A collective agreement is a legal act regulating social and labor relations in an organization or with an individual entrepreneur and concluded by employees and the employer in the person of their representatives. Human relations in the organization, favorably

The structure of a team is the composition and combination of various social groups. People with different social status work in one office or company, and it is important that each social group does not conflict with another. You need to build a competent relationship. There are cases when people with long work experience create unfavorable working conditions for beginners and spoil relations with them.

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

Functional and production;

Professional;

Vocational qualification;

Demographic;

National;

Socio-psychological group.

A socio-psychological group is a human relationship in an organization that is created through common interests. There are common values \u200b\u200bthat unite, captivate and employees of different groups and social spheres are united in this group. People are interested in a common goal and want to achieve great results. There is no fragmentation here, more and more solidarity. Thanks to common interests and ideas, a psychological microclimate is created that has a beneficial effect on the company.

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

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

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

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

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

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

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

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

The main contribution in considering this problem was made by such scientists as N.N. Veresov, A.V. Karpov, E.V. Meshcheryakova, N.E. Revskaya, A.A. Urbanovich. Below, the main directions in their work will be considered.

In its real functioning, the control system appears as a set of diverse actions performed by more or less people, united by common interests and a single goal. Management arises and is carried out only when and where and where several or many people carry out joint actions to achieve a certain goal, be it building a house, teaching students at a university, participation of a football team in a championship. But almost every human action is not only a certain operation in relation to a certain thing: to building materials, textbooks, but also a certain action in relation to a certain person (help, support or, on the contrary, rivalry). In any action that connects people in one way or another, including in management processes, there are quite definite relations of each person with his colleagues - relations of cooperation or rivalry, sympathy or antipathy, domination or submission. The totality of connections between people that arise in the process of their interaction, and constitutes what is called interpersonal relationships. But such ties acquire a stable and long-lasting character when they are conditioned by the fundamental vital interests of not only individuals, but also the economic, political, cultural and other interests of certain social groups and communities that unite people with common goals and actions to achieve them, including and managerial. It is the aggregate of such connections and interactions that appears as social relations existing in a given society at a certain stage of its historical development.

Social relationships are relationships between social groups or their members.

Veresov N.N. argues that social relations in society are characterized by a very great variety, therefore, typologization is of great importance, i.e. their differentiation by types. Such a typology can be made on various grounds:

• 1) by subject (or carrier):
  • · Individual (personal);
  • · Interpersonal;
  • • intragroup;
  • · Intergroup;
  • · International (inter-corporate) relations.
• 2) by object:
  • · Economic;
  • · Political (within systems and institutions);
  • · Socio-cultural;
  • · Religious (within a church, mosque, synagogue);
  • · Family and household (in the object - family).
• 3) by the nature of the relationship (modality):
  • · Relations of cooperation;
  • · Mutual assistance;
  • · Rivalry;
  • · Conflicts;
  • · Subordination.
• 4) By the degree of standardization and formalization:
  • · Formal and informal;
  • · Formal and informal.

Social relations in the management system are a set of diverse connections that arise between individuals, their groups, communities, as well as within the latter in the process of developing, accepting and implementing management decisionsaimed at ensuring sustainability, dynamism and efficiency of the managed social object.

In the process of functioning of the control system, the following are distinguished as priority social relations:

• · Relationship of dependence;
• · Power relations;
• • relations of domination;
• · Relations of subordination.

Meshcheryakova E.V. writes that in the process of functioning of the control system there are six main types of social relations. The most common type of interaction between people in the management process is service relations, which are distinguished by their asymmetry. This feature is manifested in the fact that in the course of the functioning of the control system, a one-sided dependence of the subordinate on the boss develops. The most essential sign of a service relationship is the power to decide what and how a subordinate should do in working time, and determine the tasks that the subordinate must perform.

Functional relationship. Functional relationships should be distinguished from service relationships, whose mates may, but should not overlap, with service relationship mates. Functional relationships are built in such a way that the functionally conditioning subject of the relationship does not decide what the functionally dependent subject should do. The role of the functionally conditioning agent is more of advice, assistance, than of issuing orders. Within the framework of the functional connection, orders do not apply. An example of this would be the relationship between the director of an institution and a legal counselor or advisor. The director sends a draft of any agreement or order for conclusion, the legal adviser is obliged to express his opinion, and the director is obliged to familiarize himself with it. But whether the director agrees with the conclusion or not depends only on himself.

Technical relations. In multilevel management systems, interdependence in the actions and functions of team members is of great importance. Everyone should clearly perform their functions and strive to ensure that other employees perform their functions equally well, otherwise it is impossible to achieve comprehensively coordinated and effective activities. This is precisely the third type of relations in the management system - technical relations.

Information relations are relations associated with one-way or mutual processes of informing about all the states of an object and about changes in states, which the informant knows about, and the informant must know in order to be able to effectively perform their duties.

Specialized relations are a type of relationship associated with the division of labor (the distribution of goals and actions to achieve them) in the management of the multilateral configuration of the activity of a given system - an organization, a firm, an institution, etc. We are talking about the connection of the control subsystem or its individual links with specialized components, links, sections. Specialized relationships can take on varying degrees of intensity. Some areas, links of the controlled subsystem may be stronger or weaker associated with the division of labor, both among themselves and with the controlling subsystem.

Hierarchical relations are relations between the links or cells of the system located at various rungs of the management ladder (management vertical), in which each lower level of management is subordinate to the higher level of management.

A.V. Karpov argues that, depending on the nature of the relationship between managers and subordinates, social relations in the management system can be presented in four main varieties: bureaucratic, paternalistic, fraternalistic and partnership relations.

Bureaucratic relations are based on the administrative hierarchy. In the presence of such a relationship, each employee is rigidly assigned, his functional responsibilities... Bosses make decisions, and subordinates are obliged to carry them out, strictly following the letter of orders. Monitoring the activities of employees and the entire organization is a well-functioning audit procedure. Responsibility for the success of the case and possible failures lies with the respective contractor. Contacts between superiors and subordinates are mostly of an official (formal) and depersonalized nature, limited to relations of a purely official nature.

Under paternalism, the hierarchy of relations is clearly expressed, and the rights of the "owner", who usually makes individual decisions, are undeniable. Subordinates are required and expected to be loyal to their boss. The "master" vigilantly controls the actions of his subordinates, but, if necessary, takes over part of the functions assigned to them. Responsibility for the success of the business or possible failure is shared. The "master" strictly maintains the unity of the organization, but not through formal regulation, but through the assertion and constant preservation of his personal influence. Despite the strict hierarchy, the relationship is given a personal character that goes beyond the purely official framework.

In the case of fraternalism, the hierarchy in relations is diligently smoothed and softened. The tendency to make decisions collectively after collective discussion prevails. Thus, in relations with his subordinates, the leader pretends, rather, for the role of a "leader" rather than a "boss" or "boss." Subordinates are provided with sufficient independence, and mutual assistance and support from both the manager and ordinary employees is assumed in joint activities. Any success is seen as a common merit of the entire team, any failure - as a common misfortune for all team members. Relationships in such an organization are emphatically informal.

In the case of partnership, although hierarchical relations exist, they are not clearly expressed. Decisions are made on the basis of discussion, where everyone makes proposals in accordance with their qualifications and area of \u200b\u200bcompetence. The leader does not order, but coordinates general actions. Each employee is clearly assigned the appropriate functions, and the manager does not interfere in them, and current control is most often not provided. Subordinates must understand the meaning of the decisions made and carry them out in the process independent work... Despite the collegiality of decisions and actions taken, the relationship between employees is depersonalized and transferred to a service-contact basis. The partnership is distinguished by democracy - independent individuals unite for joint activities under a free contract, and the manager, as a coordinator, distributes tasks and monitors compliance with the agreed conditions and responsibilities.

The identified four types of relations in a "pure" form are rare; paternalism, in particular, is often realized in the presence of elements of fraternalism or bureaucracy. Everything, ultimately, depends on the composition of the participants in the joint action, the nature, content and direction of the organization within which people enter into social interactions, as well as on the composition and personal characteristics of people - leaders performing management functions.

Revskaya N.E. claims that knowledge of the features of the folding and functioning of social relations in the control system helps to avoid typical mistakesarising in the practice of some leaders. One of the most common mistakes in management practice is the mistake of excessive indulgence, which manifests itself in a tendency to evaluate their subordinates above the real level and quality of their performance, which ultimately leads to a decrease in their creative activity and to complacency, and this reduces the effectiveness of the organization. There is also the opposite - the mistake of being too exacting, reaching the level of rigidity and expressed in the tendency to underestimate everyone and everything.

Often in the practice of management, a mistake of personal predisposition manifests itself, in which the leader in relation to a subordinate relies more on personal predisposition than on the work of this subordinate itself. The halo error arises under the influence of the "halo effect", when, in his attitude to the subordinate, the boss is guided primarily by the general impression (good or bad) made by this employee, and not by the performance of his official activity. The error in the freshness of impressions is expressed in the desire of the leader to evaluate the subordinate and his work only on the basis of recent events, instead of analyzing and evaluating its effectiveness over a longer period of time.

Each of these mistakes can significantly worsen the relationship between the manager and his subordinates, lead to contradictions and conflicts, which can reduce the effectiveness of the organization, firm, enterprise; hinder his progress towards the intended goal. On the contrary, knowledge of these mistakes, taking into account the peculiarities of the relations developing between employees, as well as between them and their leader (managers), significantly expands the possibilities for improving the management system, increases its efficiency.

Urbanovich A.A. among social relations, he distinguishes relations of social dependence, since they are present to one degree or another in all other relations. Social dependence is a social relation in which the social system S 1, (an individual, a group or social institution) cannot perform the necessary social actions d 1 if the social system S 2 does not perform actions d 2. In this case, the system S 2 is called dominant, and the system S 1 is called dependent.

Social dependence is also based on the difference in status in the group, which is typical for organizations. Thus, individuals with a low status are dependent on individuals or groups that have a higher status; subordinates depend on the leader. Addiction arises from differences in the possession of meaningful values, regardless of official status. For example, a manager may be financially dependent on a subordinate from whom he borrowed a large amount of money. Latent, i.e. hidden, dependencies play an important role in the life of organizations, teams, groups.

Power relations are of the greatest interest among researchers of social dependence. Power as the ability of some to control the actions of others is of decisive importance in the life of a person and society, but until now scientists have not developed a consensus on how power relations are carried out. Some (M. Weber) believe that power is primarily associated with the ability to control the actions of others and overcome their resistance to this control. Others (T. Parsons) proceed from the fact that power must first of all be legalized, then the personal position of the leader makes others obey him, despite the personal qualities of the leader and subordinates. Both points of view have a right to exist. Thus, the emergence of a new political party begins with the emergence of a leader who has the ability to unite people, create an organization and begin to lead it.

If the power is legalized (legitimate), people submit to it as a force to resist which is useless and unsafe.

In society, there are other, not legalized aspects of the manifestation of power dependence. The interaction of people at the personal level often leads to the emergence of power relations, paradoxical and inexplicable from the point of view of common sense. A person of his own free will, not pushed by anyone, becomes a supporter of exotic sects, sometimes a real slave to his passions, which make him break the law, decide to kill or commit suicide.

Thus, in a number of spheres of life, constantly repeating interactions gradually acquire a stable, ordered, predictable character. In the process of this ordering, special connections are formed, called social relations. Social relations are stable ties that arise between social groups and within them in the process of material (economic) and spiritual (legal, cultural) activities.

MINISTRY OF EDUCATION AND SCIENCE OF THE RUSSIAN FEDERATION

LIPETSK ECOLOGY - HUMANITARIAN INSTITUTE

COURSE WORK

FOR THE DISCIPLINE "Human Resource Management"

ON THE TOPIC: “Relations in the organization. Socio-economic and psychological support of personnel. "

DONE: Vasilyeva O.V.

ACCEPTED: Kravchenko V.M.

LIPETSK 2008

Introduction

1. Relationships in the organization

1.1 The emergence of conflict situations in the organization

1.2 Prevention of conflicts

1.3 Anti-conflict motivation

2. Socio-economic and psychological support of personnel

2.1 Socio-economic support of personnel

2.2 Psychological support of staff

3. Organization of staff incentives on the example of JSC "Fat Plant"

3.1 General characteristics of the activities of JSC "Fat Plant"

3.2 Analysis of incentives on the example of JSC "Fat Plant"

3.3 The system of socio-psychological factors in the management of staff incentives

Conclusion

List of references

Introduction

In modern science, management is viewed as a specific area of \u200b\u200bhuman activity, within which certain goals of organizations are resolved. In terms of its content, this kind of activity is complex and multifaceted. In addition, it requires a lot of human effort and time. Therefore, management is viewed as a special activity.

In the process of implementing all management functions, a system of interrelated tasks is solved, where an important role is assigned to the head as the main subject of managerial decision-making. The activities of foreign firms, the practice of domestic organizations, especially in the context of changing forms of ownership, show that modern leaders objectively, deep knowledge and skills in conflict management and forecasting are required.

Conflict is a clash of opposing positions, opinions, assessments and ideas that people try to resolve with the help of beliefs or actions against the background of the manifestation of emotions. The basis of any conflict is the accumulated contradictions, objective or subjective, real or illusory. Sometimes the most insignificant reason is enough and the conflict can break out. The development of the conflict occurs according to the scheme: conflict situation + reason \u003d conflict.

Major regional conflicts are most often caused by differences in ideologies, ideological concepts, economic interests, and the division of society into friends and foes. On the surface of the philistine worldview, coals of racial and national prejudices (white and black, the ideas of the great Aryan race, Judeophobia, etc.), religious disagreements (for example, Catholic Christians and Protestant Christians in Ireland), addictions, etc. are always smoldering. ., ready for a suitable provocative occasion to flare up into a dangerous fire.

By talking about conflicts with any person, you can be sure that he will respond to the discussion of this problem in the most lively way. Any of us got into one or another controversial, conflict situations arising from the mismatch of perception and assessments of various events. Often, objective contradictions lie at the heart of a conflict situation, but some trifle is enough: an unsuccessfully spoken word, opinion - and a conflict can begin.

This course work consists of two parts:

The first part examines the problem of the attitude of personnel in the organization and the system, methods of personnel support.

In the second part - the attitude of the personnel and the system of its support on the example of the enterprise JSC "Fat Plant".

1. Relationships in the organization

Potential sources of conflicts are always present in the activities of any organization. The conflicts that arise can cause a wide variety of consequences for the team and the relationships of the people who work in it. There are cases when attempts to avoid conflict led to a decrease in work efficiency and worsened the psychological climate in the team, and sometimes even led to destructive changes, since the essence of a possible conflict consisted in the struggle of the progressive against the outdated, with various remnants, unfair actions. In other situations, conflicts have had the most negative consequences for the team. At the same time, conscious efforts to resolve the contradictions that have arisen precisely through a conflict path led to irreparable losses - grievances, people's experiences, negative social attitudes... All of this naturally affects business relationships and paralyzes work. There were also other situations when it was the conflict that helped to solve the painful problems. In other words, the very fact of the conflict cannot be treated unequivocally.

All human activity is conditioned by really existing material needs (the need for food, sleep, clothing, etc.) and spiritual (in work, knowledge, communication, social activities, creativity).

People tend to either achieve something or avoid something. In a narrow sense, motivated activity is a person's actions, conditioned by internal motives, aimed at achieving their goals, realizing their own interests. The employee himself determines the measure of his actions, depending on his internal motives and environmental conditions.

Labor motivation - the desire of the employee to satisfy his needs through work. The structure of the motive for work includes: the need that the employee wants to satisfy; a good that can satisfy this need; labor action required to obtain the good; price - costs of a material and moral nature associated with the implementation of a labor action.

Any activity involves certain costs and has a price. So, labor activity is determined by the costs of physical and moral strength. High work intensity can scare off workers if there are not sufficient conditions to restore working capacity. Poor work organization, unfavorable sanitary and hygienic conditions at work, and the underdevelopment of the social sphere usually determine the strategy of labor behavior, in which the employee prefers to work less and get more. However, a situation is possible when an employee, in order to maintain a certain level of well-being, is ready to pay with health for receiving various additional benefits.

Various neuropsychological disorders, stressful and conflict situations that arise between groups in the process of communication are associated with the constant search for the best way to fulfill their needs.

All needs are social in nature. In the process of purposeful managerial influence, it is quite possible to influence the entire system of individual needs, and through the needs - on her interests, ideals, attitudes and, of course, on character.

The latter is one of the most important psychological personality traits. This is a set of stable psychological properties that determine the line of human behavior, his attitude to business, to things, other people and to himself. The impact on the character of a subordinate is expressed in the ordering of his relations and the impact on these relations. At the same time, one should take into account the polarity of such relations: adherence to principles - lack of principle; tactfulness - tactlessness; organization - disorganization; hard work-laziness; overestimation of their capabilities - underestimation of their strengths; self-criticism - non-self-criticism; exactingness to oneself - undemanding to oneself; greed-wastefulness, etc.

A lot in the organization depends on the team. The labor collective represents a specific socio-psychological education, in the center of which is the system of interpersonal relations, manifested in the form of mass-group activity. Each member of the work collective, group sets a specific task for himself, focusing on a specific system of values. Any personality has its own system of values, and the totality of individual values \u200b\u200bconstitutes the value-orientational unity of the collective. If the team possesses this unity, which develops in joint useful activities, then professional interpersonal relations in the team will be ordered. In such conditions, people involved in the process of solving group problems, in contrast to people who are more prone to disunity, overcoming professional barriers through various kinds of conflict situations, put all their internal problems into the background: in the course of active work, there is almost no room for personal experiences. This is the work situation, the achievement of which is the optimal limit for the leader.

Each labor collective, in addition to the formal structure (enterprise, site, brigade), unites a number of informal socio-psychological formations (microgroups), which are formed on the basis of a variety of psychological factors, but mainly on the basis of likes or dislikes. It was revealed that in the work collective very often there are small informal groups (usually 2-5 people) that arise on the basis of behavior that is not related to professional activity.

Informal groups in a team arise in the process of interaction of team members with each other. When solving problems facing the team, people enter into business contacts. Along with this, they enter into unofficial contacts with each other.

The informal structure of the team emerges spontaneously. Often, emotional intensity reaches such a level that it is regarded by people as more significant than relationships based on official regulations. Informal groups are created outside the purview of management. The laws of communication, which underlie the activity of people, ignore the will of leaders and make themselves felt in any collectives.

The informal structure of the work collective is characterized by the presence in each formed group of its own leader, who is somehow superior to other members of the group, possessing special personal characteristics.

In each collective, usually several informal structures are formed, and in each structure its own direction is revealed. This naturally affects the professional activity of the work collective: disunity disorganizes collective actions, cohesion organizes them.

Research data give every reason to believe that taking these factors into account can help a manager in ordering interpersonal processes in a team, as well as reveal impending conflicts, take a number of effective measures to prevent and resolve interpersonal conflicts.

Any collective involved in any activity is influenced by the forces of unity and separation, which are an echo of interpersonal relationships. Such interaction naturally leads the collective to both unity and disunity. In the latter case, interpersonal conflicts arise.

In working groups, informal structures are formed with their own leaders, performers, followers. In a favorable environment, when all employees are involved in solving the tasks facing the team and, most importantly, when the leader is authoritative, the informal structures of the team unite their efforts in the general collective direction of activity.

Research by psychologists has shown that in conditions of group isolation, having a "good boss" is the most necessary factor in team leadership. People who are separated from related units are more often dissatisfied with their relationships with their bosses than with workmates or neighbors. Conversations with returnees from work in remote areas show that medical ailments, allegedly caused by unfavorable climatic conditions, are often not so. The seemingly bodily disorders are based on social factors associated with interpersonal relationships.

Troubles in the relationship with the boss often lead to psychological breakdowns, which causes neuroses in employees.

Often the cause of neuroses is the "director's neurosis", which occurs first among managers, who answer the most elementary questions with hot temper and often give contradictory orders. Their behavior makes the team nervous.

"Director neurosis" by induction is transmitted to mentally weak employees, who begin to feel a state of doom. Part of the working time is wasted on meaningless conversations and meetings. All this leads to a violation of the sense of order, activity in a person, chaos, causes fatigue and a sharp negative reaction. Senseless activity evokes negative emotions, creates a negative opinion.

Informal groups arise in all divisions. The leader himself, like any member of the team, is part of a certain type of informal structure. These can be small groups of interpersonal influence, but also reference, or reference, groups (family, relatives, friends, hobby partners, colleagues), the opinions and views of members of which are crucial for the person entering them. Naturally, all these groups can have a positive or negative orientation. Since reference groups are not closed systems, it is difficult to imagine what impact members of reference groups, who are not members of work collectives, have on their other members who are.

The management of interpersonal relations of informal groups in the work collective proceeds from a careful consideration of the psychology of all its members and consists of a system of influences on the employee's personality, taking into account the reactions to this influence on the part of the group members. Influence on relationships by those outside the unit (family, friends, etc.) is limited, but available at the interpersonal level.

Personnel management as a management function is designed to unite, coordinate, interconnect all other functions into a whole. The main task of the leader is to strive for the unity of the team in everything. The most important principles of personnel management are the responsibility of each employee for his work and the knowledge of each employee exactly to whom he is subordinate and from whom he should receive instructions. The management system is a hierarchy, assuming the assignment of various stages of management to individual managers or the management apparatus. The main task of top management is the selection of leaders, the coordination of various functions, the organization of the hierarchy of the management system as a whole.

Middle and grassroots managers act as organizers of certain types of work: general plan business; bringing people together for work; its leadership; coordination of the functioning of individual parts of the organization and individual employees, monitoring the results.

The purpose of personnel management is to encourage employees to develop their abilities for more intensive and productive work. A manager should not order his subordinates, but direct their efforts, help to reveal their abilities, and form a group of like-minded people around him.

The following socio-psychological aspects of management have acquired particular importance: - the stability of the official position - the main incentive to work; - dismissal on the initiative of the administration is relatively rare, since it is associated with the observance of many different rules; - instilling in employees a sense of commitment to their company (publishing newsletters, magazines that highlight the activities and events of the life of the company; showing video and films; arranging holidays; rest days, which spend significant funds).

Improving the efficiency of personnel management is achieved through the use of such factors as: - good organization of jobs; - rational planning and use of production areas; - systematic retraining and advanced training of employees; - ensuring the stability of employment; - development and implementation of various socio-economic programs.

To stabilize the employment of permanent workers in firms, the following methods are usually used: temporary workers during a cyclical rise; - maneuvering labor resources within the company; - retraining of employees and training them in new specialties;

Reduction working week in a period of deteriorating business conditions; - extraordinary vacations and early retirement. Employment stabilization measures are necessary to stimulate the desire of workers to improve their productivity and efficiency. Note that often many physical ailments and conflict situations are associated with the instability of the worker's workplace, his lack of confidence in his necessity and significance for the company. Therefore, all kinds of employment stabilization programs help employees to rehabilitate in the event of difficult situations.

The collective occupies a central place among the main objects of management. A collective is the highest form of a social group in which two main components are combined: material (people) and spiritual (orientation of people, their thoughts, experiences, etc.). A social group acquires the right to be called a collective, provided that it has a number of characteristics: a socially useful goal, ideological spirit, solidarity, and the presence of governing bodies. A developed team is, moreover, a self-governing and self-regulating system. In order for a structural unit to receive the status of a collective, the leader should develop quite definite collectivist qualities in his employees.

The labor collective is one of the collectives of the whole society. The spiritual side of the life of a work collective is its ideology (a set of ideas and views) and psychology (a set of certain socio-psychological phenomena). Among the latter, the following stand out: socio-psychological factors arising from the practice of human interaction (mutual assessments, requirements, authority, etc.); public opinion (collective views, attitudes, judgments); social feelings and collective moods; collective habits, customs.

In the work collective, there are three spheres of relations: professional (labor), socio-political and the sphere of life.

The professional sphere covers the relationship of employees that develop in the labor process. This area includes: subordinate relations (manager-subordinate; senior-junior); coordination relations due to joint activities; in some cases also the relationship in the "man-technology" system, which is typical only for subdivisions. In the professional sphere, the employee acts as a professional specialist. However, the personality of an employee is not limited to the performance of a professional function. Any worker is a member of a voluntary society. These and similar functions are performed within the framework of the social and political sphere. In the sphere of life, material, cultural and everyday needs and communication needs are satisfied. The sphere of life is the basis for the formation of small groups in a team, the cultivation of the psychology of microenvironments, which is reflected in other areas. In managing a team, its quantitative composition is of great importance. The most manageable is a team of 10-15 people. Collectives exceeding four dozen members tend to break up into constituent groups. Combination of people different ages in a team is preferable. Collectives made up of people of different ages give rise to different types of hobbies, complicate the organization of collective actions, and this requires great managerial capabilities from the leader. A team made up of people of the same age tends to focus on the interests of their age.

Socio-psychological analysis of collectives shows that the main pivot around which the process of uniting a collective unfolds is collective activity. The subject of such activity, of course, is the group activity of the collective, aimed at achieving a social goal.

The need for joint movement towards a common goal involves interaction between team members. And if the interaction fully involves all members of the team in the movement, then many troubles, personal dislikes, antipathies, etc. remain overboard. In the conditions of such interaction, the target unity of the team is brought up, uniting for joint activities, there is no ground for conflicts.

The role of the socio-economic formation in the formation of the socio-psychological climate of the production team is very important. In accordance with these most significant factors that ultimately determine the nature of interpersonal relationships in a team, are the totality of social relations of a given society, its socio-economic structure, and, as a consequence, the content of social consciousness. This factor determines interpersonal relations both at the level of the main production team and at the level of all its structural divisions, up to the primary team. However, in some production teams this cannot be harsh. There is a possibility that the features of the specific structure of relations in individual enterprises do not coincide with those characteristic of the whole society as a whole.

The essence of the conflict can be defined as the lack of agreement between two or more parties (specific individuals or groups). Each of the parties involved in the conflict does everything to ensure that its point of view or goal is accepted, and prevents the other side from doing the same, the conflict is usually associated with aggression, threats, disputes, hostility, tension and other emotionally negative phenomena. There is an opinion that a conflict is always undesirable, that it must be resolved immediately, since it destroys human relationships, and, therefore, adversely affects the results of joint work. However, many theorists and practitioners of management believe that from the point of view of effective management of organizations, some conflicts can be not only useful, but also desirable. Conflict helps to reveal a variety of points of view, gives additional information, allows you to analyze a large number of alternatives, etc. This makes the process of working out a decision by a group or an individual leader more efficient, enables people to express their thoughts and feelings, to satisfy the need for respect and power. It also helps to more efficiently execute plans, projects and, as a result, creates conditions for the intensive development of the organization.

In general, there are two groups of conflicts - functional and dysfunctional conflicts. The former lead to an increase in the efficiency of the organization. Conflicts of the second group lead to a decrease in personal satisfaction, the destruction of group cooperation. Which group the conflict that has arisen in the team falls into depends on the leader. With proper management, conflict can become constructive, functional. With inexperienced or inept leadership, it can develop into dysfunctional.

In many cases, in a life situation, a person reacts in such a way as to prevent another from achieving the desired goal. Conflict often manifests itself when trying to convince the other side or a neutral mediator that "this is why he is wrong, and my point of view is correct." A person may try to persuade others to accept his point of view or block someone else's using primary means of influence, such as coercion, reward, expert judgment, persuasion. The conflict model, therefore, contains: the situation, the sources of the conflict, the potential for the escalation of the conflict, the reaction to the situation, the realization of the conflict, the management of the conflict, the functional and dysfunctional consequences of the conflict, the latter can be functional (constructive) and dysfunctional (destructive). Among the functional consequences, one can single out: the search and development of a mutually acceptable solution, the removal of hostility, injustice of conflicting people, relaxation, the emergence of conditions for cooperation, creativity, mutual understanding, analysis of problems and the development of various options for their solutions.

Dysfunctional consequences of conflicts: people's dissatisfaction, their poor health, an increase in staff turnover, the manifestation of unproductive competition with other groups, an understatement of opportunities for cooperation, excessive loyalty to the team of one's group, the perception of the other side as an "enemy", a decrease in communications up to their complete disappearance , confusion of emphasis - placing more emphasis on "winning" a conflict than solving a problem.

The main types of conflicts in real life overlap, overlap. In a specific situation, it is difficult to separate, for example, economic conflicts from political ones. Various types of conflicts seem to stimulate each other, exacerbating the crisis situation in society. In turn, the crisis at the state level turns into everyday life, into minor skirmishes, incidents and conflicts between small groups and individuals.

Conflicts can serve a wide variety of functions, both positive and negative.

Positive functions include: - relaxation of tension between conflicting parties; - getting new information about the opponent; - rallying the organization's team in the confrontation with an external enemy;

Encouraging change and development; - removal of the submissive syndrome from subordinates; - diagnostics of opponents' capabilities. Negative functions: - large material, emotional costs of participating in the conflict;

Dismissal of employees, decreased discipline, deterioration of the social and psychological climate in the team; - the idea of \u200b\u200bdefeated groups as enemies; - excessive enthusiasm for the process of conflict interaction to the detriment of work; - after the end of the conflict - a decrease in the degree of cooperation between part of the employees; - difficult restoration of business relations. Let's dwell on the functions of organizational conflicts: - Information function. This important function has two sides, signaling and communicative. The signaling side is that the administration is beginning to pay attention to intolerable working conditions, arbitrariness, and various kinds of abuse. In an effort to prevent an escalation of the conflict, it is taking measures to mitigate the situation. The communicative side is defined in this way: for both conflicting parties, it is necessary to have information that allows one to draw conclusions about the strategy and tactics of their opponent, the resources that he has. By expanding the information potential, the parties strengthen communicative exchange with each other, learning a much larger amount of information about the factors and reasons, interests and goals, positions and programs for overcoming the conflict.

Integrative function. An industrial conflict affects the balance of individual, group, collective interests, promotes group formation, the establishment and maintenance of the normative and physical boundaries of the group. This function is associated with the processes within the conflicting parties and the interaction between them. This phenomenon is called the effect of group favoritism. Its essence lies in the tendency to favor in some way members of one's own group as opposed to members of another group. This effect can act in a variety of situations of social interaction, as if establishing, in any case, a “demarcation” line between those people who, according to some criteria, are interpreted as “ours” or “strangers”.

An innovative function. With the help of conflict, obstacles to the economic, social or spiritual development of the team can be overcome. Under the influence of confrontation or as a result of its termination, a certain transformation of the state of interpersonal relations occurs. A correctly resolved conflict improves the psychological characteristics of the team and causes an increase in social activity by changing all the most important characteristics, cohesion, authority, the level of identification with common goals and satisfaction with membership in the organization, mutual trust and respect.

The functions noted above should not be approached with rating categories. Their value is situational. All transformations that occur during a conflict are simultaneous and interrelated. Only post-conflict analysis can deduce the real direction of the conflict.

The causes of conflicts are as varied as the conflicts themselves. It is necessary to distinguish between objective reasons and their perception by individuals. Objective reasons can be rather conditionally presented in the form of a number of enlarged groups: - limited resources to be distributed; - differences in goals, values, methods, behavior, skill level, education; - interdependence of tasks, incorrect distribution of responsibility; - unsatisfactory communications. An important area of \u200b\u200bconflict analysis is the study of the relationship between various factors and causes of the conflict. The causes of conflicts are as varied as the conflicts themselves. Distinguish between objective reasons and their perception by individuals. Objective reasons can be fairly conditionally represented in the form of several enlarged groups: - Limited resources that need to be divided. Even in the largest organizations, resources are always limited. Management must decide how to allocate materials, human resources, and finances among the various groups in order to most effectively achieve the organization's objectives. Allocating a larger share of resources to one person (leader, subordinate, group) means that others will receive a smaller share. People always want to get more, not less. Thus, the need to share resources inevitably leads to different types of conflict.

Interdependence of tasks. Since all organizations are systems consisting of interdependent elements, if one unit or person does not work properly, the interdependence of tasks can cause conflict. For example, a production manager may attribute the low productivity of his subordinates to the inability of the repair service to repair equipment quickly enough. The repair manager, in turn, can blame personnel servicethat she did not take on the new workers the repairmen needed. The possibility of conflict increases depending on the type of organizational structures, for example, in the matrix structure of the organization, where the principle of one-man management is deliberately violated, as well as in functional structures. In structures where departments are the basis of the organizational chart and where the heads of interdependent units are subordinate to a common leader, the possibility of conflict is reduced.

Differences in purpose. The potential for conflict increases as organizations become more specialized and subdivided. This is because specialized units formulate their own goals and may place more emphasis on achieving them than on the goals of the entire organization. For example, a sales department may insist on producing more diversified products because this increases its competitiveness and increases sales. However, it is easier for a manufacturing department to achieve its goals if the nomenclature is less diverse.

Differences in beliefs and values. The idea of \u200b\u200ba situation depends on the desire to achieve a certain goal. Instead of objectively assessing the situation, people can only consider those views, alternatives and aspects of the situation that, in their opinion, are favorable for their group and personal needs. Differences in values \u200b\u200bare a very common cause of conflict. For example, a subordinate may believe that he always has the right to express his opinion, while a manager tends to believe that a subordinate has the right to express his opinion only when asked, and unquestioningly do what he is told. The highly educated R&D staff values \u200b\u200bfreedom and independence. If their boss feels it necessary to closely monitor the work of their subordinates, differences in values \u200b\u200bare likely to cause conflict.

Differences in demeanor and living standards. These differences increase the potential for conflict to arise. There are people who are constantly aggressive and hostile, ready to challenge every word, thereby creating an atmosphere around them fraught with conflict. Individuals with authoritarian, dogmatic traits are more likely to come into conflict. Differences in life experience, values, education, seniority, age also contribute to the emergence of conflict.

Unsatisfactory communications. Poor communication acts as a catalyst for conflict, making it difficult for an individual employee or group to understand the situation or the perspectives of others. If management cannot communicate to subordinates that the new productivity-linked pay system is not about squeezing out workers, but about increasing the profit of the enterprise and improving its position among competitors, then the subordinates may react inappropriately by slowing down the pace of work. Other communication problems that cause conflict are ambiguous quality criteria, inability to define the job responsibilities and functions of employees of departments, and the presentation of mutually exclusive job requirements.

1.2 Prevention of conflicts

To prevent an unwanted conflict means to “knock the ground” out of the situation when the emergence and development of a conflictual contradiction becomes real. First of all, it is necessary to prevent not the conflict itself, which is already taking place, but those conditions, reasons that can create potential conditions for the emergence of a conflict. If the conflict is already a reality, then actions and efforts that will not allow it to grow come to the fore. Therefore, it is of such great importance in the practical work of a manager to identify factors that prevent the emergence and development of conflicts. First of all, we should mention the verified personnel policy. The correct selection and placement of personnel, taking into account not only professional, but also psychological qualities, significantly reduce the likelihood of conflicts. When applying for a job, psychological testing is essential. Then the manager will know exactly how to build relationships when communicating with staff. There will be no false images, psychological incompatibility, resentment.

In general, rumors, gossip, conflicts are very typical for organizations where employees are not very busy, where they have too much free time. Therefore, as soon as such negative phenomena begin to appear, for the manager it becomes a wake-up call, a signal that the staff is not working as it should.

A good stabilizing factor that prevents the emergence of conflicts is the positive traditions that have developed in the team. They should be encouraged in every possible way, but at the same time remember that a well-known psychological phenomenon may arise, when traditions become an end in themselves and act as a conservative factor.

Each division of the organization is created with a specific purpose. These goals often turn out to be opposite, competing, and objective opposition arises. This kind of confrontation is often called positional conflict. The conflict is positional, because it is objectively set by the position of the units in the organizational structure. The benefits of such a conflict are often noted. The positional conflict enables the management to more objectively assess the actions of the units, since in the confrontation they are looking for more perfect arguments for their solvency, developing new technologies. In other words, positional conflict creates constructive tension that is beneficial to the organization. Therefore, in practice, it is often specifically provided for in the target structure of the organization. The pathology of positional conflicts occurs when the target tension, caused by purely positional reasons, is saturated with emotions, turns into interpersonal tension and interpersonal conflict.

1.3 . Anti-conflict motivation

If we analyze the cause of conflicts in enterprises and organizations of different spheres of the economy, we can make sure that in most of them there is dissatisfaction with the system of remuneration of labor or its assessment. This is more than relevant for modern Russia. Unfolding any newspaper, turning on the radio or TV, you rarely see or hear about another labor conflict. Life has shown that there are no such conflicts where the business operates stably and effectively, management is carried out rationally in accordance with the current legislation, the canons of the market, the ethics of entrepreneurship, where all conditions have been created for creative work, constant professional development of employees, where the attitude of the management to other members collective - as partners, not employees. Practice proves that at this stage, of paramount importance in anti-conflict management is the establishment and strictest provision of a modern system of labor motivation. This issue should be discussed in more detail.

Despite all modern methods motivation (such as the enrichment of labor), there is no doubt that money still remains the most powerful motivator. Payment in one form or another is one of the key mechanisms of motivation in society. The content of material incentives, its structure and size for each company are individual, regardless of the type of business. Moreover, the content of its elements and their structure are dynamic. At each stage of the firm's development, a specific economic and social task is set before the incentive system as a whole and each of its elements. As they are addressed, the firm's doctrine changes, and a new incentive package is constructed. Only the main economic task of personnel management remains unchanged - an increase in labor productivity and a decrease in the wage intensity of the company's final products.

Each employee needs a certain set of incentives that would encourage him to act creatively, proactively, with full dedication. But since different stimulants act on individuals in different ways, the optimal combination of stimuli should be determined for any worker. In foreign practice, this is called the compensation package, which is a model for investing in the personnel of the enterprise. But this is not an investment in a computer, in technology, or in any means of labor. Counting the investment in personnel is much more difficult. This cannot be done without the psychological aspect, since we are talking about the efficiency of living labor, that is, about labor productivity, which is inseparable from individual psychology and from social, collective psychology.

It is possible to distinguish a number of components that make up internal satisfaction: how a person relates to the team of the group, the department in which he works; how he perceives working conditions; how he relates to the company (its brand name, market awareness, its business position); how he perceives cash payments and how he relates to the quality of management "of the company, management, management. According to these indicators, employees can assess their job satisfaction by putting scores from 0 to 5, where 0 is very bad, 5 is excellent. After analyzing such data, in particular, related to cash payments, the relevant information is presented to the management. If people are unhappy with the payment, it does not mean that they are underpaid, they just think so. Analysis of such data provides information about the degree of employee satisfaction.

There is no reward system that fully satisfies the entire staff of a company. If the employees put one "five" - \u200b\u200bthis is an alarming signal, the company has a problem of trust in management. People did not want to show their true attitude towards him.

Sometimes it is possible to create a reward system that satisfies employees for a long enough period. But even if the payment system is more or less optimal at a certain stage, after some time it will still need to be changed (usually from one to five years). This is due to the pace of development of the company and the success of business innovations.

Social transfers (benefits, services) are usually distinguished: additional benefits, various types of insurance, benefits upon dismissal and services. Supplemental payments provide payment during times when a person is not working (includes vacation, vacation and holiday payments, childcare benefits, and additional unemployment benefits). Insurance is a different type of benefit. Workers' compensation, for example, aims to guarantee medical assistance in the event of an accident to the victim and his dependents, regardless of the culprit, as well as financial assistance. Most employers also provide group life insurance, employee hospitalization, accident and disability insurance. Many companies try to provide benefits for employees in the form of services (free or reduced price meals, provision of food at cost price, payment for advanced training, legal advice, soft loans, etc.).

2. Socio-economic and psychological support of personnel

The specifics of work in any organization makes special demands on the comfort of the enterprise atmosphere, both in the entire team and in its divisions. The tension, distrust, and irascibility of employees immediately affect the quality of work, stability and the level of communication with clients.

To a certain extent, the negative aspects are overcome by adequate wages. But sometimes this is not enough. It is very important for the personnel to feel self-care, attention from the management, understanding of the special conditions of their work. The costs of social and psychological support of personnel are paid off by confidence in their reliability and predictability, stability of work and improving its quality, personal interest in the result.

Before deciding on activities that contribute to the qualitative improvement of the atmosphere in the team, the first step should be a preliminary analysis of the situation, an assessment of the general state of affairs. With the help of a simple questionnaire, you can get an idea of \u200b\u200bthe group cohesion in the collective of a shift, brigade, unit, and correlate it with standard indicators.

It is possible to use variants of questionnaires containing, for example, the following questions:

Whom would you like to see as your foreman?

Who would you invite to your birthday?

Summing up, such statistical indicators as the rate of staff turnover, complaints about the quality of work on the part of guests and management, the need to conduct conversations with the heads of all departments are also taken into account.

Having collected the information, it will be possible to find out the prosperous units, units with impending or developing conflicts, the reasons for tense moments and conflict situations. Analyzing the information received, "troublemakers" are also identified, provoking a conflict in their unit.

After assessing the state of the socio-psychological climate, you can begin to determine effective methods improving the situation, especially in the most "disadvantaged" units.

At this stage, methods of psychological influence are used:

Trainings to overcome stress and conflict situations;

Lectures on the topics of corporate ethics of relationships;

Seminars on the development of intuition, mutual understanding;

Meetings in the most "disadvantaged" divisions. It is necessary to apply methods of an administrative nature:

Conduct additional training for managers;

Fire troublemakers. At the same stage, methods of positive influence are formulated.

Many enterprises have limited opportunities for direct material investment in the social sphere. This encourages management to be more creative and to use indirect methods more widely. Expanding non-traditional methods, it is possible to use various competitions aimed at both increasing sales and increasing cohesion in departments. The best team, the best shift - these are some of the few mottos of the competitions held. Interaction with supplier firms on advertising of individual brands has become effective not only for sales results, successful cooperation, but also for the development of feelings mutual support, creativity in achieving a common goal.

Of all the collective support methods that can be applied to all staff, many restaurants have successfully adopted subsidized meals, vacation packages, and medical treatment. Employees especially appreciate, for example, the management's initiative to purchase gifts for children for the New Year (using social insurance funds).

One of the main tasks of management is to develop a whole system of emotionally colored rewards.

Team competitions, team trips can be the most attractive types of encouragement for young people.

Using knowledge of the technique of rewards, depending on age and psychological characteristics, the HR manager can develop a proposal system for each group of specialists. For example, joint leisure activities by individual departments - an evening in a bowling club, visiting interesting exhibitions and shows, sports and recreation facilities - swimming pools, tennis courts, purchasing tickets for theatrical, film and pop programs, etc.

In modern restaurants, a program is being developed to support the most significant and qualified specialists who are especially in demand in the labor market.

There are not very many people who really possess this knowledge and qualities due to the imperfection of modern educational institutions, lack of progressive movement of specialists, they are well known in restaurant circles. Highly professional specialists belong to the elite of the workforce. The level of their self-esteem is determined by their understanding of the possibility of problem-free employment, when the search for a job for them is a decision on the final choice of a particular place.

One of such levers should, of course, be an adequate level of wages. In preparing to address this issue, managers need to take into account the mentality of the domestic workforce, brought up by more than one generation. This determines the initial attitude towards anyone, even the highest guaranteed salary, as payment not for the results of work, but for the very fact of being in the workplace. Highly professional specialists, of course, are less susceptible to such influence, but it would be a big mistake to ignore this fact.

It is unreasonable to overestimate the wages of a newly hired employee at the initial stage. The director must have a reserve for raising the salary of the work, for additional bonus payments. Therefore, it is more practical to negotiate a starting salary for the first 1-2 months and at the same time discuss real opportunities for an increase in connection with the implementation of both current and future tasks.

And yet, in the first place for a highly professional employee - work, what he has to do every day, the possibility of the greatest disclosure of his knowledge and skills. That is why it is especially important to constantly pay attention to the work of specialists on the part of the management, evaluate the results, analyze the strengths and weaknesses.

In world practice, this phenomenon is described in detail as life satisfaction. This is a very important psychological component, the achievement of which among the employees of the organization is one of the goals of the manager. Of course, some executives are absolutely convinced that it is not their job to achieve overall satisfaction. But we must not forget that in the restaurant business all the subtleties of psychological well-being are especially noticeable, due to the specifics of this activity. Good psychological well-being is one of the leading reasons for improving service efficiency and, as a result, increasing profits.

2.1 Socio-economic support of personnel

The first and obvious direction of social work with personnel at the enterprise is special measures to meet the needs, interests and individual needs of personnel, without fail those provided by the Constitution of the Russian Federation, labor laws and labor contracts.

It is a common belief in the world that no business can perform at its best until every employee feels their commitment to corporate goals and starts working as an effective team member. And this is the second direction of social work, contributing to the formation in people of a sense of their importance, usefulness, involvement in the cause, confidence in their social status and tomorrow, self-respect, and the realization of their rights. ...

Another direction - current organization work with personnel and management of daily activities with a social orientation, for which managers are mainly responsible. An important way of enriching labor is recognized. People experience stress when the work done is monotonous, primitive, and insignificant. This happens with many employees after even a short period of time - from six months to three years. To increase their interest, understanding the importance of labor, the need to show great abilities and efforts abroad, the practice of enriching labor has been used for more than half a century.

Another way is to empower individual workers. On an individual basis, it is applied to the most qualified, proactive, responsible employees and consists in providing them for a certain period of independence and initiative in an extended range, so that they can, by showing innovation, find the unintended, but useful ways improving work at your workplace or a specific area of \u200b\u200bwork.

There is also a tried-and-true way of creating self-governing working groups with increased autonomy and independently looking for people and a team and building management within it with increased collegial self-management. If successful, they turn out to be productively efficient, and the people working in them are highly interested in the results of their work, are satisfied, and earn more.

In world practice, the method of flexible work has also been developed. This is, for example, part-time work. For some, it opens the door to overcoming complete unemployment. Such workers work with gratitude to the enterprise that gave them the job, with zeal and hope for future full work, strive to establish themselves.

2.2 Psychological support of staff

The work of individual staff members and life outside the organization are associated with the possibility of various problems and even personal crises (setbacks at work, difficult relationships with one of the employees, conflicts or unpleasant events in the family, the need for treatment, overwork, lack of extremely necessary funds etc.). They are reflected in the productivity and quality of labor, and interfere with careful and full dedication to work. Managers and staff of the personnel service are obliged to detect such people in a timely manner, and even better - to anticipate the possibility of mentally stressed, stressful conditions after some events (serious illness or death of someone close, fire and death of property, serious damage to a personal car, displacement at work or punishment that the employee is not happy with, etc.)

3. ORGANIZATION OF STIMULATION OF PERSONNEL ON THE EXAMPLE OF JSC "FAT PLANT"

Open Joint Stock Company "Fat Plant" is currently a private enterprise. The organizational and legal form of the enterprise is an open joint stock company. If a few years ago the state owned a certain block of shares, then at present it does not exercise any control over the activities of the enterprise as a shareholder.

JSC "Fat Factory" is one of the largest food industry enterprises in the Sverdlovsk region. Throughout its existence, the plant has been producing and selling products of the fat and oil industry. The main activities of the enterprise are the production of mayonnaise, margarine, vegetable oil, soap.

The history of the plant dates back to 1959, when the first line was launched, designed to produce margarine and salomas. Constantly focusing on expanding the range and increasing the volume of products, the plant was developing. In 1971, a soap-making shop was built, in 1996, shops for packing vegetable oil, the production of mayonnaise and mustard were put into operation. During the transition to a market-based management system, the enterprise relied on the technical re-equipment of the enterprise, on improvement and automation. production processes... In 1996, 12.7 billion rubles were spent for these purposes, and in 1999 this amount was 23.8 billion rubles. Many works on technical reconstruction, development, manufacture and repair of equipment are carried out on their own - by employees of the machine shop, design department, services of the chief mechanic, chief power engineer and other equally important departments. The correct tactical move was the introduction of the most modern technologies based on the latest achievements of science and technology. All this allowed the plant to solve two main tasks. First, to achieve high efficiency of continuous, mass production and thereby make your products inexpensive, available to customers with any income. Secondly, the use of a high level of technology, computer control of processes, strict adherence to all technological subtleties, strict bacteriological control, made it possible to create competitive, high-quality, environmentally friendly world-class products.

Today JSC "Zhirovoy Kombinat" is one of the largest Russian enterprises in its industry, one of the five largest Russian enterprises in the industry. It is a modern, dynamically developing enterprise with great potential and prospects.

The legal status of JSC "Fat Plant", the rights and obligations of shareholders are determined in accordance with the Civil Code of the Russian Federation and the Law "On Joint Stock Companies". The supreme governing body of a joint-stock company is the general meeting of its shareholders. The general meeting of shareholders elected the board of directors headed by the general director. The organizational structure of management is built in such a way that with a moderate demand for products, personnel management can be carried out efficiently with a minimum of management levels. Currently, the plant's production facilities are represented by four production workshops:

Hydrorefining,

Margarine,

Mayonnaise,

· Soap-making.

Sixteen auxiliary services work to service the main shops.

JSC "Zhirovoy Kombinat" has a high technical potential. The products are manufactured on highly automated production lines of well-known foreign firms. For the manufacture of polymer containers, advanced technologies and imported equipment are also used. The equipment required for the production is supplied from abroad, mainly from Germany. The plant has been cooperating with the "Sidel" corporation for many years and most of the recently purchased devices belong to this company. The company also cooperates with such equipment suppliers as Alfa Laval (Sweden), Spomash (Poland), Kirchfeld, Schroeder (Germany), Johnson (Great Britain), OKB Tekhnologiya (Russia) and others. Technological raw materials (glue, polyethylene, etc.) come from abroad, and some types are produced in the Russian Federation. Food raw materials come from various regions of our country, but very often the plant enters into deals with American companies for the supply of egg powder, milk powder and tomato paste.

The product range of the enterprise includes mayonnaise, margarine, sunflower oil, ketchup, mustard, fats, and soap. In general, the product range includes about 50 items. The sales structure of the enterprise in 2002 is shown in Fig. 3.

The monthly output is 2 thousand tons of mayonnaise, 40 tons of sunflower oil, up to 2000 tons of margarine, 400-450 tons of soap.

The following groups of methods are used in personnel management at JSC "Fat Plant":

· Administrative and organizational management methods:

1. Regulation of the relationship of employees through provisions on structural divisions and job descriptions,

2. The use of power motivation (issuing orders, giving orders, instructions) in managing the current activities of the enterprise.

Economic management methods:

1. Material incentives for workers: bonuses based on labor results, the use of piecework wages for certain categories of workers.

Socio-psychological methods of management:

1. Development of employees' sense of belonging to the organization through the formation of service standards, corporate advertising, widespread use of company logos, providing employees with branded work clothes, etc.

2. Stimulating the work of employees through the guaranteed provision of social guarantees (sick leaves, payments of benefits, etc.), the organization of organizational holidays for employees and their children.

The main emphasis in the personnel incentive system is placed on material incentive methods. In accordance with the Labor Code of the Russian Federation, the plant independently establishes the type, remuneration system, the size of tariff rates and official salaries, as well as forms of material incentives. The main rules for remuneration and bonuses are set forth in the Regulations on the remuneration of employees of JSC "Zhirovoy Kombinat", approved by order of the General Director (Appendix 2). All newly recruited employees are obliged to familiarize themselves with this Regulation.

The plant pursues a policy of guaranteeing the stability of the wage system: it ensures the minimum wage guaranteed by law, workers are notified of the introduction of new and changes in the established wage conditions no later than 2 months in advance.

The company uses wages as the most important means of stimulating conscientious work. The individual earnings of the workers of the plant are determined by their personal labor contribution, the quality of labor, the results of the industrial and economic activities of the plant and the maximum amount is not limited. The tariff system of remuneration is used as a base.

The salary of employees consists of:

An official salary,

Additional payments,

· The Ural coefficient.

Salaries are paid on the 8th day of each month.

Tariff part wages is formed as follows:

Official salaries for managers, engineers and technicians, specialists and employees are set by the general director of the plant on the basis of the staffing table in accordance with the position and qualifications of the employee.

When paying workers, the following applies:

· Time-based wages, according to the salaries approved in the staffing table, the size of which depends on the complexity of the work performed and wage levels;

· Piece-rate wages for actually performed work.

The following additional payments are established to the official salaries of the plant employees:

· Additional payment for harmful and difficult working conditions - in the amount and in the manner stipulated by labor legislation;

· Additional payment for combining professions (positions), expanding the service area, increasing the volume of work performed in the amount established by agreement between the administration and the employee;

· Additional payment for work in the evening and at night - in the amount and in the manner stipulated by labor legislation;

· Additional payment for the leadership of the brigade;

· Additional payment for overtime work;

· Surcharge for weekends and holidays.

The specific amounts of additional payments are set by the plant's administration, depending on specific conditions (the severity of work and the impact of adverse factors, the amount of work, its importance for the plant, the level of professionalism of the employee, etc.)

Bonuses are paid to employees on a monthly basis and is aimed at rewarding for high-quality and timely performance of work duties, initiative and enterprise in work. The bonus indicator is the fulfillment of the established monthly plans for the production of products in physical terms and their implementation for the sales department. The main condition for the accrual of bonuses to employees is the impeccable performance of labor functions and obligations provided for by labor legislation, internal regulations, job descriptions and technical rules, timely implementation of environmental protection measures, strict observance of the sanitary regime of workshops and territories.

The amount of the premium is:

· For workers - 80% of the salary and piecework earnings;

· For engineers and employees - 80% of the official salary;

· For top managers - up to 100% of the official salary, in accordance with the concluded contracts.

Employees may be fully or partially deprived of the bonus in the following cases:

· Failure to fulfill or improper fulfillment of labor duties stipulated by job descriptions or technical instructions;

· Committing a disciplinary offense;

· Causing material damage to the plant or damage to its business reputation;

· Violation of technological discipline;

· Release of defective products;

· Violation of safety and labor protection rules, as well as fire safety rules;

· Non-observance of the sanitary regime of workshops and territories - by 10% with the assessment "satisfactory".

The specific amount of the reduction in the bonus is determined by the General Director of the plant (in relation to workers - the heads of the shops) and depend on the severity of the offense or the nature of the production omission and their consequences.

Employees are completely deprived of bonuses in the following cases:

Absenteeism

Appearance at work drunk, as well as in a state of narcotic or toxic intoxication,

Drinking alcoholic beverages on the territory of the plant,

· Committing theft of the plant's property.

Full or partial withdrawal of the bonus is made for the period in which the neglect of work was committed.

Bonuses for workers (depreciation) are carried out according to the time worked in the current month according to the timesheet and orders of the shop managers. Bonuses for managers, specialists and employees are made in advance in the current month, a month later on the basis of the order of the General Director of the plant, in case of any comments and violations, deductions are made. Employees who have not worked a full calendar month upon dismissal of their own accord, except in cases of retirement, as well as upon dismissal for absenteeism and other violations - the bonus for this period is not charged.

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

Some people express a desire (positive choice) to cooperate with certain people in a specific situation, in the process of a very specific type of activity, while others, on the contrary, express a reluctance (negative choice or rejection) to interact with these persons. To assess the compatibility of team members, the method of socio-psychological research of small groups by the sociometry method is used - quantify interpersonal relationships between people in a team based on the measurement of feelings of sympathy and antipathy.

Interpersonal problems in organizations

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

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

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

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

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

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

The characteristic features of the conflict are:

Contradictory positions of the parties on a particular issue

Opposing goals, interests, desires, drives

Differences in means of achieving goals

Thus, conflict is a fact of human life.

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

Organizational conflict - Organizational conflict can take many forms.

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

1. Intrapersonal

2. Interpersonal

3. Between an individual and a group

4. Intragroup

5. Intergroup

6. Intra-organizational

Let's consider them in more detail.

1. Intrapersonal

This type of conflict can take different forms, one of the most common is role-based, when opposite requirements are imposed on one person about what the result of his work should be. For understanding, let's give the following example: the head of the production department, i.e. The worker's immediate supervisor has given instructions to increase production, and the quality manager insists on improving product quality by slowing down the production process, an example that suggests that a person was given conflicting instructions and demanded mutually exclusive results. The reason for this conflict was the violation of the principle of one-man management.

Intrapersonal conflict can also arise from the fact that

production requirements will not match personal requirements or

values.

2. Interpersonal

It is the most common type of conflict that involves 2 or more individuals if they perceive themselves as opposed to each other in terms of goals, dispositions, values \u200b\u200bor behavior. Most often it manifests itself in the struggle of leaders for limited resources, capital, labor. Each of them believes that since resources are limited, he must convince the superiors to allocate these resources to him and not to another leader. Interpersonal conflict can also manifest itself as a clash of characters, temperaments, sometimes people are simply not able to get along with each other. Typically, the views and goals of such people differ radically.

3. Between an individual and a group

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

4. Intragroup

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

5. Intergroup

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

Informal organizations that feel they are being treated unfairly by their leaders can rally closer and try to pay them back for reduced productivity. An example of intergroup conflict is the disagreement between line and staff personnel. The staff are younger and more educated than the line staff. Which leads to a collision between people and difficulties in communication. Another example: Sales tends to be customer-centric, while Manufacturing is more concerned with cost-effectiveness and economies of scale. Keep big commodity stocks as the sales department prefers, means increasing costs, and this is contrary to the interests of the production department.

6. Intra-organizational

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

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

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

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

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

So, as we can see, there is a fairly large number of all kinds of conflicts, therefore, in order to maintain a business environment in the group, the leader needs to turn to methods of collective regulation of relations. The need for such methods is greatly increased when working group turns out to be in some kind of separation from the bulk.

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

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

Socio-psychological methods of personnel management in the organization

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

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

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

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

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

5) educational work;

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

Let's consider in more detail the classification of socio-psychological management methods. Social management methods include:

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

2) Methods of managing groups (integrating the efforts of group members, focusing on the successful implementation of production tasks).

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

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

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

However, the development of a classification of these management methods in itself does not yet provide an increase in the effectiveness of their application. Even in the case when the leader masters the most perfect classification, the technology of using these methods remains behind the scenes. In many teaching aids on management contains instructions on how to solve individual problems using psychological influence. Carnegie's books are an example. However, these tips cannot provide a comprehensive indicative basis for their application.

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

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

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

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

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

Increasing the effectiveness of the application of socio-psychological methods of management should be based on the training of leaders both at the level of mastering the means of influence, and specific techniques, methods and technologies. They must not only have an idea of \u200b\u200bthe goals that are achieved with their help, but also decompose the psychological tasks that ensure their achievement, know about the variety of methods for solving them, and be able to evaluate them from an ethical point of view.

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

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

The list goes on for a long time ...

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

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

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

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

Also in our culture, unfortunately, is still normal:

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

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

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

Six levels of employee attitude to the organization

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

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

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

Delegate a task

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

How to improve employee attitudes?

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

1. Interested

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

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

Figure: 1. An account of the six main types of employee relationships with an organization

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

2. Involve

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

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

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

3. Learn to negotiate

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

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

4. Form a plan

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

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

• formation and implementation of operational management rules that allow you to complete most tasks on time and keep up with what was planned for the day;
• setting up the organization's control panel, distributing functionality between employees, forming in each employee an awareness of their own importance to achieve a common goal;
• formation of rules for managing improvement projects without force majeure;
• strategic session of planning the goals of the organization;
• ideological session of the formation of key principles and values \u200b\u200bof the organization;
• and any other team sessions of the formation of general rules of the game with mandatory and subsequent implementation of them into practice.

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

5. Distribute responsibility

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

6. Get it done

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

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

Analyze

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

Figure: five. Analysis of changes in attitudes towards the organization at the end of the training session

Conclusions for practical use:

Attitude is usually unconscious

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

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

History from the practice of consultants

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

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

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

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

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

The attitude is always there and it is not neutral

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

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

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

Any employee can become loyal

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

Case from practice

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

Any employee can become sabotage or belligerent

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

Case from practice

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

Ideal and optimal relationship level in a strong organization

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

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

The first person can only rely on loyal managers

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

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

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

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

Provide regular feedback to your subordinates through mentoring sessions

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

Leading motivators at every level

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

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

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

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

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

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

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