Unfavorable social and psychological climate in the team. Social tension in the organization
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.
Psychological climate is an important component of the effective functioning of a team, since it affects the personal productivity of employees and the coherence and synergy of the team. Historically, despite the interest in collective education in domestic, then Soviet psychology, the problem of psychological group atmosphere, compatibility, and collective cohesion in science was first raised in the West. This happened thanks to the presence of a social order for the development of the topic. Businesses have a question for psychologists: how, in addition to financial incentives, can one achieve an increase in productivity in groups. Psychotechnicians of that time found that labor productivity is related to the compatibility of the personalities of employees in a group.
The psychological climate can be favorable or unfavorable. If it is impossible to be in a group, interest in work, even with strong initial interest, will steadily decline.
The concept of socio-psychological climate
In each group there is a competitive atmosphere, which can be seen even in the animal world and children's groups, where the subjects themselves are not yet aware of it, but some of them always stand out as more proactive, sociable, and skillful. A certain hierarchy of leadership and subordination is formed, and cultural mechanisms of interaction must be included here.
How can people navigate their relationships in teams? There is a need to select people into groups according to the principle, which has been done in the West for more than 100 years. Today, however, most of our teams are formed spontaneously, without observing any principle. Occasionally, the task of forming a coordinated effective team is given to large private businesses or specialized government agencies. In other cases, a favorable psychological atmosphere is very rare, often even an accident.
Next to the formal relationship management structure, if present in the group, there is an informal leadership structure. What matters is whether the official structure matches the informal one. It is good for the team if a leader is appointed as a leader in a psychological sense. Otherwise, when management appoints a person on its own behalf, and there is another informal leader within the team, confrontations are inevitable.
The team may exist nominally, the participants may communicate very superficially or even not interact at all, as happens, for example, with groups of correspondence students or a team of managers of branches located in different cities. In order for a favorable psychological climate to be formed in a team, the participants need to actually be in it, belong to the team, and have their interaction.
To create a positive climate, they resort to special classes, training at the stages of advanced training, and corporate rallying games. People within the system are unable to revive themselves and their relationships. In interaction games, when employees of different ages and statuses must even come into physical contact, hold, lift each other, look, communicate, they take off their masks, move away from their given roles and begin to express themselves in live communication. Joint actions and transparency, when a person is seen in action, contribute to an increase in trust, and the moral and psychological climate in the team improves.
However, attempts to unite the team through corporate values and spending time together are not always successful. Often they are carried out only nominally for the purpose of the board, locally, even without the participation of professionals, and are superficial in nature. This happens when beautiful slogans are heard, which do not find a response in living people, are not tied to their intrapersonal and interpersonal psychological reality. The psychological qualities of the person himself are also important here. Arrogance, suspicion, bragging, even ordinary isolation repel people and become prerequisites. It then turns out to be possible to unite the team only by solving hidden problems, protracted confrontations that reduce the moral and psychological climate in the team to nothing. The participation of the management itself, which is an inseparable part of the team, is also necessary.
Today, collectivism is a thing of the past, no matter what is declared, but it dominates in most groups. Corporate ethics, especially in highly specialized communities of the military, doctors, teachers, partly protects the individual, facilitating personal responsibility and even partially replaces ideology; common values and norms arise within a professional group.
In a true team, employees want and recognize their interchangeability, but recognize themselves as an association, feel that they are for each other, and are integral as a group. Psychological compatibility means that the current composition of the group is possible to achieve the goals of the activity. Whereas psychological cohesion from the point of view of social psychology means that this composition of the group is not only possible, but integrated in the best possible way, everyone perceives everyone as a necessary and positive person.
Social and psychological climate in the team and its significance
The climate of the team is most often endangered by... However, conflicts are a natural phenomenon that cannot be avoided and there is no need to try to completely eliminate them from labor practice. You shouldn’t be afraid of conflicts, but you need to be able to manage them. The theory of real conflict reveals the fact that when we are separated on opposite sides of the barricades, have different interests, belong to different groups, have different status - this situation can always be described as a latent conflict. Having studied the rules of conflict-free communication, the manager will be able to convey them to employees, which will allow them to resolve conflicts or take them outside the work environment.
Conflict has a diagnostic role, moreover, it can and should be considered as a kind of critical point that can always be overcome. With the right strategy, even through this very conflict, you can reach a new level of communication and effective interaction. There are also more or less conflicting people, which can be assessed during selection and not including a conflicting person in the team.
Why do conflicts most often arise? The reasons here are psychological and sociological. The psychological component here is that some people have an unhealthy character, a bad attitude towards colleagues and work. The sociological one is revealed through the theory of informal groups, explaining conflicts through their opposition.
According to Litvak, each team has three main subgroups. The first is educational and careerist. These are people who study, constantly master new progressive methods, want to improve and make their work more efficient. The second group is called cultural and entertainment. These are people who work well, but perform tasks only “from start to finish”, and have their own other interests, hobbies or another, more exciting profession. They want to leave everything as it is now, not make changes, not learn. And the third group is the so-called alcoholic group. The goals of each group are different - the educational and careerist group wants to develop, the cultural and entertainment group wants to be left alone, and the alcoholic group wants to drink.
When there is only one of the named groups in a team - this is a stable team, conflicts in it are unlikely. But even if there is an educational and careerist group and a second, cultural and entertainment group, conflicts are inevitable. The leader is more often an educational-careerist, and his task is to form his own group as dominant, then the team will be stable and effective, since the other group, which finds itself in the minority, will not be able to resist. Find out who belongs to your group and bet on them, give them support, show that you trust them, that you are of the same group.
What to do with an alcoholic group? Clearly - fire. Because if you don’t remove a rotten apple from your plate, everything will go bad. What about cultural and entertainment? If its members perform their tasks well, do not oppose, do not anti-leader, do not interfere, and the group is small, you can work with them, but know that in the long term they will not become your adherents.
The management style chosen can be authoritarian, democratic or permissive. The middle one, democratic, is recommended; authoritarian can be used in emergency situations, and laissez-faire can be used in relation to, for example, simple work that a subordinate has already performed many times.
What is better to use - competition or cooperation? It may seem that competition is more effective because colleagues compete with each other, perform better, and strive to be appreciated. However, from a strategic perspective, this is a more dangerous relationship, fraught with the outbreak of a struggle for resources and influence. Cooperation is more profitable in the long term, especially for the educational and career group. It gives caring attitude and support to each employee of the team, which over time ensures trust and a sense of integrity of the group, whose interests people will be able to put above their own.
Creating a favorable psychological climate in the team
Everyone has heard about the role of the psychological climate and understands its importance, but few people actually deal with it. Moreover, this is necessary and even costly justified, because most conflicts are of a hidden nature, often not even manifested, but the tension between incompatible personalities is often acutely experienced by both parties, taking away resources that could have been invested in the work process.
It is important to create the right psychological atmosphere and invest in the comfort of the participants. Thus, a psychodiagnostic of the children was carried out in the educational team and weak points of interaction were discovered for each. The children were then asked to sit as they wished. It is noteworthy that everyone tried to choose a place with a classmate who complemented him in personality, thereby compensating for his weak points. In those teams where psychological characteristics are taken into account, people get sick less and demonstrate greater productivity.
At work, where there is a favorable psychological climate, employees stay not because of stability or pay, but because of their desire, they value the condition that they receive at work. What are the factors of psychological comfort?
Creating a positive climate is largely influenced not by the corporate psychologist or the HR department, but by the immediate manager. The friendly shoulder of a colleague is no less important. Ask employees in a relaxed atmosphere if they feel that there are people nearby who are ready to help them and lend a shoulder of support.
An employee should know that he is only scolded for real mistakes. Here he has every chance to build a career, there is no nepotism and appointment to leadership positions “through connections.” Moreover, he should have the opportunity not only to grow professionally and personnel-wise, but also personally. Is this a place of work where he learns more, grows above himself intellectually, morally, psychologically? Find out if the employee is willing to stay at work overtime. And, if he is ready, never leave him to work overtime. You must exceed people's expectations and then they will feel satisfied.
Is there humor in the team? Humor helps to cope with stressful, nervous work, especially in the field of working with people, sales, and large transactions. Be sure to regularly celebrate some holidays at work, be it the birthday of an employee, the company, or generally recognized dates - it does not matter what kind of holiday it is and on what scale it is celebrated, what is important is the opportunity for employees to be together, open up and relax.
Some managers take the position that friendship between colleagues is unacceptable. Psychologists disagree with this, arguing that it is necessary for employees to interact through informal channels for natural functioning, comfort, and even team unity. A person in the workplace must be treated not only as an element of the system, but as an individual. If a person realizes himself as a full-fledged person at work, this indicates the effective work of the entire organization.
When there are problems in the team, a manager should reconsider his leadership style and sometimes even himself, character, and personal characteristics that manifest themselves in relation to employees. The most acceptable in most organizations today is a flexible, situational leadership style, which requires managers to combine different leadership styles depending on the goals. The authoritarian style becomes more rare and unacceptable, while the democratic style dominates as the main style. From a psychological perspective, teams with flexible, democratic leadership look much more attractive and are more desirable to job seekers.
However, the first mistake most often occurs at the time of team formation due to the lack of professional selection and compatibility diagnostics in order to create a coherent team. The reasons may be shortcomings of the personnel services, psychologist and manager when they are personally present at the interview. Even if the goal is to reorganize the team later, taking into account the needs and characteristics of the organization and management team, resorting to the services of professionals, after some time this brings positive results.
Psychologists, unlike, unfortunately, many managers, have a positive design approach to personality, according to which a person can always be developed. If a person, for example, has conflicts, but, as often happens, is also a valuable professional, if there is his desire, working with a psychologist, you can reduce the degree of his personal conflict.
by the team are called a type of social community and a set of individuals who interact with each other in a certain way, are aware of their belonging to this community and are recognized as its members from the point of view of others. Unlike other social communities, the collective is characterized by the following main features:
1) sustainable interaction , which contributes to the strength and stability of its existence in space and time;
2) clearly expressed homogeneity of composition , that is, the presence of characteristics inherent in the team;
3) relatively high degree of cohesion based on the unity of views, attitudes, positions of team members;
4) structured - a certain degree of clarity and specificity of the distribution of functions, rights and duties, responsibilities between team members;
5) organization , that is, orderliness, subordination of the collective to a certain order of conducting joint collective life activities;
6) openness - that is, readiness to accept new members.
Qualitative and quantitative indicators of all these main features are united by the concept of “social and psychological climate of the team”
Socio-psychological climate (from the Greek klima (klimatos) - slope) - the qualitative side of interpersonal relationships, manifested in the form of a set of psychological conditions that promote or hinder productive joint activities and the comprehensive development of the individual in a group.
Synonyms for the concept of socio-psychological climate are moral and psychological climate, psychological climate, psychological atmosphere of the team. This term, now widely used, is often put on a par with the concepts of spiritual atmosphere, team spirit and prevailing mood.
The most important signs of a favorable socio-psychological climate:
Trust and high demands of group members towards each other;
Friendly and businesslike criticism;
Free expression of one’s own opinion when discussing issues affecting the entire team;
Lack of pressure from managers 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 state of affairs in their implementation;
Satisfaction with belonging to a team; a high degree of emotional involvement and mutual assistance in situations that cause a state of frustration in any of the team members;
Acceptance of responsibility for the state of affairs in the group by each of its members, etc.
Social and psychological climate of the team reflects the nature of relationships between people, the prevailing tone of public mood in the team, associated with satisfaction with living conditions, style and level of management and other factors. The socio-psychological climate of the team is associated with a certain emotional coloring of the psychological connections of the team, arising on the basis of their closeness, sympathies, coincidence of characters, interests and inclinations.
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 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.
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. Let us refer, in particular, to the statement of the famous Soviet psychologist K.K. Platonov, according to whom the socio-psychological climate (as a property of a group) is one (albeit the most important) of the components of the internal structure of a group, is determined by interpersonal relationships in it, creating persistent moods of the group, on which the degree of activity in achieving goals depends.
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.
Scientists note dual nature socio-psychological climate of the team. On the one hand, he is some subjective reflection in group consciousness the whole set elements social situation, the whole environment. On the other hand, having arisen as a result of the direct and indirect influence of objective and subjective factors on the group consciousness, the socio-psychological climate acquires relative independence, becomes an objective characteristic of the team and begins to have a reverse influence on collective activity and individuals.
Socio-psychological climate- This not static, but very dynamic education. This dynamic manifests itself in the process of collective formation, and in the conditions of functioning of the collective. Scientists have recorded two main stages in the process of collective formation. At the first stage, the emotional factor plays a major role. During this period, there is an intensive process of psychological orientation, establishing connections and positive relationships. At the second stage, cognitive processes become increasingly important. During this period, each person acts not only as a potential or real object of emotional communication, but also as a bearer of certain personal qualities, social norms and attitudes. It is at this stage that the formation of common views, value orientations, norms and symbols occurs.
Another aspect that characterizes the dynamics of the socio-psychological climate of the team is the so-called "climate disturbance". TO " “climate disturbances” include natural fluctuations in the emotional state of a team, periodically occurring ups and downs in mood among the majority of its members, which can occur either within one day or over a longer period. They are associated with changes in the conditions of interaction within the group or changes in the environment. The term “climate disturbances” carries both negative and positive connotations, since these disturbances can interfere with, or can also benefit the life of the collective
Social and psychological factors of organizational effectiveness:
- Focus , characterizing the goals of joint interaction, i.e. the needs, value orientations of members of the organization, means and methods of interaction.
- Motivation , revealing the reasons for the labor, cognitive, communication and other activities of members of the organization.
- Emotionality , manifested in the emotional attitude of people to interaction, in the specifics of emotional, informal relationships in the organization.
- Stress resistance , characterizing the organization’s ability to coordinately and quickly mobilize the emotional and volitional potential of people to counteract destructive forces.
- Integrity , ensuring the necessary level of unity of opinions and consistency of actions.
- Organization , due to the peculiarities of management and self-government processes.
An important condition for the effective functioning of organizations is the presence in it of a favorable socio-psychological climate (SPC), which includes many of the above factors.
Structure of the socio-psychological climate
An essential element in the general concept of socio-psychological climate is the characteristics of its structure. This involves calculating the main components within the phenomenon under consideration according to some unified basis, in particular according to the category of relationship. Then within the structure of the SEC the presence becomes obvious two main divisions – people’s attitudes towards work and their relations towards each other.
In its turn relationship with each other 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.
Under the subject mood implies the direction of attention and the nature of a person’s perception of certain aspects of his activity. Under the tonal– his emotional attitude of satisfaction or dissatisfaction with these parties.
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.
The fact that attitude towards the world(system of value orientations of the individual) and attitude towards oneself(self-awareness, self-attitude and well-being) fall into the rank subsequent and not the nearest ones climate manifestations, is explained by their more complex, multiply mediated dependence not only on the situation of a given collective, but also on a number of other factors, on the one hand, macro-scale, on the other, purely personal.
Indeed, a person’s relationship to the world is formed within the framework of his way of life as a whole, which is never exhausted by the objects of one or another, even the most significant group for him.
The situation is similar with the attitude towards oneself. A person’s self-awareness develops throughout his life, and well-being is significantly dependent not only on his status in the work collective, but often to an even greater extent on the family situation and physical health of the individual.
This, of course, does not remove the possibility of considering the individual’s self-esteem and well-being in this particular group and depending on it.
The well-being of an individual in a team is reflected in the individual’s relationship to a certain group as a whole, the degree of satisfaction with his position and interpersonal relationships in
In its meaning, SPC is close to the concept of team cohesion, which is understood as the degree of emotional acceptability and satisfaction with the relationships between group members. The cohesion of the team is formed on the basis of the similarity of ideas of workers on significant issues of the life of their team.
The most important problem in studying the SEC is identifying the factors that shape it. The most important factors determining the level of psychological climate of the production team are the personality of the manager and the system of selection and placement of administrative personnel. It is also influenced by the personal qualities of the leader, the style and methods of leadership, the authority of the leader, as well as the individual characteristics of the team members.
The leader influences almost all factors that determine the socio-psychological climate. The selection of personnel, the encouragement and punishment of team members, their promotion, and the organization of workers’ work depend on it. Much depends on his leadership style.
Let's give a brief description of these styles.
1) Directive (autocratic). When this leadership style is strictly applied, the leader constructs his behavior in accordance with the principles of the formal structure. Such a leader keeps his distance from the team and tries to avoid informal contacts. He assumes full power and responsibility for what is happening in the organization, tries to personally control the entire scope of relationships in the organization, paying attention not only to the result, but also to the process. Decisions are made by him alone, employees receive only the most necessary information to complete their work. A leader of this type, as a rule, is powerful, demanding, and focused only on the target function.
2) Democratic (consultative). This type of leadership combines an orientation towards both the formal and informal structure of the relationship between the manager and his subordinates. The manager strives to divide power between himself and his subordinates, takes into account the opinion of the team when making decisions, and strives to control only the final result, without going into the details of the process. The employees of such a manager receive fairly complete information about their place in the overall task and about the prospects of their team.
3) The liberal (permissive) leadership style is maximally focused on maintaining informal relationships with employees, delegating their powers and responsibilities to them. The manager gives his subordinates complete freedom, they organize their activities independently, and decisions are made collectively. The manager only, if necessary, intervenes in the production process, exercises control, and stimulates work.
It is these representatives of management who are called upon to most actively participate 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 your individual psychological characteristics).
Optimal management of activities and socio-psychological climate in any (including work) team requires special knowledge and skills from management. The following special measures are applied: scientifically based selection, training and periodic certification of management personnel; staffing primary teams taking into account the factor of psychological compatibility; the use of socio-psychological methods that contribute to the development of skills of effective mutual understanding and interaction among team members (see Socio-psychological training; Business game).
In his activities to optimize the socio-psychological climate, the manager should rely on the most active, conscious, authoritative members of the team.
SEC is the result of joint activities of people, their interpersonal interaction. It manifests itself in such group effects as the mood and opinion of the team, individual well-being and assessment of the living and working conditions of the individual in the team. These effects are expressed in relationships associated with the labor process and the solution of common tasks of the team. Members of a team as individuals determine its social microstructure, the uniqueness of which is determined by social and demographic characteristics (age, gender, profession, education, nationality, social origin). Psychological characteristics of the individual contribute to or hinder the formation of a sense of community, that is, they influence the formation of the socio-psychological climate in the work team.
Foreign researchers highlight such an important psychological concept as trust, which is the basis of organizational success (Robert Bruce Shaw). On the one hand, trust is a problem of relationships between people, i.e. an important component of the organization's security system. But from a broader point of view, trust is a powerful universal force that influences almost everything that happens within an organization and in the relationships between organizations and is at the same time a structural and cultural characteristic of the organization. R.B. Shaw identifies the factors that form trust. This is decency, competence, loyalty, openness of the company's employees. All these factors are considered in interrelation as the “social capital” achieved in the organization.
A certain system of indicators has been developed, on the basis of which it is possible to assess the level and condition of the SEC. When studying it using a questionnaire, the main indicators are usually taken as follows:
Satisfaction of the organization's employees with the nature and content of work;
Relationships with work colleagues and managers;
Satisfaction with leadership style;
Level of conflict in relationships;
Level of professional training of personnel.
By asking questions to respondents, the researcher finds out the range of problems of the organization. Mathematical data analysis allows us to identify the characteristics and factors of favorable and unfavorable SPC, the formation and improvement of which requires managers and psychologists in companies to understand the emotional state of people, mood, and relationships with each other.
EXAMPLE OF REPORT STRUCTURE
based on the results of assessing the socio-psychological climate of the Company
Introduction
Chapter 1. Psychological climate in the organization
1.1 The concept of psychological climate in an organization
1.2 Factors influencing the psychological climate in the team
3Types of socio-psychological climate in a team
4Conflict as the main cause of an unfavorable psychological climate in an organization
1.4.1 The structure of the conflict, its types and causes of occurrence
1.4.2 Main forms of ending conflicts
4.3 Features of conflicts in the management system, their role and consequences
Chapter 2. Theoretical analysis of conflicts in the management system using the example of the organization “Tchaikovsky boarding house for the disabled and elderly”
1 Characteristics of the institution
2 Analysis of the causes of conflicts in the management system
3 Analysis of the actions of the organization’s management in resolving conflicts
Chapter 3. Improving methods for resolving conflicts in the management system
1 Development of proposals for conflict prevention in the analyzed organization
2 Cost-effectiveness of the proposed measures
3 The result of activities to resolve conflicts in the organization
Conclusion
List of sources and literature used
Applications
Introduction
The effective performance of labor functions depends not only on organizational and production conditions, but also on interpersonal relationships, which have a significant impact on a person’s well-being and work results. Speaking about the psychological climate, it is necessary to take into account that we are talking about a relatively stable system of relations that has developed over a certain time and has the possibility of change and development.
Any organized group, including a work collective, has formal and informal structures, where there are their own status and role positions. Different members of the group are more or less similar or differ in what they consider important and acceptable, and what is unimportant and unacceptable, etc. All this creates a psychological microclimate, the mood of the group, and group members either value it or neglect it, and may even quit a job that is essentially interesting to them. In this regard, one of the most important tasks of a practical psychologist in an organization is determined - optimizing interpersonal relationships and creating a favorable socio-psychological climate in the work team, since building and maintaining optimal business and interpersonal relationships, conditioned by positive emotional experiences, is the most important condition not only for working capacity team, but also the creation of highly effective organizations.
The relevance of the topic of the course work is due to the fact that in any organization the problem of selection and placement of personnel is not the only one, but often the most difficult. The more intense the competition in the area where the organization operates, the larger the organization itself (and, therefore, the larger the staff of its employees), the higher the qualifications of the staff, the more acute other problems.
Conflict in itself is not a problem, the problem is what we should do with our differences (R. Fisher).
Conflicts in the team are perhaps the most important cause of an unfavorable climate in an organization. The ability to avoid it and look for optimal ways to resolve it can largely normalize and improve the socio-psychological situation in the team.
Conflict is most often associated with aggression, threats, disputes, and hostility. As a result, there is an opinion that conflict is always undesirable, that it should be avoided whenever possible, and that it should be immediately resolved as soon as it arises. It was believed that the effectiveness of an organization relies more on the definition of tasks, procedures, rules, the interaction of officials and the development of a rational organizational structure. Such mechanisms generally eliminate the conditions conducive to conflict and can be used to solve emerging problems.
But in most cases, existing conflicts are either ignored or not fully resolved. In addition, conflict can be used for good, as a management tool, if used correctly. In my opinion, every company should employ a person who will deal with solving existing conflicts and preventing conflict situations in the future. This will maintain psychological stability in the organization.
The object of research in the work is the Tchaikovsky House - a boarding school for the disabled and elderly.
The subject of the study is the effectiveness of conflict resolution methods.
The purpose of this course work is to study the psychological climate in an organization, analyze the impact of conflicts on the psychological situation, and develop ways to overcome conflict situations in a particular organization based on the material studied.
To achieve this goal, the following tasks were set:
· consider the concept of psychological climate in a team, the influence of conflict situations on its level;
· consider the nature, essence and structure of conflicts;
· show methods of conflict resolution, methods of diagnosis and prevention;
· explore conflicts in municipal government institutions, show general principles, rules, recommendations used in conflict management;
· examine the proposed measures for effectiveness.
In the course of solving the objectives of the course work, the following research methods were used: analysis and synthesis of collected information, method of comparison, generalization and classification.
Textbooks on control theory and articles from magazines served as the theoretical basis for this course work.
The object of research in the work is the existing conflict situations in the Tchaikovsky boarding house for the disabled and elderly.
Chapter 1. Psychological climate in the organization
1.1 The concept of psychological climate in an organization
The conditions in which the members of the work group interact influence the success of their joint activities, satisfaction with the process and the results of their work. In particular, these include the sanitary and hygienic conditions in which employees work: temperature, humidity, lighting, spaciousness of the room, availability of a comfortable workplace, etc. The nature of the relationships in the group and the dominant mood in it are also of great importance. To designate the psychological state of a group, concepts such as “socio-psychological climate”, “psychological atmosphere”, “social atmosphere”, “climate of the organization”, “microclimate”, etc. are used.
Socio-psychological climate (SPC) is the general, relatively stable, psychological mood of employees of one enterprise, which is manifested in various forms of activity. Each team, regardless of the number of people, rarely exists separately, and the interaction of its members is inevitable, be it mutual assistance, result orientation, desire for a common goal and corporate spirit on the one hand, and fatigue, hostility, violation of discipline and theft on the other hand.
Naturally, a favorable atmosphere in a team always has a positive effect not only on the psychological state of each employee, but also on financial (or other) indicators to a large extent. When the psychological climate is positive, the following signs can be identified:
· trust in each other and management,
· feeling of security and stability,
· general optimism and willingness to cope together with even the most difficult situation,
· pleasant communication, support, sympathy between people,
· confidence, attention and warmth, cheerfulness,
· willingness to compromise
· freedom of thought within acceptable limits,
· desire and opportunity to develop professionally and intellectually, to take a creative approach to solving assigned problems,
The opposite situation in a team leads to negative consequences and even the most irreversible ones. Not every manager understands that the human factor plays one of the most important roles in the successful operation of the enterprise as a whole.
Unfavorable working conditions (lack of staff room) give rise to fatigue, apathy, disinterest in work, and hostility towards management is caused by groundless fines, delays or non-payment of wages, and personal grievances. Large groups of people should be subjected to more in-depth analysis to identify the causes of an unfavorable psychological climate with subsequent correction of the current situation. The main features of the analysis are:
· employee productivity;
· degree of staff turnover;
· product quality;
· absenteeism and lateness to work;
· number of customer and employee complaints;
· handling of equipment (carelessness or accuracy);
· degree of commitment to your team of employees.
1.2 Factors influencing the psychological climate in a team
What can influence the psychological climate of a team, making it positive or negative? Of course, sanitary and hygienic conditions contribute greatly to this. These include illumination, humidity, room area, degree of comfort of the workplace, air temperature and much more. For example, when it’s winter outside and the room is poorly heated (perhaps in order to save on heaters), employees feel pronounced discomfort in the workplace, and may also get sick and not come to work at all.
The next factor that significantly influences the psychological climate in the team is the manager himself as a leader. A person who leads a healthy lifestyle, is responsible for his work and has positive moral qualities always acts as a role model among his subordinates. However, here we are talking only about formal leadership. Often a certain mass entertainer appears in a group of people, in other words, an informal leader, who, as a rule, has greater authority than the official leader. The task of the business owner here is to competently direct his efforts in a creative direction, without losing his own authority, otherwise a boycott is inevitable.
In order to create a favorable psychological climate in the team, the manager should select a team where people are compatible with each other in temperament, experience and age through interviews, observation, questionnaires and psychological testing; work with employee motivation (material and non-material incentives, system of sanctions); be a shining example to follow; set clear goals and monitor their quality implementation; create and maintain a corporate spirit (with the help of corporate holidays, corporate uniforms and badges, a good reputation of the company and the prestige of working in this particular company); give everyone the opportunity to realize themselves and have optimistic prospects for the future; ensure normal working conditions.
In other words, the level of psychological climate is influenced by:
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.
Local macro environment, i.e. 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.
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.
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:
· in good working conditions and decent material remuneration;
· in communication and friendly interpersonal relationships;
· success, achievements, recognition and personal authority, having power and the ability to influence the behavior of others;
· creative and interesting work, opportunities for professional and personal development, realization of one’s potential.
The 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.
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.
Psychological compatibility. It is an important factor influencing the SPC. Psychological compatibility is understood as the ability to work together, which is based on the optimal combination of the personal qualities of the participants in the team. 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.
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.
Harmony is the result of employee compatibility. It ensures the highest possible success of joint activities at minimal cost.
The nature of communications in the organization. Acts as a factor of 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.
Leadership style. 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.” 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 leads to success that justifies its use in the eyes of the group, it contributes to a favorable SOC, 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 joint industrial complex. A permissive style may be acceptable only in some creative teams.
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. socio-psychological climate, on which the effectiveness of the organization as a whole largely depends.
1.3 Types of socio-psychological climate in a team
When talking about the socio-psychological climate (SPC) of a team, they mean the following:
· a set of socio-psychological characteristics of the group;
· the prevailing and stable psychological mood of the team;
· the nature of relationships in the team;
· integral characteristic of the state of the team.
There are favorable and unfavorable socio-psychological climates in the organization.
A favorable SPC is characterized by optimism, joy of communication, trust, a sense of security, safety and comfort, mutual support, warmth and attention in relationships, interpersonal sympathy, openness of communication, confidence, cheerfulness, the ability to think freely, create, grow intellectually and professionally, and contribute to development of the organization, make mistakes without fear of punishment, etc.
An unfavorable SPC is characterized by pessimism, irritability, boredom, high tension and conflict in relationships in the group, uncertainty, fear of making a mistake or making a bad impression, fear of punishment, rejection, misunderstanding, hostility, suspicion, distrust of each other, reluctance to invest effort in a joint product, development of the team and the organization as a whole, dissatisfaction, etc. psychological climate conflict team
There are signs by which one can indirectly judge the atmosphere in the group. These include:
· staff turnover rate;
· labor productivity;
· product quality;
· number of absenteeism and tardiness;
· the number of complaints received from employees and clients;
· completing work on time or late;
· carelessness or negligence in handling equipment;
· frequency of work breaks.
The leader can purposefully regulate the nature of relationships in the group and influence the SEC. To do this, it is necessary to know the patterns of its formation and carry out management activities taking into account the factors influencing the SEC.
1.4 Conflict as the main cause of an unfavorable psychological climate in an organization
.4.1 The structure of the conflict, its types and causes
Conflicts are an eternal companion of our lives. And therefore, even the most consistent policy of humanization in enterprises and institutions and the best management methods will not protect against the need to live in conditions of conflict. The word “conflict” has a Latin root and literally means “clash.” The basis of any conflict is a contradiction, which usually leads to either constructive (for example, strengthening group dynamics, team development) or destructive consequences (for example, the collapse of the team). Thus, conflicts in the most general form can be classified as constructive, with a positive sign, and destructive, with a negative sign.
Any conflict situation, in addition to the conflict itself, includes a set of causes and conditions preceding the emergence of disagreements. That is why, in a certain sense, a conflict situation should be understood as a confluence of psychological prerequisites, social conditions and production causes of a potential conflict that has not yet occurred, threatening to be discharged by a real labor conflict, which arises when the conscious behavior of one of the parties comes into insoluble conflict with the interests of the other party.
Conflicts and conflict situations that arise in the workforce can be divided into various types based on many qualification grounds.
In terms of service and communication, conflicts arise between hierarchical levels of management - vertical, as well as between employees of equal rank - horizontal.
Conflicts can arise on a business or personal basis - functional or personal.
Conflicts can be constructive, or creative, and destructive (destructive). The former stimulate the development of the labor collective and its employees, the latter hinder its development, constructive conflicts find their expression in principled disputes, creative discussions, destructive ones - in minor complaints and major denunciations.
Depending on the reasons for their occurrence, there are three types of labor conflicts in an enterprise:
· Conflict of goals, when management subjects see the state of their object differently in the present and future;
· Conflict of divergence of views, when workers differ in their approaches to solving production problems, both in methods of action and in the timing of their implementation;
· Emotional conflict when different categories of personnel have opposing feelings and emotions in their relationships with each other.
In addition to the types of labor conflicts considered, they are also distinguished:
· By degree of expression: hidden, potential, open;
· By the number of participants: personal, interpersonal, intragroup, intergroup, intracorporate and intercorporate;
· By nature of occurrence: psychological, social, economic, organizational, national, ethnic;
· According to the method of resolution: antagonistic and compromise.
Hidden conflicts are characterized by the absence of external forces of interaction between the conflicting parties, open conflicts are characterized by a pronounced clash of opposing parties, the use of direct methods of influencing one’s opponent.
Personal, or internal, conflict arises within the individual and by its nature reflects the discrepancy between the goals, needs, interests, motives of a person and an organization in the process of their common production activities.
Interpersonal and group conflicts are characterized by the presence of uncoordinated actions between individual workers or their groups. In the labor relations of workers of various categories, such conflicts occur most often.
Social conflicts are considered the highest stage of development of contradictions in the labor relations of individual workers, professional groups, and entire departments that arise in the absence of an objective, fair assessment of the results of their production activities.
The value over which a conflict of interests between the parties arises is called the object of the conflict. It is associated either with organizational or technological difficulties, peculiarities of remuneration, or with the specifics of business and personal relations of the conflicting parties.
The subject of the conflict is those contradictions that arise between the interacting parties and which they try to resolve through confrontation. The subject of the conflict can be economic and social benefits, material and spiritual values, political regimes, legal institutions, ideological doctrines, religious beliefs, human rights and freedoms, moral and aesthetic ideals, various traditions, etc.
Conflicts arise over some object, but their essence is expressed in the subject of the conflict.
Let's consider the structure of the conflict. Each conflict has a more or less pronounced structure, which includes:
· Goals: subjective motives of its participants, determined by their views and beliefs, material and spiritual interests;
· Opponents: specific participants in conflicts;
· Reason for the collision;
· The cause of the conflict.
The task of optimizing the socio-psychological climate of teams dictates the need to identify the causes of conflicts between their members.
In modern production, three groups of common causes that cause conflict situations in work collectives can be distinguished. The first is associated with shortcomings in the organization of production, rationing and remuneration of personnel; the second - with shortcomings in production management, incorrect placement of workers in jobs, not taking into account their qualifications and psychological characteristics; the third - with interpersonal relationships within the production team.
In general terms, the following causes of labor conflicts can be identified: the personality of the manager, the competence of managers, the psychological compatibility of workers when performing common work.
The concept of “psychological incompatibility” is used to denote the optimal combination of personal qualities of employees in a single team. In conflict situations, the negative definition of “psychological incompatibility” is more often used, which means not just a difference in value systems, the absence of non-production connections, disrespect or hostility of people towards each other - it is the inability to understand each other in critical situations, differences in attention, thinking, and others congenital and acquired personality traits that interfere with joint work activities.
In addition to the general psychological causes of conflicts, there are many other production factors at the enterprise that cause internal dissatisfaction among employees with socio-economic conditions and the results of their work:
· Monotonous nature of the work performed;
· Violation of the rhythm of production;
· Shift work mode;
· Frequent overtime work;
· Harmful working conditions;
· Disadvantages in labor regulation;
· Dissatisfaction with pay;
· Lack of conditions for advanced training;
· Dissatisfaction with relationships with management;
· Difficulty in relationships with the team.
Based on the foregoing, we can conclude: the higher the level of socio-psychological culture of the members of the work collective, and first of all its leader, the more place business, constructive conflicts will have in his life. And vice versa, the lower this level, the more widespread personal conflicts become, playing a destructive role.
In well-managed manufacturing units, the area of business conflicts tends to be kept away from the area of personal conflicts. Under such conditions, the overall level of conflict management at a given enterprise increases noticeably.
Business conflict is usually constructive and mobile in nature: the conflict situation disappears as soon as the production problem disappears.
1.4.2 Basic forms of ending conflicts
The end of a conflict is the end of a conflict for any reason; it is the activity of the subjects of the conflict, based on the desire to resolve the conflict and the problem that led to it. The method of conflict resolution involves the active actions of managers and all personnel in achieving a positive outcome of the conflict situation that has arisen.
Basic forms of ending a conflict:
·permission;
· attenuation;
settlement;
elimination;
· ending by escalating into another conflict.
Let's look at each form in detail.
The first two forms of completion are carried out by the parties to the conflict.
Permission requires the joint participation of opponents in changing their initial positions. This can happen through mutual concessions or mutual compromise between the warring parties or through the establishment of cooperation.
Attenuation is a temporary and partial end to a conflict. The contradiction that caused the clash is not resolved, and tensions may remain between the opponents. Leads to a similar form of completion : changing the priorities of the motives driving opponents; loss of significance of the object of the conflict situation; insufficient forces to continue the conflict or depletion of resources.
Conflict resolution and resolution are forms of closure that occur with the participation of independent parties. A settlement can occur without the consent of the conflicting parties.
As a result of ongoing negotiations, third parties reduce the conflict to a compromise resolution and seek concessions from the main subjects of the conflict. Elimination conflict is based on a radical change in the elements of the conflict structure. This is a fairly tough form of conflict resolution, but in some conflicts it is the only possible one.
Resolution methods when eliminating conflict:
· long-term temporary prevention of interaction between conflicting parties;
· ensuring complete exclusion of interactions between opponents;
· liquidation of the object of the conflict;
· satisfying the interests of all subjects of conflict interaction.
Sometimes during conflict interaction a new object of conflict appears. If its significance for opponents is greater than the previous object, then their interaction develops into another conflict. This form of conflict resolution is possible both with independent joint actions of the conflicting parties, and with the participation of a third party in resolving the conflict.
With any form of conflict resolution, it is important to understand when the conflict can be considered completed.
Main criteria for ending the conflict:
· satisfaction of the conflicting parties with the results of completion;
· cessation of opposition;
· achieving the goal of one of the parties;
· division of the object of conflict between opponents;
· elimination of one of the parties to the conflict;
· change in the position of one of the parties to the conflict.
Complete conflict resolution involves identifying and eliminating the main causes that gave rise to the conflict situation, as well as changing the main goal or attitude of the conflict participants to production activities. Unresolved conflicts may subsequently lead to new labor disputes.
1.4.3 Features of conflicts in the management system, their role and consequences
Conflicts in management are conflicts that arise in the work team between a manager and a subordinate (vertical conflicts).
The nature of subordination in the relationship between a subordinate and a manager can extend to two spheres: official and personal.
Official relations presuppose formal rules and regulations, and require the fulfillment of the employee’s functional instructions.
Personal relationships that arise during informal relationships can reveal a discrepancy in temperaments and characteristics of the interaction between a manager and a subordinate, which also affects the nature of the relationship. The manager defines a set of requirements and roles that the subordinate must fulfill, organizing all the conditions for their fulfillment.
Almost always, the opportunities and conditions do not coincide with the requirements, so a conflict arises. Conflicts between a subordinate and a manager are determined by the following features:
· interpersonal conflicts in production are the most conflict-producing, since they are located in the “person-person” system;
· the substantive content of the activity in the relationship between the subordinate and the manager is important, since the quality of the subordinate’s professional activity and the result of his work depend on it;
· The occurrence of conflicts occurs more with more intense and frequent joint activities between the manager and the subordinate.
More than half of the conflicts occur at the “immediate manager - subordinate” level. Therefore, relations between a manager and a subordinate who are close in status position are more conflict-generating than relations with a large status distance.
Poorly organized communication between a manager and a subordinate is the main cause of conflicts in relationships. If there are several managers, the subordinate must be clearly aware of the continuity of their requirements and perform the work, guided by the existing hierarchy in the workplace. When managing a large number of subordinates, the manager must quickly manage the functional responsibilities of each employee. This will help prevent or reduce the number of conflicts in management.
Organization of working conditions is an important condition in preventing “vertical” conflicts. In other words, all functional responsibilities of subordinates must be provided with the means to perform them.
In the scientific literature, one can trace different attitudes towards conflicts. Conflict, as a phenomenon, is always undesirable, which should, if possible, be avoided and resolved immediately. This attitude is clearly visible in the works of authors belonging to the school of scientific management and the administrative school. Authors belonging to the “human relations” school also tended to believe that conflict should be avoided. But if conflicts were present in organizations, they considered this as a sign of ineffective activity and poor management.
The modern view is that even in well-managed organizations, some conflict is not only possible, but may even be desirable. In many cases, conflict helps to highlight diversity of viewpoints, provides additional information, helps identify problems, etc.
Thus, conflict can be functional and lead to increased organizational effectiveness. Or it may be dysfunctional and lead to decreased personal satisfaction, group cooperation, and organizational effectiveness. The role of conflict mainly depends on how effectively it is managed.
Let's consider the functional consequences of the conflict.
Conflicts contribute to development and change in the organization, as they reveal shortcomings in the organization and reveal contradictions. They help reduce resistance to change.
Conflicts help maintain dynamic balance and social stability. The reasons are revealed, and do not go deeper, where they are even more intensified and have a destructive effect on the organization.
Conflict can also reduce the potential for groupthink and submissiveness syndrome, where subordinates do not express ideas that they perceive to be contrary to those of managers. This can improve the quality of the decision-making process, as additional ideas and “diagnosis” of the situation lead to a better understanding of it; symptoms are separated from causes and additional alternatives and criteria for their evaluation are developed.
Through conflict, group members can work through possible implementation problems before the decision is implemented.
Conflicts contribute to the formation of group solidarity, which makes it possible to eradicate the causes of internal disunity and restore unity. But it is necessary to cancel that such an impact is exerted by conflicts that affect only such goals, values and interests that do not contradict the fundamentals of intra-group relations. Typically, such conflicts contribute to changing intragroup norms and relationships in accordance with the urgent needs of individuals or subgroups.
In the process of conflict, the problem can be resolved in a way that is acceptable to all parties, and as a result, people will feel more involved in solving the problem. This, in turn, minimizes or completely eliminates difficulties in implementing decisions - hostility, injustice and being forced to act against one's will.
As a result of conflict, the parties will be more inclined to cooperate rather than antagonize in future situations that may involve conflict.
Conflict contributes to the structuring of an organization by determining the position of various subgroups within the system, their functions and the distribution of positions of power between them.
If an effective way to manage conflict is not found, the following dysfunctional consequences may arise, i.e. conditions that interfere with achieving goals:
· Increased emotional and psychological tension in the team;
· Dissatisfaction, poor morale and, as a result, increased staff turnover and decreased productivity;
· Less cooperation in the future;
· Obstruction of change and introduction of new things;
· High loyalty to one's group and more unproductive competition with other groups in the organization;
· The idea of the other side as an “enemy”, the idea of one’s goals as positive, and the goals of the other side as negative;
· Curtailment of interaction and communication between conflicting parties;
· An increase in hostility between the conflicting parties as both interaction and communication decrease.
Conflict often changes priorities so much that it jeopardizes the true interests of the parties.
The basis of any conflict is a situation that includes either contradictory positions of the parties on any issue, or divergent interests, desires, and inclinations of opponents. For a conflict to begin to grow, an incident (reason) is necessary when one of the parties begins to act, infringing (even unintentionally) on the interests of the other party.
Thus, conflict = conflict situation + incident.
Chapter 2. Theoretical analysis of conflicts in the management system using the example of the organization “Tchaikovsky boarding house for the disabled and elderly”
.1 Characteristics of the institution
The Tchaikovsky boarding home for the disabled and elderly is a state-owned inpatient social service institution subordinate to the Department of Social Protection of the Population of the Perm Territory.
Currently, the activities of boarding homes for the disabled and elderly are regulated by the following regulations:
· Decree of the Government of the Russian Federation of April 15, 1995 No. 338 “On the development of a network of special boarding houses for the elderly and disabled”;
· Order of the Ministry of Social Protection of the Russian Federation dated October 11, 1993 No. 180 “On the organization of boarding homes (mercy departments for the elderly and disabled)”;
· Resolution of the Ministry of Labor of the Russian Federation 02/15/2002 No. 13 “On approval of standards for the number of workers in boarding homes for the elderly and disabled”
· Charter of the regional state autonomous inpatient social service institution “Tchaikovsky boarding house for the elderly and disabled” (hereinafter referred to as the “Charter”).
The boarding home for the disabled and elderly provides services to citizens who have partially or completely lost the ability to self-care and need constant outside care. In accordance with the law, those in need are considered to be elderly citizens (men over 60 years of age, women over 55 years of age), disabled people of the first and second groups over 18 years of age, who require constant assistance due to the complete or partial loss of the ability to move independently and self-care. .
Thus, the main goal of the Tchaikovsky boarding house is to create favorable living conditions for the disabled and elderly, organize care and provide them with medical care, conduct medical, social, and labor rehabilitation and organize social and cultural work.
In accordance with the Charter, elderly citizens and disabled people living in stationary social service institutions are provided with:
) material and household services (provision of living space, organization of rehabilitation activities, medical and labor activities, cultural and community services);
) catering, everyday life, and leisure services (hot meals, including dietary, provision of clothing, shoes, bedding, creation of conditions for religious ceremonies, etc.);
) socio-medical and sanitary-hygienic services (organization of treatment and preventive work within the scope of the basic compulsory health insurance program, provision of care, assistance in conducting medical and social examinations, carrying out rehabilitation measures, providing assistance in hospitalization, providing psychological support, providing sanitary hygienic conditions in the premises);
) services related to social and labor rehabilitation (creating conditions for the use of residual labor opportunities);
) legal services;
) assistance in organizing funeral services.
When receiving social services, elderly citizens and disabled people living in inpatient social service institutions have the right to respectful and humane treatment from staff, to receive information about the conditions for the provision of social services, their rights and responsibilities, to maintain the confidentiality of their personal data, and the right to protection their interests, including in court.
The Tchaikovsky boarding house uses a linear-functional management structure (Fig. 1). This is due to the fact that with such a structure complex organizational departments are not created. It implies a clear division of rights, duties and areas of responsibility, which, of course, has a beneficial effect on the effectiveness of the institution.
Rice. 1. Organizational structure of the institution
Let's consider the main items of expenses and income in order to determine the resource capabilities of the organization.
Table 1
Profit and costs of the organization, 2011
Total per year, rubles Profit, including: 350,000 - government subsidies 220,000 - charity 74,000 - financing of planned annual repairs 56,000 Costs, including: 263,000 - wages 207,000 - cosmetic repairs of premises 56,000
Thus, it is proposed to allocate funds for activities to prevent and resolve conflict situations from the wage fund when the salary of an assistant social work specialist is reduced and from funds received as charity.
2.2 Analysis of the causes of conflicts in the management system
A boarding house is a social and medical institution, which means that the main goals of its functioning should lie in the social plane. In an institution, there is constant contact between people and groups, therefore, conflicts are inevitable.
To analyze the problem of conflicts in the management system of this organization, I used the method of observing employees in an informal setting and in a work environment, as a result of which the following conflict situations were identified:
1.Conflict between medical workers: at the end of the working day, the nurse who was handing over her shift to her partner left a mess behind (syringes were not removed, cotton wool was scattered), and a report on the medical materials used during the shift was not provided, which indicated non-compliance with the job description. This conflict is of an organizational nature. In addition, there is interpersonal hostility between nurses. The conflict was resolved by the director: the nurse was reprimanded for non-compliance with her job description, and another nurse was transferred to another department of the boarding school.
2.The conflict occurred directly between the director of general affairs and the director of the organization. It was as follows: the object of the conflict was the position of an assistant social work specialist. The parties were unable to agree on reducing this rate. The director argued the need to reduce staff due to the crisis and financial difficulties. He suggested that the assistant’s responsibilities be distributed between a social work specialist and the head of the social unit. The Director of General Affairs, referring to the job descriptions and work regulations of these specialists, as well as having analyzed their volume of work, expressed disagreement with the proposed measures. On this basis, an open conflict arose. A way out of the conflict situation was proposed by the chief accountant. It consisted of reducing expenses for household needs for personnel. Thus, this conflict is constructive.
The above situations are interpersonal conflicts, namely the clash of personalities with different characters, views, and values.
During this work, I also used the method of questioning the organization’s employees in order to identify potential conflict situations (Appendix 1). In the team, there was a conflict between the head of the department and the employees. The subject of the conflict was the systematic lateness of employees to work without a good reason. According to the employees of the department, this is due to insufficient motivation for responsible work in the organization, namely: low wages and lack of proper conditions for work and rest. The head of the department was asked to analyze the current situation and prepare possible options for resolving the current conflict.
Let us analyze the causes of conflicts that arise in the institution. Firstly, this is imperfect remuneration of personnel, as a result of which there is a clear reluctance of employees to work in the organization. Secondly, there are shortcomings in the organization of workers’ work: untimely replenishment of consumables (cotton wool, bandages, etc.), lack of an employee rest room. Thirdly, this is the incorrect placement of workers in workplaces, in particular, without taking into account personal preferences, and, as a consequence, conflict between employees and their disorganization. Fourthly, there is a tense relationship between the organization's management and its staff.
Thus, we can highlight the existing problems in the organization:
1.interpersonal conflicts, in particular conflicts among staff;
2.intracorporate: conflict between management and staff.
2.3 Analysis of the actions of the organization's management in resolving conflicts
Not all conflicts can be prevented. Therefore, it is very important to be able to get out of conflict.
Conflict resolution is a multi-stage process that includes analysis and assessment of the situation, selection of a conflict resolution method, formation of an action plan, its implementation, and assessment of the effectiveness of one’s actions.
In paragraph 2.2, an analysis was made and an assessment was made of the existing conflicts in the organization in question. At this stage, we will consider the actions of the institution’s management to smooth out conflicts in the team. The actions of the director of the boarding school can be described as authoritarian. In particular, all decisions are made by him alone, without organizing general meetings and discussing problems. All decisions are binding. From the point of view of organizational management, this approach to conflict resolution is ineffective.
The result of the director’s actions is the aggravation of the conflict between the management and employees of the institution.
Chapter 3. Improving methods for resolving conflicts in the management system
.1 Development of proposals for conflict prevention in the analyzed organization
To resolve conflict situations we will use intrapersonal and structural methods. Let's look at each of them in more detail.
· Intrapersonal methods consist in a person’s ability to correctly organize his own behavior, express his point of view, without causing a defensive reaction on the part of the other person. Some authors suggest using the “I am a statement” method, i.e. a way of conveying to another person your attitude towards a certain subject, without accusations or demands, but in such a way that the other person changes his attitude. This method helps a person maintain his position without turning his opponent into his enemy. “I am a statement” is structured in such a way as to allow the individual to express his opinion about the current situation, to express his positions.
· Structural methods are methods of influencing primarily organizational conflicts that arise due to improper distribution of powers, labor organization, adopted incentive system, etc. Such methods include: clarifying job requirements, coordination and integration mechanisms, organization-wide goals, and the use of reward systems.
The director of the nursing home was proposed the following measures to prevent new and resolve existing conflict situations:
· Periodic organizational meetings with the team to discuss general issues related to the organization of work and its improvement. A necessary condition is that every employee must have the right to express his opinion on a particular issue.
· Conducting personal conversations with each staff member on the topic of relationships in the team, the need to work on oneself, as well as clarification of work regulations and job descriptions according to the position held;
· Organizing a place for rest and meals for employees;
· To motivate employees, a number of measures were proposed: this included consideration of the issue of free meals for the team and travel to the place of work, drawing up a staff work schedule taking into account the needs of the organization and the personal preferences of employees, organizing financial assistance for needy employees of the institution through the formation of a “Mutual Aid Fund”;
· Creation of a “Book of Complaints and Suggestions” for employees of the organization in order to identify potential conflict situations in the team and the opportunity to propose measures to eliminate them.
These proposals were implemented.
First of all, a general meeting was held and problems that led to constant conflicts in the team were identified. In particular, any employee had the opportunity to propose their own ways to improve work. At the meeting, the director talked about the “Book of Complaints and Suggestions,” in which anyone can make an entry anonymously.
In addition to the general meeting, the director held a conversation with the administration of the boarding home. Job descriptions of employees were reviewed, work schedules were revised, and the problem in the team was analyzed.
The result of the above measures was a noticeable decrease in the negative attitude of employees towards management. Changes were made to the organization of personnel work.
The situation has stabilized. All existing conflicts have been resolved.
Separately, I would like to highlight activities aimed at reducing negative attitudes in management and towards the organization as a whole. This relates to the social policy of the enterprise. The management was presented with some benefits and guarantees for employees:
a) monetary form:
payments by the enterprise for the acquisition of property and assets;
paid release from work (upon marriage, serious illness of family members, death of parents, etc.);
additional vacation money;
compensation for shorter working hours for older workers;
subsidies and disability benefits paid by the health insurance fund;
monetary rewards provided in connection with personal celebrations or holidays, Christmas rewards (money or gifts);
b) in the form of providing for the employee in old age (in addition to the state pension and private insurance of the employee):
additional pension provision within the enterprise;
one-time remuneration for pensioners from the enterprise;
c) in the form of use of social institutions of the enterprise:
benefits in using canteens;
use of rest houses, sanatoriums;
provision of places on preferential terms in preschool institutions, etc.
It is also necessary to pay attention to preventing conflicts in the organization. To this end, the following measures are proposed.
Objective-subjective conditions for preventing conflicts in an organization include organizational and managerial factors, including optimization of the organizational structure of the enterprise, optimization of functional relationships, monitoring the compliance of employees with the requirements placed on them, making optimal management decisions and competently assessing the performance of other employees. Measures to prevent conflicts include eliminating the socio-psychological causes of conflicts and blocking the personal causes of conflicts.
The interaction strategies developed by its participants often become decisive for the outcome of a conflict. Of the known five basic strategies (competition, compromise, cooperation, avoidance and accommodation), cooperation has been proposed as the most difficult of all styles, but at the same time the most effective in resolving conflict situations. Its advantage is that the parties find the most acceptable solution, turning them from opponents into partners. It means finding ways to involve all participants in the conflict resolution process and striving to meet the needs of all.
It is best to start implementing this strategy with phrases like: “I want a fair outcome for both of us,” “Let’s see how we can both achieve what we want,” “I came to you to solve our problem.”
However, such a strategy requires the ability to explain your decisions, listen to the other side, and restrain your emotions. The absence of one of these factors makes this style ineffective. Based on this, management was asked to hold a conversation with staff on the topic of self-control.
3.2 Cost-effectiveness of the proposed measures
Before assessing the economic efficiency of events, it is necessary to establish the timing of the events and performers.
table 2
Timing of the proposed events, their goals and performers
Activities Goal Performers Deadlines Development of normative and regulatory documentation (work regulations) Providing a legal and regulatory framework for the work of personnel Human Resources Department 1 month Development of a budget for ongoing activities Control over the expenditure of funds Chief Accountant 1 week Creating a favorable psychological environment Reducing the likelihood of conflict situations, creating such conditions for activity and interaction of people that would minimize the likelihood of the emergence or destructive development of contradictions between them. Director Economic Department Human Resources Department 1 month Monitoring the progress of implementation of proposed conflict management measures Reducing the degree of non-fulfillment of goals, introducing measures to manage and minimize conflicts in the Nursing Home Director Human Resources Department All year
In order to find out how effective the proposed measures are, it is necessary to conduct economic calculations confirming the effectiveness of the proposed changes.
The costs of developing normative and regulatory documentation include the provision of draft documentation for approval, approval of a pre-project proposal, and approval.
Table 3
The total cost of carrying out the proposed activities
Event days hours Number of employed people Amount, rub. Preparation of documentation 54012000 Creation of a “Book of Complaints” for employees 1 -1 50 Redesign of the eating and rest room 21-625000 Improvement of the work schedule 181400 Creation of a “Mutual Assistance Fund” 10 --- Organization of free meals for employees 30904450 Total 27900 Thus, the cost of developing normative and regulatory documentation is 27,900 rubles, including one-time costs that make up the majority of expenses: 27,450 rubles.
Investment for the implementation of measures is proposed through funds received from the state in the form of financial assistance allocated for the renovation of premises, as well as through a reduction in the salary of an assistant social work specialist. In addition, the organization’s management has been proposed to use part of the funds received in the form of charity for the Program.
The next stage is to determine the economic effect of the implementation of the proposed measures. All of the above measures and the costs associated with their implementation are presented in Table 3. Based on the data obtained from the table, we will determine the main indicators of economic efficiency.
Table 4
Changes in profit and cost indicators for the proposed activities
Indicators 2011, ruble 2012 (plan), ruble Changes, ruble Costs: 263,000 231 450, including wages 207,000 200,000-7,000 repairs of premises 56,000 25,000-31,000 free food 6,450+ 6,450 Profit 350,000335 000- 15 000
Thus, based on the results of the analysis, we can conclude that the “Home for the Elderly and Disabled”, when implementing these measures, will reduce costs by 31,550 rubles while reducing profits by 15,000 rubles. In other words, profits will remain positive.
Managerial work can be considered as the sum of resolved managerial situations, and the quality of decisions can be considered as a determining criterion for the effectiveness of this work. The criterion for the quality of solutions is their practical implementation.
In practice, an indicator is used that indirectly assesses the quality of management decisions made through the number of decisions made, and is calculated using the formula:
Where Kk is the quality coefficient of management decisions, or their effectiveness;
Рп - number of decisions made;
Рв - number of completed solutions;
Рн is the number of low-quality decisions made.
Expressed as a percentage, this indicator essentially characterizes the quality of management.
Let us present in the form of a table all the measures to resolve conflict situations before the proposed measures and after they are carried out. Next, we will calculate the effectiveness of the measures taken and compare their indicators.
Table 5
Activities aimed at eliminating conflict situations in the organization, 2011
Decision Was carried out Was carried out poorly or not at all General meeting + Personal conversations + Fines and punishments + Dismissal of employees + Changes in work schedules + Total32
Table 6
Activities aimed at eliminating conflict situations in the organization, 2012
The decision was carried out. Was carried out poorly or not at all. General meeting + Personal conversations + Fines and punishments + Changes in work schedules + Organization of rest areas for employees + Question about free of charge. nutrition for employees+Creation of a “Mutual Assistance Fund”+Creation of a “Book of Complaints and Suggestions” for employees+Adjustment of employee work schedules+Celebration of internal holidays+Total83
Thus, in 2011 the effectiveness of the measures was:
When carrying out the proposed measures, their effectiveness was:
Thus, we can draw a conclusion about the effectiveness of the proposed measures to resolve conflict situations in the organization, or in other words, the effectiveness of solving the assigned tasks.
3.3 The result of conflict resolution activities in the organization
In the course of carrying out activities to resolve conflict situations in the organization, management revised the employee labor system (schedules and the workplace itself), wages according to the position held, volume of work and performance.
The employee motivation program was reviewed, and most of the measures to increase employee loyalty to the organization and management were put into practice.
The result of the work done was:
1.reduction of conflict situations in the team, some conflicts are completely eliminated;
2.improving the working mood in the team;
.team cohesion;
.the desire of each employee to work in this organization - increased loyalty;
.improving the attitude of employees towards the sick and elderly at the Home for the Disabled.
Conclusion
Each person has his own goals in life related to various areas of life. Everyone strives to achieve something of their own or tries to do something in their own way. But often people connected by joint business activities clash in their interests, and then a conflict occurs. Conflict, as an event, disorganizes people.
In everyday life, conflict situations for the most part bring nothing other than stress and temporary mental imbalance. While for a manager, conflict is one of the main enemies, because its consequences can be the most unpredictable. Therefore, one of the functions of a manager, as a person working with people, is the ability to prevent the occurrence of conflict situations, smoothing out their consequences, resolving disputes, and the ability to lead people from hostility of interests to cooperation and mutual understanding.
But often managers who cannot concentrate or control themselves in a conflict situation, or take an objective position, instinctively try to either prevent the conflict or postpone it, which does not provide a complete solution to problems in the business team.
In this work, using the example of the organization “Tchaikovsky Boarding Home for the Disabled and Elderly,” the conflict situation was analyzed both among the organization’s employees and between employees and management. The characteristics of conflicts and their causes were given. In addition, management actions to prevent them were assessed.
Based on the analysis of the information received, a plan was drawn up to resolve conflicts and disputes between employees. To implement the proposed measures, management drew up an action plan.
The result of management's actions was a decrease in conflicts in the team, an increase in loyalty to the organization and the overall performance of employees.
The proposed measures turned out to be quite effective in solving the assigned problems.
List of sources and literature used
1. Antonova N.V. Psychology of management. Textbook allowance, - 2010
2. Bukhalkov M.I. Personnel management: Textbook. - 2nd ed., rev. and additional - M.: INFRA-M, 2008
Kuzmina T.V. Conflictology #"center"> Annex 1
Questionnaire of the organization's employees
1.Indicate your gender:
2.Please indicate your age:
55 years or more
3.Please indicate the nature of your work
Constant
Temporary
4.How long have you worked for this organization:
Less than a year
From 1 year to 5 years
Over 5 years
5.Do you think there are conflicts in the team?
6.If you think that there are conflicts in the team, which group would you classify them as?
Interpersonal
Conflicts with management
Household
Other _____________________________________________________
7.What do you think is the reason for the existing conflicts with management?
Low wages for employees
Poor organization of work and rest for employees
Lack of management interest in the team
Other _____________________________________________________
8.What measures, in your opinion, would help prevent and resolve existing conflicts directly in your organization?
___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
9.Are you satisfied with your job?
Tutoring
Need help studying a topic?
Our specialists will advise or provide tutoring services on topics that interest you.
Submit your application indicating the topic right now to find out about the possibility of obtaining a consultation.
The most important problem is to identify the factors that shape the socio-psychological climate in the team. The most important factors determining the level of professional psychological climate in the team will be the system of selection and placement of administrative personnel, as well as the personality of the leader. The climate of the team is also influenced by the personal qualities of the leader, the style and methods of leadership, the authority of the leader, as well as the individual characteristics of the team members.
The leader influences almost all factors that determine the socio-psychological climate. The selection of personnel, the encouragement and punishment of team members, their promotion up the career ladder, and the organization of workers’ labor depend on it. Much depends on his leadership style.
Team management is a combination of science and art. From the point of view of American management, the essence of management is to do the work not with one’s own hands, but with someone else’s hands. In fact, an even more difficult task is to make not only other people’s hands work, but also other people’s heads. Therefore, it is unreasonable to rely only on yourself, considering yourself omniscient and able to do everything. You should never do for yourself what subordinates can and should do (except in cases of personal example).
The implementation of each task must be monitored and evaluated (forms of control should not be totalitarian); lack of control may lead the employee to believe that the work he is doing is unnecessary. There is no need to turn control into petty custody. If an independent solution to a problem proposed by an employee does not in principle contradict the point of view of management, there is no need to fetter the employee’s initiative and argue over trifles.
Each employee's achievement and initiative should be immediately celebrated. You can thank a subordinate in the presence of other employees. A person is encouraged by a positive assessment of his actions and upset if success in his work is not noticed and appreciated. When an employee turns out to be more talented and successful than his manager in some way, this is not something negative; the good reputation of subordinates is praise for the leader and is credited to him.
There is no need to reprimand a subordinate who has committed a minor offense in the presence of other persons, employees or subordinates; humiliating a person is not the best way to educate. There is no point in criticizing people. More constructive would be criticism of their mistakes, indicating from what shortcomings such errors may occur. And even more so, there is no need to point out these shortcomings in a person - he must draw all the conclusions himself.
In a conflict situation, the use of harsh, offensive words will be destructive (if the situation can be resolved without them). It is very important: a spark of respect, and especially sympathy, planted by a leader in the soul of a subordinate can charge him for creative selfless work, regardless of time.
Precise formulation of your thoughts: the manner of speaking reveals professional literacy, managerial competence, and general culture. An easily outlined and formulated thought encourages communication and eliminates the potential for conflict caused by misunderstanding. A correctly made remark eliminates unnecessary irritation. Sometimes it is useful to make comments in the form of a question: “Do you think there is a mistake made here?” or “What do you think...”
A manager’s ability to defend the interests of the entire team and each of his subordinates is a good means of gaining authority and uniting workers into a single group.
Trust and distrust are the most important personality qualities on which the socio-psychological climate in the team depends. Excessive, excessive gullibility distinguishes inexperienced, easily vulnerable people. They find it difficult to be good leaders. But the worst thing is suspicion of everyone. The mistrust of a leader almost always breeds mistrust of subordinates. By showing distrust of people, a person almost always limits the possibility of mutual understanding, and therefore the effectiveness of collective activity.
Delegation of authority stimulates the development of abilities, initiative, independence and competence of subordinates. Delegation often has a positive effect on employee motivation and job satisfaction.
Objective contradictory situations that arise in people’s activities create the potential for conflicts that become reality only in combination with subjective factors. Whatever objective conditions exist, people ultimately come into conflict, therefore, how it develops depends on their attitude to the situation, their perception of it. The human factor in the emergence of conflict is associated both with the characteristics of the team and with the individual personal characteristics of people. The psychological climate that has developed in a team influences the background level of conflict in it and how people experience intense stressful situations. The escalation of complex situations into conflicts is more often observed in teams with a low level of development, characterized by the disunity of its members, the lack of unity among them on issues of joint activities and other aspects of interaction. The level of development of the collectivist principle itself turns out to be one of the factors that determines the collective’s ability to optimally overcome difficulties and difficult situations and, conversely, the potential tendency for conflicts to arise. The predominance of certain personal qualities among team members affects the relationships that develop within the team, the nature of its mental state, gives it a certain feature that can contribute or hinder its unity. Negative character traits especially hinder team unity: resentment, envy, painful pride.
In general, conflict is understood as a collision of oppositely directed actions of workers caused by divergent interests, views, and aspirations. Conflict comes with tension in relationships.
Frequent causes of conflicts are:
Disadvantages in the organization of rationing and remuneration. The spiritual comfort of people largely depends on the degree of implementation of the principle of social justice. It is very important that those workers who work better receive more.
Disadvantages in the organization of management caused by the incompetence of the manager, the discrepancy between his personality and the level of maturity of the team; his insufficient moral education, as well as low psychological culture.
Imperfection of the team itself or its individual members: lack of conscious discipline, which hinders the work of the leader and the development of the entire team; the prevailing rigidity and inertia in the structure of the team’s activities, which leads to great resistance to innovation, unhealthy relationships between regular workers and newcomers; psychological and moral incompatibility of individual team members, transfer of personal misfortunes, troubles of individuals to relationships in the work collective, etc.
Team unity involves, first of all, identifying the causes of conflict and carrying out appropriate preventive work, which can be carried out in the following areas:
Improving the organization and working conditions, ensuring the rhythm and strict coordination of the production process, which gives workers moral satisfaction with their work;
Selection of personnel and correct placement of personnel, taking into account their socio-professional characteristics and psychological compatibility, which reduces the likelihood of conflict;
Development of criticism and self-criticism, etc.
However, it is impossible to completely avoid conflicts in a team. As a rule, no team can do without conflicts. Moreover, conflicts have both negative and positive consequences. They help team members get to know each other, gain a more complete understanding of mutual expectations and claims, and the administration - about shortcomings in the organization of work, everyday life, and production management. Therefore, it is very important that the clash of views and positions of the conflicting parties does not alienate them from each other, so that controversial issues are resolved and cease to be controversial, so that the conflict does not take a destructive path. In this regard, the behavior of those in conflict, the culture of conflict, acquires special significance.
Thus, the socio-psychological climate is the psychological mood in a group or team. The main factors of the psychological climate: vertical and horizontal relationships, their style and norms, and then various components of the production environment (organization and working conditions, stimulation system). The nature of the socio-psychological climate generally depends on the degree of development of the team. There is a direct positive connection between the socio-psychological climate of the team and the effectiveness of the joint activities of its members.
The socio-psychological climate is the result of the joint activities of people and their interpersonal interaction. It manifests itself in such group effects as the mood and opinion of the team, individual well-being and assessments of the living conditions and work of the individual in the team. These effects are expressed in relationships associated with the labor process and the solution of common tasks of the team.
Members of a team as individuals determine its social microstructure, the uniqueness of which is determined by social and demographic characteristics (age, gender, profession, education, nationality, social origin). Psychological characteristics of the individual contribute to or hinder the formation of a sense of community, that is, they influence the formation of the socio-psychological climate in the work team.
An effective team: has clear goals; all members are not indifferent to each other; they are open to each other; relationships between people are characterized by a high degree of trust; decisions are made by consensus or, if alternatives exist, after obtaining the consent of all members; people are dedicated to the team and strive to make its work even more effective; conflicts that arise are resolved without outside interference; all members take into account not only the ideas and opinions, but also the feelings of their fellows (these can be expressed openly); roles are clearly distributed; makes every effort to achieve a common goal; Constructive relationships have been established with other groups and teams.
