management. This stage is very important, since the creation of a single team with the same values ​​is one of the most important and important points for creating the stability of personnel who are ready to change in a crisis and instability.

The last stage is the final one, it involves monitoring the current program to minimize the negative impact of socio-psychological factors and the feasibility of preparing the team for new difficulties (economic, political, personnel), if any are visible in the near future.

In conclusion, we note that the most negative consequences of instability for the organization are changes in the socio-psychological state of the staff. Not all companies understand this and do not have employee development programs in crisis situations. In these cases, the human resource, as the main source of effective work, acts against the organization, first generating intra-company conflicts, and then destroying it completely.

Conclusion

Taking into account the cyclical nature of changes in the external environment, maintaining the efficiency of the personnel, its personnel potential, reliability in productivity and labor results, increasing satisfaction with the content and working conditions are urgent tasks for strategic leaders and a guarantee of the company's high competitiveness. To solve this problem, we have developed a unified model of personnel stability in conditions of instability during socio-economic crises. This model is quite general, so it should be adapted for each company separately, given the current organizational culture and the degree of development of personal and group guidelines in the workforce. Do not forget that the positive attitude of employees towards the organization, the acceptance of its goals and values, the prospects for its development are a condition for the stability of the staff, and hence the company as a whole. And the sooner the leadership of the organization will be engaged in the formation of a solidary and controlled team, without prejudice to the development of individuality in it, the easier company"survive" the conditions of instability.

Reviewers::

Rudakova O.V., Doctor of Economics, Professor, Head. department " Economic theory and world economy”, FGBOU VPO “Oryol State Institute of Economics and Trade”, Orel;

Polyanin A.V., Doctor of Economics, Associate Professor, Acting head department "Management and management of the national economy", acting dean of the faculty "State, municipal management and economics of the national economy", Oryol branch, Federal State Budgetary Educational Institution of Higher Professional Education "Russian Academy of National Economy and public service under the President of the Russian Federation, Orel.

The work was received by the editors on April 1, 2015.

Bibliographic link

Alekhina L.L., Ilyin I.V. INFLUENCE OF SOCIO-PSYCHOLOGICAL FACTORS ON THE FORMATION OF PERSONALITY IN THE TEAM OF EMPLOYEES OF THE ORGANIZATION IN CONDITIONS OF INSTABILITY // Basic Research. - 2015. - No. 2-12. - S. 2637-2641;
URL: http://fundamental-research.ru/ru/article/view?id=37537 (date of access: 03/20/2020). We bring to your attention the journals published by the publishing house "Academy of Natural History"

STUDY OF THE MAIN PSYCHOLOGICAL FACTORS INFLUENCING THE EFFICIENCY OF THE JOINT ACTIVITIES OF THE WORK COLLECTIVE

Yarovaya Marina Yurievna
Moscow State Regional University
Bachelor of Psychology

annotation
The article discusses the main psychological factors that somehow affect the effectiveness joint activities in a collective. In this regard, studies are being studied on the problem of joint activities; the characteristic of the subject of joint activity is given; describes the main properties of the subject of joint activity; the key factors affecting the effectiveness of joint activities are identified.

THE RESEARCH OF THE KEY PSYCHOLOGICAL FACTORS THAT INFLUENCE THE EFFICIENCY OF STAFF GROUP PRACTICE

Yarovaya Marina Yurevna
Moscow State Regional University
bachelor of psychology

Abstract
The article discusses the main psychological factors that anyway affect the efficiency of group practice in the team. In this regard, the researches covering the issues of group practice are being studied; the subject of the group practice is defined; the main features of the group practice subject are described; the key factors affecting the efficiency of group practice are determined.

Bibliographic link to the article:
Yarovaya M.Yu. Study of the main psychological factors influencing the effectiveness of the joint activities of the labor collective // ​​Humanitarian scientific research. 2016. No. 12 [Electronic resource]..03.2019).

In the early 1960s, many studies were carried out in Russia to study joint activities. psychological research who made a great contribution to the education, formation and development of the collective psychology of work. Different scientists formulated this problem in their own way, but all statements were interconnected by the following terms: “group activity”, “group activity”, “group interaction”, “collective activity”, “joint activity”, “joint activity”, etc. .P. To this day, despite the differences in formulations, the problem of joint activity is at the center of attention of labor and management psychologists, social and organizational psychologists.

In the modern world, for domestic production aimed at improving the economic well-being of people, the main social problem is to build an effective incentive system that would motivate employees to fruitful joint work and achieve goals, taking into account the significance of psychological factors.

This problem was studied by specialists in the field of engineering psychology and labor psychology (F. D. Gorbov and M. A. Novikov); social psychologists(B. G. Ananyeva and E. S. Kuzmina), N. V. Golubeva, H. N. Obozov, A. A. Rusalinova, A. L. Sventsitsky, E. S. Chugunova and others, whose goal was optimization of interpersonal relations and improvement of efficiency indicators of joint labor activity of teams.

In the 1970s, psychological phenomena were intensively studied in groups performing joint work: organization (A. S. Chernyshev), their emotional and psychological states (A. N. Lutoshkin), group volitional effort (L. I. Akatov), ​​motivation for group activity (E. I. Timoshchuk), harmony (N. N. . Obozov), etc., which could have an impact on the efficiency of activities.

Of course, some phenomena and problems of joint activities at enterprises were considered in the social psychology of labor groups and collectives, and were also covered in the study of the socio-psychological climate, leadership qualities, leadership style, etc. However, only in the 1980s did joint activities begin acquire the status of a separate subject of scientific research.

Based on the analysis of experimental and theoretical studies, we have a number of ideas about the subject of joint activities:

• the subject is an individual (in this case, the activity is individual, and the subject is each participant separately, which implies the achievement of a result by only one of the participants);
• the subject is a set of individuals who solve (by the definition of L. I. Umansky) one “common” task in “one space at the same time” .

In the studies of R. L. Krichevsky, the key characteristic of the subject of joint activity is the goal of the group's collective interaction, which depends on the motive of the participants' activities.

According to A. L. Zhuravlev, the main characteristics of the subject of joint activity are “purposefulness, motivation, level of integrity, structuredness, consistency, organization, effectiveness, spatial and temporal features of the living conditions of the collective subject” .

As we can see, the definition of the subject is based on the structural components and individual features of the activity itself.

So, let's highlight the fundamental properties of the subject of joint activity, interconnected:

a) purposefulness;

b) motivation;

c) integrity:

Frequency and intensity of contacts;

The level of functional interconnectedness;

d) structuring (consists in a clear distribution of the main functions and responsibilities;

e) consistency in actions;

e) organization.

Defining interaction as “a system of actions in which the actions of one person or group of persons determine certain actions of others, and the actions of the latter, in turn, determine the actions of the first”, A. L. Zhuravlev notes that “the structure of joint activity is actually formed, functions and develops precisely through the interaction between its individual participants.

Joint activity requires a high level of group cohesion and value-oriented unity of the participants. Personnel can more or less effectively go to the implementation of the tasks, depending on the following factors.

Group size. According to Ralph K. Davis, the ideal group size should be between 3-9 people. His opinion is shared by Keith Davis, who believes that the optimal number of group members should be 5 people. There is an opinion that a group of 5-9 people is more cohesive and operational, while in a group of less than five participants, creativity is noticeably reduced. This is influenced by a smaller number of ideas put forward for discussion, as well as a large number of refusals of risky decisions in order to avoid personalized responsibility. Large groups (more than 9 participants) also have their own difficulties, as these groups are difficult to coordinate, and its members often have difficulty in expressing their ideas in front of the rest.

Team composition(here we consider the similarity of personalities, points of view, approaches, manifested in solving problems). Based on the research of scientists, it can be concluded that in a group consisting of individuals who are not similar to each other, the effectiveness of joint activities will be much higher compared to a group of people where similar points of view on different situations prevail. According to O. Miner, groups with different points of view develop more high-quality solutions.

Group norms, as we know, include rules developed and approved by the working group that regulate the relationship between all subjects of activity in the workforce. Norms tell the team what discipline should be. And only the fulfillment of all approved norms allows each participant to be part of the team, counting on its recognition and support.

Group cohesion represents a certain degree of unity of its subjects, consistency in actions in the performance of joint activities and the stability of relationships. In teams where trusting relationships predominate, there are no problems in communication between people, high rates of group labor productivity are observed, and the effectiveness of the activity itself also increases. But there may be a situation where a high degree of cohesion negatively affects the productivity of the entire enterprise. This happens when the goals of the group and the entire organization do not agree.

Group conflict. The presence of dissimilar people in a group helps to increase the efficiency of its work as a whole. But while active exchange of opinions is very helpful, it can also lead to intra-group disputes and other manifestations of conflict, which are always detrimental.

Status of group members indicates the position of each subject of the group relative to its other participants, as well as its role in the system of interpersonal relations. The rise and fall of status can be influenced by such factors as position, level of education, experience, length of service, and others, depending on the values ​​and norms of the group. Not least important is the fact that those participants whose status is high have a greater influence on the final decisions in the group. But one should take into account the fact that often "newcomers" bring such interesting, extraordinary ideas that are more useful and effective for the organization. In this regard, it is extremely important for the management of the organization to create such a climate in which each member of the group would express his opinion on any proposed situation, regardless of his status in the team.

Roles of group members. In order for a group to operate effectively, all of its subjects must work to achieve common goals. There are two main directions of roles for creating a normally working group: target (to be able to select group tasks and perform them); supporting (contribute to the revitalization of the life and activities of the team).

Of course, each employee of the work team makes a certain contribution to the achievement of the organizational goal in two main areas: performs its professional (target) role; as well as intra-group (public) role.

Therefore, the effectiveness of joint activities directly depends on how correctly working group accepts his knowledge, skills in target and intra-group roles, based on organizational goals and objectives.

Ministry of Education of the Omsk Region

FGOUSPO Omsk Motor Transport College

"Socio-psychological factors of the effectiveness of group activity"

Completed by a student of group 2111

Leinveber A.V

Checked by the OUD teacher

Popova A.P.

Introduction

When analyzing various theoretical approaches to the study of joint activity, attention is drawn to the fact that, postulating its most important significance in the development of other processes and the mutual influence of the psychological phenomena of joint activity, most authors, in principle, do not discuss the question of the psychological essence of the latter. An analysis of specific texts of descriptions of experimental procedures and interpretation of their results shows that at the level of empiricism, researchers study actually different realities, united only by the common name “joint activity”. This leads to the formation of a very mosaic picture, in which individual studies of joint activity, instead of deepening, developing and supplementing each other, for the most part coexist independently, having practically no points of intersection. Although it is obvious that if the initial foundations of joint activities are not revealed and indicated, then the question of comparative effectiveness different types its organization, as well as the influence of various psychological factors on it, largely loses its meaning.

In this regard, it becomes clear that the issue of studying joint activities and factors affecting its effectiveness is quite relevant.

In our work, we will touch upon the phenomenon of joint activity and the psychological factors that determine its effectiveness. But we consider it expedient to begin consideration of this phenomenon with an analysis of the subject of joint activity, in the absence of which there can be no talk of any joint activity.

The analysis of theoretical and experimental studies of joint activity demonstrates a wide range of ideas about its subject. However, behind all this particular diversity, there are several general schemes for its description. In a significant part of the work, the specifics of the subject of joint activity are not considered at all. While refusing to “openly” discuss the problem of the subject of joint activity, the authors, nevertheless, cannot completely avoid it, since any study of activity presupposes an answer to the question “Who is acting?”.

From the analysis of the literature, two possible interpretations of the essence of the subject of joint activity follow.

1. The subject of joint activity is an individual.

In a number of works, this paradoxical situation is declared directly: these are the cases when the authors talk about a joint-individual model of joint activity (L.I. Umansky), about an individual type of problem solving in joint activity (N.P. Shcherbo) or designate the term “ joint activity” a situation of an individual solution of a problem in the conditions of the silent co-presence of another person (N. N. Obozov).

The theoretical basis for such an understanding of the subject of joint activity is the position of E. V. Shorokhova, according to which “there is no specific social psychology that would not be the psychology of individuals who are in certain relationships” .

It should be noted that with this approach, the use of the term “joint activity” seems to be unproductive, since the phenomena studied by him may well be described in terms of individual activity.

A similar view of the subject of joint activity is characteristic of many Western works in which joint and individual activities are considered as two poles of the same continuum, and therefore, for example, the work of a student in the presence of an adult is already considered as a certain degree of jointness. J. Silverman and I. Dzheringer believe that in joint activity a subject with a higher level cognitive development as if “absorbs” the activity of an individual with a lower level, so that in the end only one partner acts, and the other agrees with him.

A similar interpretation is presented in studies of the competitive model of joint activity. Since the activity itself in this situation is organized in such a way that the achievement of a result by one participant implies its non-achievement by others, it is obvious that, in essence, such an activity is individual, and each individual participant is its subject. As the representatives of this approach rightly point out, the true object of study here is not compatibility, but the peculiarities of individual behavior in conditions of a shortage of means to achieve the goal.

2. Under the subject of joint activity is meant a set of individuals who solve (by the definition of L. I. Umansky) one “common” task in “one space at the same time” .

Researchers who adhere to this idea of ​​the subject of joint activity build their research according to the scheme: two or more participants are offered a certain task, and the process of solving it is interpreted based on the a priori belief that it is implemented by a group, collective, cumulative subject (these terms are used as synonyms). ). However, it is obvious that the very fact of presenting the task to co-present individuals does not guarantee a group or joint form of its solution. And the attempts described in the literature to ensure the “commonness” of the problem with an appropriate instruction, such as “Decide together ...” or the requirement to receive “ common decision”, can hardly be regarded as sufficient to ensure the compatibility of the solution. It seems to us that even in those experimental situations where groups were made up of members of really existing communities, the fact of the existence of a group as a subject of activity cannot be stated a priori, but should be the result of an analysis of the activity and interaction of the individuals included in it.

The vast majority of researchers, in general, recognizing and even accepting the idea of ​​the subject of joint activity described above as the initial one, believe that the features indicated in it are necessary, but not sufficient. Therefore, in addition to the temporal-spatial co-presence and the presence of a “common” task, different authors propose various additional terms contributing, in their opinion, to the transformation of a group of individuals into a successful subject of joint activity. Such conditions may be:

1) specific features of the material itself, which is used in the “general” task;

2) individual characteristics of the participants;

3) socio-psychological characteristics of the group;

4) separation of functions, roles, actions and operations.

A large group of works approaches the problem of the subject of joint activity from the point of view of the structure and real content of the activity itself.

An attempt to identify in the very psychological structure of the joint activity of education, qualitatively characterizing its subject, as well as the mechanisms leading to their formation, is presented in the work of R. L. Krichevsky. In his study, an important characteristic of the subject of joint activity is the direction of interaction in the group, which, according to the author, is determined by the motive of their activity.

In the work of M. G. Yaroshevsky, to characterize the subject of joint activity, an analysis of the subject to which his activity is directed is involved. It is assumed that the subject of joint activity is formed under the influence of its subject characteristics: social assignment and significance, as well as its specific content.

According to A.I. Dontsov, neither the group itself as a subject of activity, nor the forms and methods of its activity can be defined as such outside of relation to the subject of joint activity. The results of the study show that “it is the objectivity of socially conditioned joint activity that can be considered as the basis and leading factor in the socio-psychological integrity of the team as an aggregate subject of activity” .

A. L. Zhuravlev singles out “purposefulness, motivation, level of integrity (integration), structuredness, consistency, organization (controllability), effectiveness (productivity), spatial and temporal features of the living conditions of a collective subject” as the main characteristics of the subject of joint activity.

Thus, the definition of the subject is based on the structural components and individual features of the activity itself, and the subject acts not as an integration or the result of the influence of the above characteristics, but as a simple sum of adjacent properties of the activity.

So, we can draw the following conclusions:

1. Most of the works are characterized by the idea that the joint activity is ensured by a certain combination of external conditions, the specifics of the task, instructions, selection of participants according to individual characteristics and interpersonal relationships etc. Therefore, the question of the criteria for selecting a subject of joint activity is generally not posed as a special problem. In this regard, the complete lack of interest in the questions of whether the participants accept externally given activity as a joint one is understandable; how, on the basis of such acceptance, the subject of the actual joint activity is formed; whether the subjects of group and joint activities are identical, etc.

2. Since joint activity is set through external conditions, and the sum of individuals performing this activity is considered as its aggregate subject, then all their individual and personal characteristics, ways of interaction and communication are interpreted as characteristics of the subject of joint activity.