Currently, in the conditions of scientific and technological progress and the crisis of the world economy, the creation of a psychological climate for the team is an integral part of the struggle for increased labor productivity and the quality of products. The development of social progress and its contradictory socio-psychological aspects are closely related to the problems of creating a favorable socio-psychological climate (SPC). Also, the problem of the influence of psychological aspects on team management is one of the important and fundamental foundations for a favorable SPC.

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Introduction………………………………………………………………………………...3

1 Psychological aspects of team management……………………...5

1.1 Concept, essence and structure of psychological climate……………5

1.2 Factors influencing the psychological climate in the team………..9

2 Creating a psychological climate in the team………………………14

2.1 Team building mechanisms………………………………………………………14

2.2 The role of the leader in the socio-psychological climate

team………………………………………………………………………………..22

Conclusion………………………………………………………………………………….....26

List of references………………………………………………………...28

Introduction

Currently, in the conditions of scientific and technological progress and the crisis of the world economy, the creation of a psychological climate for the team is an integral part of the struggle for increased labor productivity and the quality of products. The development of social progress and its contradictory socio-psychological aspects are closely related to the problems of creating a favorable socio-psychological climate (SPC). Also, the problem of the influence of psychological aspects on team management is one of the important and fundamental foundations for a favorable SPC.

The relevance of this problem is interpreted by the increased demands on the level of an individual’s psychological involvement in his work activity and the complication of a person’s psychological life activity by the constant growth of their personal aspirations.

Considering these problems, the purpose of my course work is to analyze the influence of psychological aspects of management on the team and consider the process of creating a psychological climate in the team.

The set goal was predetermined by the need to solve the following problems:

1. Study the concept, essence and structure of psychological climate
2. Identify factors influencing the psychological climate in the team
3. Consider and identify the most effective team building mechanisms
4. Determine the role of the manager in the team’s SEC

The theoretical and methodological basis of the study was the works of domestic and foreign scientists who developed the problem of SEC within the framework of classical and institutional approaches.

As part of the course work, general scientific methods were used to achieve this goal: systemic, within which an economic method such as comparative was applied; scientific abstraction.

Also in the course work, textbooks and scientific articles from periodicals on this topic were used as literature.

The structure of the work consists of an introduction, 2 chapters, a conclusion and a list of references.

1 Psychological aspects of team management

1. Concept, essence and structure of psychological climate

The concept of “climate” has roots in social psychology. This term, now widely used, is often put on a par with the concepts of spiritual atmosphere, team spirit and prevailing mood. In Russian psychology, four main approaches to understanding the nature of the SPC have emerged. Representatives of the first approach (L.P. Bueva, E.S. Kuzmin, N.N. Obozov, K.K. Platonov, A.K. Uledov) consider climate as a socio-psychological phenomenon, as a state of collective consciousness. Climate is understood as a reflection in the minds of people of a complex of phenomena related to their relationships, working conditions, and methods of stimulating it.

Under the socio-psychological climate, says E.S. Kuzmin, it is necessary to understand the socio-psychological state of a small group, which reflects the nature, content and direction of the real psychology of the organization’s members.

Proponents of the second approach (A.A. Rusalinova, A.N. Lutoshkin) emphasize that the essential characteristic of the SEC is a general emotional and psychological mood. Climate is understood as the mood of a group of people.

The authors of the third approach (V.M. Shepel, V.A. Pokrovsky, B.D. Parygin) analyze the socio-psychological climate through the style of relationships between people who are in direct contact with each other. In the process of formation, a system of interpersonal relationships is formed that determines the social and psychological well-being of each member of the group.

The creators of the fourth approach (V.V. Kosolapov, A.N. Shcherban, L.N. Kogan) define climate in terms of the social and psychological compatibility of group members, their moral unity, cohesion, the presence of common opinions, customs and traditions.

In American social psychology they talk about “organizational culture” in organizations, about the relationship between workers and managers. E. Mayo's theory of “human relations” is based primarily on the formation of SPC relations between employees. When studying climate, it is necessary to keep in mind two levels. The first level is static, relatively constant. These are stable relationships among team members, their interest in work and fellow workers. At this level, the socio-psychological climate is understood as a stable, fairly stable state, which, once formed, is capable of not being destroyed for a long time and maintaining its essence, despite the difficulties that the organization faces. From this point of view, it is quite difficult to create a favorable climate in a group, but at the same time it is easier to maintain it at a certain level, already formed earlier. Control and correction of the properties of the socio-psychological climate are carried out by group members occasionally. They feel a certain stability, stability of their position, status in the system of relationships. Since the state of the climate is less sensitive to various influences and changes from the environment, it has a real impact on the results of collective and individual activities, on the performance of group members, on the quality and quantity of the products of their labor.

The second level is dynamic, changing, fluctuating. This is the daily mood of employees during work, their psychological mood. This level is described by the concept of “psychological atmosphere”. Unlike SPC, the psychological atmosphere is characterized by more rapid, temporary changes and is less conscious of people. Changes in the psychological atmosphere affect the mood and performance of the individual during the working day. Climate changes are always more pronounced, noticeable, they are realized and experienced by people more acutely; most often a person manages to adapt to them. The accumulation of quantitative changes in the psychological atmosphere leads to its transition to a different qualitative state, to a different socio-psychological climate.

K. Argyris, based on his research on climate in a bank, gave it the following definition: “the official policy of the organization, the needs of employees, values ​​and individuality that operate in a self-preserving complex, living and constantly evolving system.” Now the concept of “climate” is understood as the organizational influence on the motivation and behavior of employees, i.e. it includes aspects such as organizational structure, reward systems, and the perceived support and friendly participation of managers and colleagues. Climate refers to the team's overall view of organizational policies, activities, and events, both formal and informal. In addition, climate is the clear goals of the organization and the means used to achieve it.

The climate of the collective is the prevailing and relatively stable mental mood of the collective, which finds diverse forms of manifestation in all its life activities.

The SBC of a team is always characterized by an atmosphere specific to the joint activities of people, the mental and emotional state of each participant, individual, and undoubtedly depends on the general state of the people around him. In a production team, various relationships develop between employees, including moral ones. As a result, the image of the team becomes dependent on personal qualities: honesty, decency, dedication. In turn, the atmosphere of a particular community or group is manifested through the nature of the mental mood of people, which can be active or contemplative, cheerful or pessimistic, purposeful or anarchic, everyday or festive, etc.

An essential element in the general concept of socio-psychological climate is the characteristics of its structure. Not only in sociology, but also in psychology, the point of view has been established, according to which the main structure of the forming SPC is mood. In the structure of the SEC, there are two main divisions - people’s attitudes towards work and their attitudes towards each other.

In turn, relationships with each other are differentiated into relationships between workmates and relationships in the system of leadership and subordination. Ultimately, the entire diversity of relationships is viewed through the prism of two main parameters of mental attitude - emotional and objective.

The psychological climate of the collective, which reveals itself primarily in the relationships of people to each other and to the common cause, is still not exhausted by this. It inevitably affects people’s attitudes towards the world as a whole, their attitude and worldview. And this, in turn, can manifest itself in the entire system of value orientations of an individual who is a member of a given team. Thus, climate manifests itself in a certain way in the attitude of each member of the team to himself. The last of the relationships crystallizes into a certain situation - a social form of self-attitude and self-awareness of the individual.

As a result, a certain structure of immediate and subsequent, more immediate and more indirect manifestations of the socio-psychological climate is created.

1. Factors influencing the psychological climate in a team

The formation of a certain socio-psychological climate is influenced by the following factors:

1. Compatibility of its members, understood as the most favorable combination of employee properties, ensuring the effectiveness of joint activities and the personal satisfaction of each. Compatibility is manifested in mutual understanding, mutual acceptance, sympathy, and empathy between team members.

There are three levels of compatibility: psychophysiological, psychological and socio-psychological:

• The psychophysiological level of compatibility is based on an optimal combination of features of the sensory system (vision, hearing, touch, etc.) and temperamental properties. This level of compatibility becomes especially important when organizing joint activities. Choleric and phlegmatic people will complete the task at different paces, which can lead to disruptions in work and tension in relations between workers. Therefore, the synchronicity of individual mental activity of workers (various endurance of group members, speed of thinking, peculiarities of perception, attention) should be taken into account when distributing physical activity and assigning certain types of work.
• The psychological level presupposes the compatibility of characters, motives, and types of behavior. Incompatibility manifests itself in the desire of team members to avoid each other, and if contacts are inevitable - in negative emotional states and even conflicts.

Psychological compatibility may be due to the similarity of characteristics of the participants in joint activities. People who are similar to each other find it easier to interact. Similarity promotes a sense of security and self-confidence and increases self-esteem. Psychological compatibility may also be based on differences in characteristics based on the principle of complementarity. In this case, they say that people fit each other “like a key to a lock.” The condition and result of compatibility is interpersonal sympathy, the attachment of the participants in the interaction to each other. Forced communication with an unpleasant subject can become a source of negative emotions.

The degree of psychological compatibility of employees is influenced by how homogeneous the composition of the work group is in various social and psychological parameters:

2. Global macroenvironment: the situation in society, the totality of economic, cultural, political and other conditions. Stability in the economic and political life of society ensures the social and psychological well-being of its members and indirectly influences the socio-psychological climate of working groups.

3. Local macro environment, those. an organization whose structure includes a workforce. The size of the organization, the status-role structure, the absence of functional-role contradictions, the degree of centralization of power, the participation of employees in planning, in the distribution of resources, the composition of structural units (gender, age, professional, ethnic), etc.

4. Physical microclimate, sanitary and hygienic working conditions. Heat, stuffiness, poor lighting, constant noise can become a source of increased irritability and indirectly affect the psychological atmosphere in the group. On the contrary, a well-equipped workplace and favorable sanitary and hygienic conditions increase satisfaction from work activity in general, contributing to the formation of a favorable SPC.

5. Job satisfaction. Of great importance for the formation of a favorable SPC is how interesting, varied, creative a person’s work is, whether it corresponds to his professional level, whether it allows him to realize his creative potential and grow professionally. The attractiveness of work is increased by satisfaction with working conditions, pay, the system of material and moral incentives, social security, vacation distribution, working hours, information support, career prospects, the opportunity to increase the level of one’s professionalism, the level of competence of colleagues, the nature of business and personal relationships in the team vertically and horizontal, etc. The attractiveness of work depends on the extent to which its conditions meet the expectations of the subject and allow him to realize his own interests and satisfy the needs of the individual.

6. Nature of the activity performed. The monotony of the activity, its high responsibility, the presence of a risk to the health and life of the employee, the stressful nature, emotional intensity, etc. - all these are factors that can indirectly negatively affect the SEC in the work team.

7. Organization of joint activities. The formal structure of the group, the way powers are distributed, and the presence of a common goal influence the SEC. The interdependence of tasks, unclear distribution of functional responsibilities, employee incompatibility with his professional role, psychological incompatibility of participants in joint activities increase the tension of relations in the group and can become a source of conflicts.

8. Harmony is the result of employee compatibility. It ensures the highest possible success of joint activities at minimal cost.

9. The nature of communications in an organization acts as a factor in the SPC. The lack of complete and accurate information on an issue important to employees creates fertile ground for the emergence and spread of rumors and gossip, weaving intrigues and behind-the-scenes games. The manager should closely monitor the satisfactory information support of the organization's activities. Low communicative competence of employees also leads to communication barriers, increased tension in interpersonal relationships, misunderstanding, mistrust, and conflicts. The ability to clearly and accurately express one’s point of view, mastery of constructive criticism techniques, active listening skills, etc. create conditions for satisfactory communication in the organization.

Depending on the nature of the socio-psychological climate, its impact on the individual will be different - it will stimulate work, lift spirits, instill cheerfulness and confidence, or, conversely, act depressingly, reduce energy, and lead to production and moral losses.

In addition, the socio-psychological climate can accelerate or slow down the development of key employee qualities necessary in business: readiness for constant innovation, the ability to act in extreme situations, make non-standard decisions, initiative and enterprise, readiness for continuous professional development, a combination of professional and humanitarian skills. culture. You cannot count on the fact that the necessary relationships in a team will arise by themselves; they must be consciously formed.

2 Creating a psychological climate in the team

2.1 Team building mechanisms

The moral and psychological climate is the relatively stable psychological mood of its members prevailing in a group or team, manifested in all the diverse forms of their activities. The moral and psychological climate determines the system of relationships of team members to each other, to work, to surrounding events and to the organization as a whole on the basis of individual, personal and value orientations. Any actions of a leader or a team member (especially of a negative nature) affect the state of the moral and psychological climate and deform it. And vice versa, every positive management decision, positive collective action improves the moral and psychological climate.

The basis for a positive favorable moral and psychological climate are socially significant motives for the attitude towards work among members of the work collective. The optimal combination of these motives will be if three components are involved: material interest in this particular work, direct interest in the labor process, public discussion of the results of the labor process.

Basically, the manager comes to an already formed team and, as necessary, resolves issues of natural staff turnover, which is one of the aspects of team management. In order to successfully cooperate with a person and find a common language, the manager must have a certain idea about each working employee or newly recruited to work in a given team, about the ideological and political qualities of the individual, and his social activity. In addition, the manager must be able to assess the employee’s professional training (ability to perform a certain type of work); socio-psychological qualities (the ability to interact with other people in the process of teamwork); a person’s business qualities, as well as his intellectual and psychological capabilities (intellectual level, willpower, creativity, initiative, etc.)

A number of methods have been developed for studying the business and personal qualities of employees. For example, one of these methods, called “Typology-7,” is intended to identify a person’s innate or acquired “managerial” qualities: the ability for progressive formations - creativity, diligence, conservatism, efficiency, reliability, contemplation, adventurism.

When forming and cohesive a team, the manager needs knowledge and implementation of organizational and psychological principles and rules. For example, in order not to become dependent on previously obtained evaluative attitudes, it is useful to take into account the rule of inadequacy of the representation of a person by a person. Based on the false agreement effect (“That’s what everyone says”), an erroneous impression of the employee may be formed. The effect of leniency also causes harm to the activities of the team. A typical logical error can be built on the incorrect assumption of a close connection between certain personality traits and behavioral traits. For example, silence is not always a sign of intelligence, etc.

Taking into account the above assessments of employees who make up a scientific or other type of team can help improve its performance. The basis for employee cohesion and the effectiveness of their work is a healthy psychological climate in the team. It is important to satisfy not only material incentives, but also the basic moral needs of the individual that arise in his professional activities and professional communication in the process of work. This is an awareness of personal involvement in the affairs and plans of the team, and the desire to creatively express oneself in work; pride in one's knowledge, skill, mastery; respect from fellow workers and much more.

Economic studies and active participation in competitions, shows, and competitions also contribute to team unity. An effective method of team building is the widespread involvement of employees in technical creativity, invention, and production management.

Sports, recreation, cultural entertainment and common hobbies also bring people together very closely. Be that as it may, the formation and proper cohesion of a team leads to increased efficiency and only has a positive effect on team members.

The moral and psychological atmosphere depends on the style of people’s interactions with each other. There are three main styles of interaction between a manager and a team: directive (authoritarian), permissive (liberal) and democratic. With a directive style of relationships in a team, actions are performed as if under dictation, any initiative is suppressed, and individuals are not given the opportunity to realize themselves in their work. The permissive style occurs when there is complete indifference to the activity being performed or assignments. The person is not interested in the results of his work.

The democratic style in the production team creates conditions for close interaction between workers, contributes to the emergence of a favorable moral and psychological environment that focuses on cooperation rather than the blind subordination of some workers to others, optimally uses the abilities and knowledge of the individual to improve the image of the team, and therefore the institution in in general. In such a team, promotions are based on how much each person contributes to achieving set goals.

Of particular importance in creating an optimal climate in a team is personal responsibility for the assigned work. The responsibility of the manager and subordinates acts as a form of manifestation of duty, as an awareness of the social significance of personal behavior in connection with the requirements of the team, taking into account the specific conditions for the manifestation of these requirements, the immediate and upcoming tasks facing employees.

A sure sign of a favorable moral and psychological climate is the active participation of all team members in management, which can take the form of self-government.

Another sign of a positive moral and psychological climate is high productivity of teamwork. The next sign is developed interpersonal relationships, interpersonal contacts in the workforce of the enterprise. One can also note such a sign as a positive attitude of the team toward innovation. In the era of scientific and technological revolution, rapid development of technology and production technology, innovations are inevitable in any team.

We can conclude that the formation of a positive moral and psychological climate is one of the mechanisms for team unity.

Another important mechanism for team unity is the psychological compatibility of its members. The presence of even two incompatible people (especially in small teams) seriously affects the atmosphere in the team itself.

The consequences are especially detrimental if the formal and informal leaders or managers directly related to job responsibilities (for example, a foreman - a shop manager) turn out to be incompatible. Under these conditions, the entire team will be in a fever. Therefore, it is necessary for everyone who works with people and forms a work team to know at least something about psychological compatibility.

Harmony is also a mechanism for team unity. Harmony is characterized by high productivity of joint work of individuals. Thus, the basis of harmony is the success and profitability of joint activities, when coordination of actions arises between its participants. M. G. Rogov and N. N. Obozov showed that for the normal functioning of the team, teamwork at the “manager - deputy” level is very important.

The next mechanism for team unity is discipline. It is an important means and at the same time a prerequisite for the development of the production team. Its absence not only removes the possibility of optimal interaction, but also makes the very existence of the team problematic. Therefore, discipline is a form of communication between people that determines the creation of a trusting, friendly, comfortable environment in the team. Methods of forming and maintaining discipline are decisively determined by the style of team leadership. Managers strive to create and maintain firm, conscious discipline in the team, which is established not by punishment, not by replacing subordinates, not by rudeness, but by fair demands, the ability to motivate people to work, education, fairness, and the personal image of the leader.

Directly related to discipline is being demanding of yourself and other people. In the conditions of socio-economic relations, the team, on its own initiative, advocates for increasing the volume of requirements for its activities. It should be emphasized that one of the general goals of the team’s image is to develop a positive attitude of its employees towards the requirements.

Increasing demands, the formation and development of positive motives for work not only does not exclude, but, on the contrary, presupposes a friendly, attentive attitude to the needs of people, concern for the better organization of their life.

To establish discipline, increase labor productivity and create a favorable psychological climate, the manager needs to know interpersonal relationships in the team. In any team, invisible threads of relationships stretch between people, which cannot be reflected in any staffing table. An informal structure emerges, built on the likes and dislikes of team members. It is known that intragroup conflicts, as a rule, arise in the informal structure and then move into the sphere of formal relations, knocking the team out of the normal rhythm of work. As many social psychologists believe, teamwork and coherence of a team is determined by the degree of unity of formal and informal structures. And the higher this degree, the greater success the team can achieve. One of the methods for studying interpersonal relationships available to every leader is an in-depth study of various social facts, as well as specific actions and actions of people who are part of a given team. These social facts include mutual assistance, friendship, quarrels, conflicts and the like. Constant observation of these phenomena will allow the manager to study the interpersonal relationships of subordinates.

The manager needs to take into account the interests and needs of each person, his characteristic features, in order to best adapt him to the team, to encourage him to work better and more productively.

A mechanism for team unity is also stimulating the team through incentives. Encouraging good work and behavior and punishing negative actions is the psychological essence of educating and stimulating workers. These means of influence make it possible to keep the individual within the framework of certain moral requirements of society and laws developed by the state. However, preference in educational work should be given to incentives. Punishment should be considered as an extreme measure of educational influence, and it must be used very carefully.

A person’s constant fear that he may be punished for one or another wrong action, for making a mistake when taking initiative, gives rise to routiners and reinsurers.

Speaking about the psychological aspects of the educational and stimulating activities of a leader, it is necessary to remember that not a single technique, be it persuasion or reproach, encouragement or punishment, used separately, will bring a positive effect. So, in order for labor activity towards discipline to become higher, the manager must be able to use the entire arsenal of stimulating and educational influences.

The psychological mechanism of personality assessment is that the manager’s praise increases the authority of the employee and thereby influences the attitude of team members towards him. When assessing a subordinate, it is necessary to strive to ensure that he feels that the manager and the team notice and approve of his personal merits, successes in work and social activities. As a result, a person strives to become even better and achieve higher performance at work. In this natural desire, in the moral efforts encouraged by the leader and the team, as well as in the sense of self-esteem, lies the whole secret of positive assessment in the educational process and the activation of the individual.

It is important not only that the manager does not look gloomy and gloomy at work; It is also important that each person comes to work in a cheerful, not depressed state, and that he maintains a good mood at all times. This largely depends on the moral and psychological climate created in the team.

The collective is not a simple arithmetic sum of individuals, but a qualitatively new category. The people who make up the team are affected by certain socio-psychological patterns. Without knowledge of these patterns, it is difficult for a manager to manage people, conduct educational work, and mobilize workers to fulfill and exceed plans. That is why every leader must know the socio-psychological structure of the team and the socio-psychological patterns that operate in groups of people.

2.2 The role of the leader in the socio-psychological climate of the team

The role of a production manager is enormous in creating a favorable socio-psychological climate.

The work of a leader (manager) is multifunctional and complex in nature. In a certain situation, a manager must have knowledge in the field of engineering, technology, economics, and marketing; he must be fluent in the art of leading people and the ability to solve social problems facing the organization.
The work of a leader is mental work, consisting of three components: organizational, administrative and educational, analytical and constructive; information and technical.

A role is an expected set of actions or behaviors defined by a job.

The classification of the roles of a leader (manager) in an organization was given by the famous management specialist G. Mintzberg.
The entire set of roles is divided into three groups:
roles related to interpersonal communications; information roles; roles related to decision making.

Interpersonal roles include the role of the symbolic head of the organization, the role of the leader, and the role of the liaison. The manager's responsibilities include performing routine duties of a social or legal nature. He is responsible for motivating and activating subordination, for recruiting and training employees, and ensures the functioning of a self-developing network of external contacts and sources of information that provide the necessary information and provide services.

The information roles of a manager include the role of a receiver of information, the role of its distributor, and the role of a representative of a department or organization. The manager receives specialized information for use in the interests of the business, acts as a center for concentrating internal and external information, then transmits the received information to subordinates, and, if necessary, interprets it.

As a representative, the manager transmits information to the external environment of the unit or organization regarding plans, action policies, and the results of its work, and acts as an expert.

Managerial decision-making roles include the entrepreneurial role, the disruptor role, the resource allocator role, and the negotiator role.

As an entrepreneur, the manager determines the direction of development of the organization and seeks opportunities for this within the organization itself and outside it, organizes projects for changes in the organization, and controls their implementation.

As a troublemaker, it adjusts actions when the organization faces unexpected disruptions in its operations.

The manager is responsible for allocating all kinds of resources of the organization, which actually means making (or not making) all significant decisions in the organization.

As the negotiator, the manager acts as the organization's representative in all important negotiations.

Leaders are called upon to participate in the most active way in the constant, sustainable reproduction of such mental states as sympathy and attraction, a positive emotional background of communication, interpersonal attractiveness, a sense of empathy, complicity, the ability to remain oneself at any time, to be understood and positively perceived (regardless of their individual psychological characteristics). At the same time, it is especially necessary to highlight the feeling of security when everyone knows that in case of failure (in the sphere of work, everyday life, family) the team “stands” behind him, that they will definitely come to his aid.

Often people appear in a team who are dissatisfied with some aspects of the activities of the team or individuals. In this case, personal hostility, excessive adherence to principles, etc. may serve as a cause or occasion for conflict.

The role of the manager in creating an optimal SPC is decisive:

The democratic style develops sociability and trust in relationships, friendliness. At the same time, there is no feeling of decisions being imposed from the outside, “from above.” Democratic conditions make cases of indiscipline intolerant, since it is discipline that ensures the effectiveness of information communications, exceeds the solution of a problem into an act of collective activity, ensures the effectiveness of information communications, turns the solution of a problem into an act of collective activity, and ensures the necessary mode of work and interaction of people. The participation of team members in management, characteristic of this leadership style, contributes to the optimization of the SPC.

The authoritarian style usually breeds hostility, submissiveness and ingratiation, envy and mistrust. But if the style results in success that justifies its use in the eyes of the group, it contributes to a favorable SOC, such as in sports or the military.

The permissive style results in low productivity and quality of work, dissatisfaction with joint activities and leads to the formation of an unfavorable cooperative society. The permissive style may be acceptable only in some creative groups.

If the manager makes excessive demands, publicly criticizes employees, often punishes and rarely encourages them, does not value their contribution to joint activities, threatens, tries to intimidate with dismissal, deprivation of bonuses, etc., behaves in accordance with the slogan “the boss is always right”, does not listen to the opinions of subordinates, is inattentive to their needs and interests, then he creates an unhealthy working atmosphere. The lack of mutual respect and trust forces people to take a defensive position, defend themselves from each other, the frequency of contacts is reduced, communication barriers and conflicts arise, there is a desire to leave the organization and, as a result, there is a decrease in productivity and product quality.

Even if a manager uses an authoritarian management style, he can be positive if, when making a decision, he takes into account the interests of employees, explains his choice to them, makes his actions understandable and justified, in other words, he begins to pay more attention to establishing a strong and close connection with subordinates.

Thus, the manager can significantly influence the nature of interpersonal relationships in the work team, the attitude towards joint activities, satisfaction with the conditions and results of work, i.e. on the socio-psychological climate, on which the effectiveness of the organization as a whole largely depends.

Conclusion

Based on the above, the following conclusions can be drawn.

The course work examined the concepts, essence and structure of the psychological climate. The psychological climate of a team is the psychological and emotional state of a team member, an individual, and undoubtedly depends on the general state of the people around him.

The essence of the SEC is revealed in such concepts as: team interaction, the influence of a favorable or negative climatic atmosphere on the activities of workers.

In this work, factors influencing the psychological climate in the team were identified and considered. One of the most important factors is the psychological compatibility of its members, which is also, in its own way, a mechanism for cohesiveness of the team. It ensures the efficiency of joint activities and the personal satisfaction of everyone in their work. The main factors also include the global and local macroenvironment, physical microclimate.

We can say that all factors are important for a favorable SPC, such as job satisfaction, the nature of the activity performed, the organization of joint activities, and teamwork. And the leader must strive to put them into action, first of course the important ones, and then all the rest. Thus, more important factors create the foundation, and others act as an integral part of supporting this foundation.

Having identified the factors influencing the psychological climate, the manager must apply effective mechanisms for team building. Such as the ability to apply psychological compatibility in a group, to establish and strengthen discipline, and the correct use of leadership style.

The manager plays a key role in the creation of the SEC, since it is he who builds, manages and directs all flows of interaction in the right direction, thereby building a favorable atmosphere in the team.

If the manager takes into account the interests and characteristics of the individual, then he will be able to adapt him to the team and encourage him to work better and more productively. By creating a favorable SPC in the team, the organization becomes more competitive, labor productivity increases, which significantly affects the development of the country's economy.

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Psychological climate is one of the most important characteristics of a team. It has a significant impact on labor productivity, as well as the emotional state of each member of the group - both employees and management. What does this indicator depend on? How to diagnose it, and can it be changed?

Components of group atmosphere

The psychological climate in a team is understood as the mood of the group, which is determined by the relationships between people living, working or studying together. Nervous tension is a problem in many work and study groups. In addition to direct harm to relationships between people and their health, stress also affects the work process.

Most often, a tense situation arises in a situation of instability. Another fairly common reason why the psychological climate in a team is deteriorating is the unfavorable conditions in which an individual employee is forced to live. Perhaps he does not have the best living conditions, poor nutrition, difficulties in relationships with relatives, etc. This may also affect the psychological state of other employees. Another common cause of an unfavorable work environment is communication difficulties between employees themselves.

Satisfaction of each employee with work

There are several factors that determine the psychological climate in a team. One of the main ones is employee satisfaction with their duties. A great influence on the formation of the environment is exerted by the fact how much the employee likes his work - whether it is diverse, whether it is possible to realize his creative potential with its help, whether it corresponds to the professional level of the employee.

The attractiveness of work is always increased by such motivators as decent wages, good conditions, fair and timely distribution of vacations, and career prospects. Also important are such factors as the opportunity to increase the level of one’s professionalism, the peculiarities of relationships horizontally and vertically.

Compatibility and harmony of team members

Those relationships that were formed in the process of communication between people are an indicator of their psychological compatibility. It is believed that it is much easier for people who are similar to each other to establish interaction. Similarity helps the employee feel safe and increases self-esteem.

However, it is necessary to distinguish between concepts such as harmony and compatibility. If it is based on the characteristics of relationships between people, and can be judged after a relatively short period of time after the start of joint activities, then harmony takes years to develop. Its basis is the successful results of joint activities. In this case, both harmony and compatibility matter.

Cohesion

Formed on an emotional basis. If the team is united, then it is unlikely that everyone will be happy when one of the employees is in grief. Factors that influence the level of cohesion in a group are the attitude of its members towards the leader, trust within the team itself, the duration of joint work, as well as recognition of the personal contribution of each employee.

To a large extent, this characteristic depends on the personal characteristics of the employees, how cultural their communication is, and whether there is sympathy or antipathy in the relationship. The predominance of certain qualities influences the general psychological climate in the team.

Features of communications

The atmosphere of a team is always based on the personal characteristics of each of its members. It is important to have communication skills, the characteristics of their assessments, opinions, and social experience. For example, the difficulties that some group members experience in communication can affect the situation in the team as a whole. For this reason, tension, mistrust may increase, disputes may arise, and if each member of the team is able to clearly and accurately express his point of view, properly masters the techniques of constructive criticism, and has active listening skills, then this helps to create a favorable psychological climate in the group.

When analyzing the characteristics of the psychological compatibility of each member of the team, it is necessary to take into account such a factor as the type of communicative behavior. This classification was first developed by V. M. Shepel and includes the following categories:

• Collectivists are sociable people who will always support any initiative. If necessary, they are capable of taking the initiative.
• Individualists. Those employees who prefer to work alone rather than interact as part of a team. They are much more inclined towards personal responsibility.
• Pretenders. As a rule, such employees are often called vain, touchy, and eager to be the center of attention while working. And such a characterization is not without foundation.
• Copycats. People who seek to avoid complications, and for this purpose imitate other people's behavioral manners.
• Opportunists. Weak-willed team members who rarely take initiative and fall under the influence of others.
• Isolated. People who avoid contact. They often have a completely intolerable character.

Leadership style

This factor also has a great influence on the characteristics of the psychological climate in the team. There are several leadership styles:

• Democratic. Thanks to this style, friendliness develops within the team. Employees do not feel that certain decisions are being imposed “from the outside.” Group members also take part in management. This style is one of the best for creating a favorable psychological climate in a team.
• Authoritarian. Typically, all that this style produces is hostility among group members. There may be other alternatives - humility, ingratiation, and often envy and distrust. However, this management style often leads a group to success, and therefore is used in the army, sports, etc.
• It is characterized by the fact that the work is left to chance. As a result, one can observe extremely low work efficiency, employee dissatisfaction, as well as the formation of an unfavorable socio-psychological climate in the team.

We can conclude that each leader has a significant influence on the characteristics of the moral and psychological climate, people’s attitude towards the activities performed, and satisfaction with the process of work or study.

Nature of work performed

Also important are the characteristics of the activities that each employee has to engage in. For example, the monotony of work or, conversely, its emotional oversaturation has a significant impact. It is also necessary to take into account the level of responsibility of each team member, the presence of risks to life and health, and the stressful nature of the work.

Features of a favorable atmosphere

There are many features that can be used to characterize the positive socio-psychological climate in a team. Let's look at the most basic ones:

• In such a group, as a rule, a cheerful and positive tone of relations prevails. The basic principles here are cooperation, mutual assistance, and goodwill. Trust prevails in relationships between employees, and criticism is expressed with goodwill.
• In the team there are certain norms of respectful attitude towards each of its representatives. The weak can find support, experienced workers help newcomers.
• Traits such as honesty, openness, and hard work are valued.
• Each member of the team is full of energy. If there is any useful work to be done, he will respond. Labor efficiency indicators are generally high.
• If one of the group members experiences joy or failure, then those around him empathize with him.
• There is also mutual understanding in the relationships between mini-groups within the team.

Negative moral and psychological climate in the team: features

If there is no mutual respect in the group, then employees are forced to constantly take a defensive position and defend themselves, including from each other. Communication becomes more rare. When a leader demands the impossible from group members, subjects them to public criticism, punishes them more often than encourages them, and does not personally evaluate the employee’s contribution to joint activities, he thereby contributes to the formation of a negative psychological climate in the team. And the main consequence of this is a decrease in labor productivity and a deterioration in the quality of products.

Poorly cohesive group: properties

This group is characterized by pessimism and irritability. Often team members are bored, they frankly don’t like their work, because it doesn’t arouse interest. Each employee has a fear of making a mistake, making an inappropriate impression, and hostility. In addition to this symptom, which is obvious, there are other features of the unfavorable moral and psychological climate in the team:

• There are no norms of justice and equality in the team. There is always a noticeable division between the “privileged” and those who are neglected. The weak in such a team are treated with contempt and are often ridiculed. Newcomers in such a group feel superfluous and are often treated with hostility.
• Honesty, hard work, and selflessness are not held in high esteem.
• Generally, group members are passive, and some openly seek to separate themselves from the rest.
• The successes or failures of employees do not evoke sympathy, and often become the subject of open envy or gloating.
• In such a group there may be small groups that refuse to cooperate with each other.
• In problematic situations, the team is often unable to unite to solve the problem.

Alarm bells of negative changes

However, it must be borne in mind that it is rare that a favorable psychological climate in a team becomes negative abruptly. Most often, this is preceded by some initially imperceptible changes. Just as a person must cross a certain borderline before turning from a law-abiding member of society into a criminal, certain tendencies first emerge in the work collective. The following characteristics are inherent in the maturation of negative moods:

• Hidden disobedience to management orders or inaccurate execution of instructions.
• "Gatherings" during working hours. Instead of doing business, employees communicate, play backgammon - in a word, kill time.
• Rumors and gossip. This feature is often attributed to female teams, but the gender of the employees is not an excuse - rumors are inevitable where they have nothing to do.
• Careless attitude towards technology.

“Scapegoat” is a consequence of excessive authoritarianism

If the leader of a group (be it a work team, a student group, or a school class) adheres to an exclusively authoritarian style, this can affect each of the members in a negative way. Fear of punishment, in turn, leads to the emergence of scapegoats. In most cases, this role is filled by a person (or even a group of people) who are in no way to blame for the problems of the team, but are somehow different from the rest. The scapegoat becomes a victim of attacks and aggression.

The researchers emphasize that having such a target for aggression is only a temporary way for the group to relieve tension. The roots of the problem remain unaffected, and when the scapegoat leaves the group, another will take his place - and it is quite possible that this will be one of the team members.

How can you determine the atmosphere in a group?

There are several criteria by which you can assess the psychological climate in a team:

• Staff turnover.
• Level of labor efficiency.
• Quality of manufactured products.
• The number of absenteeism and lateness of individual employees.
• The number of claims and complaints from the company's clients.
• Deadlines for completing the work.
• Carelessness or negligence in handling work equipment.
• Frequency of breaks during the working day.

How to improve relationships in a team

By assessing the characteristics of the atmosphere in the team, you can identify those weak points that need to be corrected. Some personnel changes may have to be made. Creating a psychological climate in a team is the task of every responsible leader. After all, labor productivity often drops when employees are psychologically incompatible with each other or when one of the employees has such a personal characteristic as a banal desire to create conflict situations.

Once the obvious problems have been resolved, you should move on to strengthening the bonds between employees by holding special events outside of working hours. Forming a favorable psychological climate in a team can be a long process. However, this strategy allows you to relieve tension, as well as help employees move from the level of purely business interaction to a friendly one.

Carrying out joint work projects also contributes to improving the psychological climate in the workforce. For example, this could be conducting brainstorming sessions. Special work events in which employees from different departments must collaborate are often effective.

Features of the working atmosphere among teachers

Special attention should be paid to the issues of psychological climate in the teaching staff. This area is always stressful, and the working atmosphere is often one of the factors that determines the effectiveness of a teacher. The unity of the teaching staff always occurs within the framework of performing some common task or activity - first of all, social, pedagogical. In such events, each teacher should have the opportunity to realize their creative abilities.

Of course, holding methodological days or creative meetings of teachers often requires additional time, but such events remain in the memory of teachers for a long time as bright and unforgettable events.

How can a teacher create an atmosphere in the classroom?

Many teachers have to deal with the formation of the psychological climate of the classroom team. This is a rather difficult task, but its implementation contributes to the achievement of the most pressing tasks of education. Children in a close-knit class gain invaluable experience of interpersonal interaction, cooperation, and responsibility. The following methods of creating a positive atmosphere in the classroom are distinguished:

• Inclusion of various types of art into the daily educational process.
• Games.
• General traditions.
• The teacher's active position in relation to the class.
• Creating various situations in which the class could experience events that are significant for the team.

How to determine the characteristics of the moral situation in a group?

There are many ways to find out about the characteristics of the psychological climate in a team. Techniques developed for this purpose provide insight into what is happening in the group. The easiest way is to distribute leaflets with the following questionnaire to group members (if desired, it can be anonymous):

1. Do you like the work you do?
2. Do you have a desire to change it?
3. If you were to look for a job today, would you focus on your current job?
4. Is the work interesting for you? Is it diverse enough?
5. Are you satisfied with the technical equipment at your workplace?
6. Is the salary satisfactory?
7. What would you like to change about collaboration?
8. How do you assess the atmosphere in the team? Is it friendly, respectful, trusting? Or, on the contrary, is there envy, tension, mistrust and irresponsibility?
9. Do you consider your colleagues to be high-class professionals?
10. Do you have their respect?

Studying the psychological climate of the team allows us to take timely necessary measures to improve it, and therefore increase labor productivity. The appearance of negative symptoms indicates that the team is “sick.” However, if you pay attention to these signals in time, the working atmosphere can be adjusted and even improved in many ways.

Trust and high demands of team members towards each other;

Friendly and businesslike criticism;

Free expression of opinion when discussing common collective problems;

Lack of pressure from the manager on subordinates and recognition of their right to make decisions that are significant for the group;

Sufficient awareness of team members about its tasks and the current state of affairs;

Satisfaction with belonging to a team;

A high degree of emotional involvement and mutual assistance when a state of frustration arises in one of the team members;

Acceptance of responsibility by each team member.

Of all the definitions of the socio-psychological climate, despite the difference in approaches, two elements can be distinguished that equally characterize the essence of this phenomenon:

People's attitude towards joint activities;

Relation to each other (both vertically and horizontally).

The whole variety of relationships can be viewed through the prism of two main parameters of psychological mood: objective and emotional, that is, through the nature of a person’s perception of his activity and through satisfaction or dissatisfaction with the activity.

The socio-psychological climate is manifested in people’s attitudes towards each other and the common cause, but this is not all. It affects the relations of people in the world as a whole, on their own attitude and worldview , and this is expressed by the system of value orientations of the individual as a member of a given team. Thus, manifestations of the socio-psychological climate can be direct and indirect.

Attitude to the world (the system of value orientations of the individual) and to oneself (one’s own attitude, self-attitude, well-being) are indirect manifestations of the socio-psychological microclimate, since they depend not only on the situation in a given team, but also on other factors (both macro-scale and purely personal).

These two manifestations of the socio-psychological climate (attitude to the world and to oneself) develop throughout life and depend on the person’s lifestyle as a whole, but this does not exclude the possibility of considering them at the level of a specific group. Each member of the team develops in himself a consciousness, perception and sense of his “I” corresponding to this climate.

In the structure of the socio-psychological climate, scientists identify three main aspects:

Sociological (everything related to the joint activities of people);

Psychological (moods, feelings, interests of team members);

Moral (standards of relationship to work and to each other).

Factors influencing the formation of the SPC can be combined into two groups: those that determine its state at each specific moment and those that determine its structure and functions over time, that is, those that determine its nature.

Despite the positive role of the collective in the development of the individual, it is impossible to extend the laws of collective life to all types of social relations. A group can often have a negative impact on specific members and act as an inhibitor—an overwhelming, negative factor in their lives. In this case, they talk about unfavorable SPC in the team.

It is known that intergroup relations are a set of special (irreducible to interpersonal) socio-psychological phenomena that have a significant impact on individuals. This influence affects both the area of ​​subjective reflection (perception) of various kinds of connections that arise between separate groups of individuals, and the way in which groups interact that is determined by it. Typically, representatives of another group are initially perceived not in the totality of their own individual properties and characteristics, but as carriers of a certain “social whole” that competes with the “social whole” of the subject of perception. The properties of this “social whole” often turn out to be fixed in the form of inflexible and overly generalized intergroup ideas, in the schematization and simplification of the possible range of aspects of the perception of another group.

In general, intergroup ideas are characterized by a strong emotional coloring, a sharp evaluative orientation, and therefore often low accuracy and adequacy. Their inherent stereotyping often leads to preemptive real interaction and the unfounded attribution of similar characteristics to all members of a certain social group or community without sufficient awareness of the possible differences between them.

Similar features of intergroup perception are clearly manifested when establishing differences between one’s own and out-groups. One of the consequences may be the phenomenon of intergroup discrimination, that is, the rejection of the social and individual value and significance of another group, attributing to it an initially lower rating than one’s own group. When comparing “in” and “out” groups, not the cognitive, but the affective-emotional component begins to predominate; the advantages of one object of comparison and the disadvantages of the other are artificially emphasized and exaggerated. The tendency towards an uncritical, unambiguously positive re-evaluation of one’s own group is called in-group favoritism, manifested in the fact that a particular person strives in a certain way to favor members of his own group as opposed to members of another group. It can affect the processes of social perception, in the formation of assessments, opinions, behavior, etc.

Group normalization- a socio-psychological phenomenon that arises during a group discussion in the form of smoothing, bringing together the initially heterogeneous or diametrically opposed positions of the participants. The final result of the group’s work is a single, averaged opinion shared by everyone. It is noteworthy that this final solution, even in its simplest version, is no longer a simple sum of mutual concessions, but offers a new version of interaction.

The opposite of this trend is the phenomenon group polarization, the essence of which is that during a group discussion, the heterogeneous opinions and positions of the participants are not only not smoothed out, but by the end of the discussion they are formed into two polar opposite positions, excluding any compromises. Group polarization can also arise outside of a discussion situation. It can be the result of a systematic indirect exchange of opinions between participants in joint activities; then within the group there arise groupings with polar positions.

Another phenomenon of group life is the features delegation of responsibility. Psychologists have discovered an amazing fact: on a crowded street in a big city, a person can count less on help from other people than in a deserted forest. The adequacy of assigning responsibility for the results of joint activities is a reliable indicator of group integration. Equally, he will demand punishment for himself or others for failure or reward for success.

Much attention has been attracted by psychologists to a special phenomenon of human mental life that arises as a result of group influence - the so-called conformity. Conformity is understood as a person’s willingness to submit to real or imagined group pressure, an uncritical change in behavior and attitudes in accordance with the position of the majority, even if internally this position was not initially shared by him.

The opposite in form is the other extreme in relations with the group - the so-called negativism (nonconformism), which is understood as the individual’s desire to avoid group influence, to always act contrary to the position of the dominant majority, at any cost and in all cases to assert the opposite point of view, presented as one’s own. impartial opinion.

Directly related to conformity is the influence of so-called public opinion on the individual. Under public opinion understand the attitude of a social group or society as a whole to the phenomena of social life that affect common interests, expressed in the form of certain judgments, ideas, and ideas. It is formed in the process of a group (society) realizing its problems and performs the functions of blocking or authorizing certain actions and behavior. Public opinion is formed in the process of comparison, the collision of different views and positions and is sometimes the result of the integration of many multidirectional standards and criteria of social assessment.

Group compatibility is the readiness of all group members to implement conflict-free communication and coordinate their actions with the actions of other participants in joint activities. Group compatibility as an integral indicator generalizes several separate levels of compatibility of a lower hierarchy (psychophysiological compatibility, consistency of functional-role expectations, subject-goal and value-orientation unity, mutual referentiality of all members).

N.I. Shevandrin, E.S. Kuzmin pointed out that it is possible today to increase labor productivity at an enterprise not by tightening control of labor discipline, but by creating a favorable psychological atmosphere in the work team, relations of mutual trust, mutual assistance and mutual responsibility. A favorable socio-psychological climate is nothing more than the realization of the most important human need for security.

Based on the analysis of scientific literature, we identified deformations of the SPC in the primary production unit.

Deformations of the socio-psychological climate in the team:

Formalization of official relations and transfer of legitimate functions to employees “close” to management;

Inconsistency of regulatory relations with the ideals of morality, ethics and culture of society;

Restriction of leading types of life activities during irregular working hours;

Priority of physical qualities over spiritual values;

Reducing the value of human feelings and prosocial attitudes due to constant competition;

Mobbing and mutual alienation, the desire to react to one’s traumatic experience with aggressive acts against colleagues.