What is the social psychological climate collective. Psychological climate in the team: what it is. Formation of a favorable climate. Positive importance of organizational conflict
Federal Agency for Education of the Russian Federation
Saratov State Pedagogical University
COURSE WORK
by discipline " Organisation management»
on the topic: " Socio-psychological climate in the labor collective»
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CONTENT
Introduction
The problem of the psychological climate itself originated on the basis of a more general problem - the interaction of people in the process of joint activities with its private (for example, role-playing) and common (structural) aspects.
This topic dedicated to a considerable number of publications in which sufficiently general issues related to the characteristics of nature, roles and climate factors are dedicated.
The relevance of this problem is dictated by the requests of the practice, due to the collective nature of human activity that have increased in our day and the current problems of the effectiveness of the organization and management of people, the regulation of relations deploying between them, the use of educational and psychotherapeutic effects.
It is with the progress of modern social progress, with its contradictions, social and socio-psychological trends and the consequences, many acute problems of the socio-psychological climate in the team are inextricably linked.
However, the climate is not only the problem of today's socio-psychological difficulties of social progress, but at the same time the problem of solving tomorrow's promising tasks associated with modeling new, more perfect than before, interpersonal relations and human communities.
The formation of a favorable social and psychological climate of the labor collective is one of the most important conditions for the struggle for the quality of work performed. It means at the same time the dominance of the relevant style of the daily activity of people as the most important factor in mobilizing the creative potential of the entire society.
The task of improving the social and psychological climate of the labor collective is not only extremely relevant, but also highly promising according to the degree of growth of its specific gravity in a number of other socio-psychological problems of the team.
The purpose of the course work is to study the main issues relating to the socio-psychological climate in the team.
As part of the goal, the following tasks are resolved:
- Examine theoretical foundations on this issue.
Examine the main characteristics of the guide styles.
Analyze the socio-psychological climate on the example of a particular organization.
Chapter 1. Theoretical foundations of the social and psychological climate of the labor collective
1.1. The concept and essence of the socio-psychological climate in the team
According to its origin, these concepts are largely metaphoric. It is possible to make an analogy with the climatic conditions in which the plant lives and develops. In one climate it can bloom, in the other - to dry. The same can be said about the socio-psychological climate: In some conditions, the group functions optimally and its members get the opportunity to maximally realize their potential, in others - people feel uncomfortable, strive to leave the group, spend less time, their personal growth slows down.
When we are talking about the social and psychological climate of the team, implies the following:
- a combination of socio-psychological characteristics of the group;
predominant and sustainable psychological attitude of the collective;
the nature of the relationship in the team;
the integral characteristics of the state of the team.
Adverse socio-psychological climate characterize pessimism, irritability, boredom, high tension and conflict of relationships in the group, uncertainty, fear of mistaken or make a bad impression, fear of punishment, rejection, misunderstanding, hostility, suspicion, distrust to each other, unwillingness to invest in a joint product, in the development of the team and the organization as a whole, dissatisfaction, etc.
There are signs on which indirectly can be judged by the atmosphere in the group. These include:
- personnel flow rate;
labor productivity;
product quality;
number of passes and desets;
the number of complaints, complaints coming from employees and customers;
performing work on time or late;
accuracy or negligence in circulation equipment;
the frequency of interruptions in the work.
An essential element in the overall concept of a socio-psychological climate is the characteristic of its structure. The structure of the socio-psychological climate becomes obvious to the presence of two main divisions - the relations of people to work and their attitude towards each other. Relationships to each other are differentiated on the relationship between comrades for work and relationships in the management system and submission (see Figure 1).
- Figure 1 - The structure of the socio-psychological climate
On the state of personality in the team, as OV rightly notes. Luneva, reflects the relationship of the person to a certain group as a whole, the degree of satisfaction with its position and interpersonal relationships in the group.
When contacting the problems of the social and psychological climate of the team, one of the most important is the consideration of the factors affecting the climate.
1.2. Factors defining socio-psychological climate.
Local macros. The organization whose structure includes the employment team. The size of the organization, the status-role structure, the lack of functional-role contradictions, the degree of centralization of power, the participation of employees in planning, in the distribution of resources, the composition of structural units (sexual, professional, ethnic), etc.
Physical microclimate, sanitary and hygienic working conditions. Heat, Duchot, poor illumination, constant noise can become a source of increased irritability and indirectly affect the psychological atmosphere in the group. On the contrary, a well-equipped workplace, favorable sanitary and hygienic conditions increase satisfaction from labor activity as a whole, contributing to the formation of a favorable SEC.
Satisfaction with work. Of great importance for the formation of a favorable SEC, how much work is for a person interesting, diverse, creative, whether it corresponds to his professional level, whether it allows you to realize creative potential, grow professionally. The attractiveness of the work increases the satisfaction with working conditions, payment, system of material and moral incentives, social security, distribution of vacations, work regime, information support, the prospects for career growth, the ability to increase the level of their professionalism, the level of competence of colleagues, the nature of business and personal relations in the vertical team and horizontal, etc.
The nature of the activities performed. Monotonicity of activity, its high responsibility, the presence of risk to the health and life of the employee, stressful character, emotional saturation, etc. - All this factors that indirectly can negatively affect the SEC in the working team.
Psychological compatibility It is an important factor affecting the socio-psychological climate. Under psychological compatibility understands the ability to joint activities, which is based on the optimal combination of the staff of the personal qualities of participants. Psychological compatibility can be due to the similarity of the characteristics of participants in joint activities. People similar to each other are easier to establish interaction. Similarity contributes to the appearance of a sense of security and self-confidence, increases self-esteem. In the next paragraph, we will look at how the team affects the personality of the individual included in this team.
1.3. The influence of the socio-psychological climate on the vital activity of the person and the team
First of all, the moral and psychological climate of the team is one of the most essential elements in the overall system of the conditions of the existence and life of the collective. Special significance in the system of human activity conditions is determined, firstly, the fact that the socio-psychological climate characterizes the coming, the most direct (unlike more remote and mediated) conditions of this life. Secondly, the phenomena of climate characterizes not so much external in relation to the person as internal, psychological aspects of this environment, its psychological atmosphere.
One of the most obvious manifestations of a favorable atmosphere that promotes the productivity of joint activities of people is attention, the location, the sympathy of a person to a person.
Another equally important property of a healthy moral and psychological climate of the team is the mood of spiritual lift, cheerfulness, which relies on certain goals and exciting tasks of joint activities.
An essential condition for the most complete deployment of the spiritual potential of the personality in the team is the situation of mutual responsibility and the demanding of people to each other.
The predominance and sustainability of the atmosphere of mutual attention, respectful attitude towards man, the spirit of community, combined with high internal discipline, principled and responsibility, with demanding as to others and to themselves, are the main features of a healthy moral and psychological climate.
A healthy psychological climate is one of the decisive factors of the successful human activity in all areas of public relations, the most important condition for the formation of the personality.
In cases where the game underestimates the role of certain factors favorably affecting the mental climate, an unhealthy atmosphere, which manifests itself in the voltage of human relations, in particular conflicts between members of the team.
The person, if it turns out to be drawn into conflict, is usually quite acute and painfully experiencing the situation that has arisen, especially the intelligence of its relationship with others. And this can have a wide variety of negative consequences for his mental state.
Confrontation voltage, waiting for trouble can cause severe condition of painful arousal or depression that do not remain without consequences for people's health. Even when two people conflict, many are distracted by many to find out the causes and overcoming contradictions. Large conflicts shake the entire group and can lead to her decay.
Thus, the social and psychological climate of the team is a significant factor in human life, affecting the entire system of social relations, on the way of people's life, on their daily health, performance and the level of creative and personal self-realization. The effect of this may be the most diverse, and its character depends on the set of factors.
Next, we will consider the system of intravaluctive communication and its influence on the formation of a psychological climate.
1.4. Culture of communication and path of formation of a social and psychological climate in the team
Naturally, the creation of a favorable socio-psychological climate involves overcoming those mental tension barriers and accompanying these tensions of negative emotions that may occur during communication between people. The relevance of this task is determined by both the diverse nature of psychological barriers and weighed the potential of the hidden creative energy of the personality, which is preserved by these barriers.
The high culture of social communication is a fairly multifaceted phenomenon that includes the culture of perception and understanding, relations and appeals, messages and beliefs, the influence and mutual influence of people on each other in the process of joint activities.
Especially essential for the formation of a healthy moral and psychological climate Culture of human emotional relations, manifested in the degree of emotional heat, sympathy or antipathy between members of the team. Numerous studies of both domestic and foreign social psychologists are convinced that the psychological climate of any generality, one way or another, is summarized from the relationship of sympathy or antipathy between the members of the team, between the various groups of colleagues for work that has developed already across microcersions.
A special role among all other factors of the formation of a socio-psychological climate of the team play the relationship of management and subordinates, the whole complex of functions performed by the head.
In the formation of the moral - psychological and social climate, the entire role belongs to the head of the team, in which each person is in direct contact with other people, where its individual features, its advantages and disadvantages, where it is easier to identify the potential opportunities of the employee, to take into account his individual features.
Overcoming the unhealthy and creating a favorable psychological climate involves first of all overcoming those barriers to mental tensions and accompanying their negative emotions that may arise in the process of communication between people. Ways to overcome psychological barriers in the process of interpersonal communication are very diverse. At the level of everyday consciousness and their own everyday experience, there were no certain mechanisms for the discharge of negative emotions and overcoming psychological barriers to interpersonal relations.
If all sorts of entertainment and hobbies can be attributed to the number of common psychological discharge mechanisms, in particular the sports "sore", all kinds of collectibles, etc., then the practice of clarifying and establishing personalities can be attributed to the number of specific ways of psychological discharge of tensions in interpersonal relationships. relationship.
It is known that the socio-psychological climate is underlining the entire system of social relations existing in our society. In each individual team, it also depends on many factors: from the success and achievements of the collective, from the organization of labor and style of management, from forms and methods of material and moral incentives, from the organization of the life of workers and the whole service area.
Even the mood of each participant of a team member and unexpected changes should be taken into account among the factors that can have a significant impact on the moral and psychological atmosphere of the team as a whole and the mental state of each individual participant. Possessing the ability to indulge to others, infect others, the mental attitude of even one of the members of the team may be one of the reasons not always desirable changes and in the mood of others.
All this puts the head before the urgent need to master socially psychological knowledge in order to create the most favorable climate in its team.
Thus, the essential element in the overall concept of the socio-psychological climate is the characteristic of its structure. The structure of the socio-psychological climate becomes obvious to the presence of two main divisions - the relations of people to work and their attitude towards each other. Relationships to each other are differentiated on the relationship between comrades for work and relationships in the management system and submission.
The most commonly socially psychological climate of the team can be characterized as a psychological state, an integrated image reflecting the features of its livelihoods. This condition includes cognitive and emotional components, it is also characterized by varying degrees of awareness.
At the well-being of the personality in the team, the individual relations are reflected in the particular group as a whole, the degree of satisfaction with its position and interpersonal relationships in the group.
The high culture of social communication is a fairly multifaceted phenomenon that includes the culture of perception and understanding, relations and appeals, messages and beliefs, the influence and mutual influence of people on each other in the process of joint activities.
In the next chapter, we will consider the management styles of the head and its influence on the livelihood of the team.
Chapter 2. Styles of leadership by the labor team and its influence on the social and psychological climate
2.1. Team manager management style
The management style in the context of the control is the usual manner of the behavior of the head in relation to employees in order to influence them and encourage them to achieve the objectives of the organization. The degree to which the manager delegates its powers, the types of power used by him, and the concern for human relations or about the fulfillment of the task - everything reflects the style of the manual.
In its pure form in life, as a rule, styles do not manifest. Yes, and in practice one style is impossible.
Autocratic leader in authoritarian management. He "Everything knows himself" and does not suffer objections. With his subordinate, he represents only a minimum of information. He does not trust anyone and may not inform anyone about his intentions. Employees are inconvenient, trying to do everything itself, impulsive, inclined to hasty decisions; From one extreme rushes to another. The autocrat is able to change destinations and politics as often as it opens and closes the doors to the cabinets of his subordinates. He considers people to be pawn, Chvanquing, Rough, is merciless. It throws away the strong and original people who lack the subrange. He is surrounded by the chormer. In such conditions, the best worker will be considered the one who knows how to guess the thought of the boss. In this atmosphere, gossiping, intrigues and denominations flourish. Some workers are obliged to many of him, he not only scares and punishes, but also awards. However, such a system of independence does not raise, with all questions assistants, deputies and bosses run to the "main". If the firm is the autocrat, he excuses everything, creates short-term activity and leaves after himself confusion. Nobody really knows what he said and how he will respond to certain events. He is unpredictable.
Authoritarian The leadership style underlies the absolute majority of conflicts and the troubles due to the desire of the highest manager to one-chief. The head not only loses the best workers, but also creates a hostile atmosphere around him who threatens him himself. The subordinate depends on it, but it largely depends on them. Disappeared subordinates can bring it and disinform. And, in addition, intimidated workers are not only unreliable, but also do not work with complete returns. Such a driveman can buy the clock of muscular energy, but it is impossible to buy respect - it needs to earn.
Democratic style The leadership involves interaction at the "adult" level - "adult". The head and subordinate in this case arises a sense of confidence and mutual understanding. The head behaves in this case as one of the members of the group; Each employee may, with it, to freely express its opinions on various issues, without fear of any revenge, or wondering. Depending on the task being executed, the management group can be transmitted from one participant to another. Responsibility for failures The head shares with the group. Most problems of the team are discussed collectively. Democrat leader tries to consult more often with subordinates, does not show his superiority and reacts correctly to criticism. For the consequences of the decisions made, the responsibility does not shift on the subordinates, the desire to listen to the opinion of its employees to the most important issues is not explained by the fact that he himself does not understand this, and the belief is that there can always be nuances in the discussion to improve the technology of the decision process. Such a leader does not consider it for himself to agree on a compromise, either even refuse to decide if the logic of subordinate convincing. Where the autocrat would act by order and pressure, Democrat tries to convince, prove the feasibility of solving the problem and the benefits that employees can receive.
Well knowing the case and the situation in the subordinate group, it tries to use reflexive management methods, and when monitoring, pays particular attention to the final result, without pulling the trifles. Such a situation creates conditions for self-expression of subordinates who develop independence and thereby contributes to the perception of achieving the goals facing the team, as their own. Such a situation created by the Democrat is also educational in nature, and allows you to achieve a goal with small costs. Management occurs without coarse push, leaning on the ability of people, respecting the dignity, experience, age and gender.
Liberal style The leadership is characterized by notionlessness, non-interference in the process of certain works. Liberal is making any actions only on the instructions of the higher leadership, strive to decline from liability for decisions. Usually, people are not competent in such a role, not confident in the strength of their official position. Liberals are not accepted, may be influenced by different people and circumstances to change their decision on the same issue. In the organization, where Liberal Head, often important issues are solved without his participation.
In relations with subordinates, liberal is correct and polite. It reacts positively to criticism, not demanding to the subordinate and does not like to control their work.
In the desire to acquire and strengthen authority, it is able to provide subordinates of various kinds of benefits, to pay undeserved premiums, send to interesting business trips without visible need.
Thus, the liberal tries to support his authority. Maybe for the negligent subordinate to perform the work itself, does not like to dismiss bad workers.
Situational style The control flexibly takes into account the level of psychological development of subordinate and collective.
Another criterion for the effectiveness of the head is the degree of authority of the head. Three forms of the authoritate of the head are allocated:
- formal authority is due to the one set of powerful powers, the rights that the office gives the head;
moral authority depends on the moral qualities of the head;
functional authority is determined by the competence of the leader, business quality and its attitude towards his professional activities.
In the next paragraph, we will identify the best way to manage the team for more efficient activities of employees and organizations.
2.2. Collective Management and Social Psychological Climate
You can allocate the main characteristics that are indicated by various authors as mandatory signs of the team. First of all, the team– This is the association of people in the name of achieving a certain, socially approved goal (in this sense, the team cannot be although a cohesive, but the antisocial group, such as a group of criminals).
Secondly, the voluntary nature of the association, and under the "voluntaryness" here, there is no echievement of the formation of the team, but this characteristic of the group, when it is not simply "asked" by external circumstances, but it became for individuals, in it incoming, the system of actively constructed relations, On the basis of the overall activity. The essential feature of the team is its integrity. This is expressed in the fact that the team acts as a system of activity with the organization inherent in it, the distribution of functions determined by the structure of manual and management. Finally, the team is a special form of relationship between its members, which ensures the principle of personality development is not contrary, but together with the development of the team.
In order for a group of employees to be called a team, you need to start with clear goals, which are a rather powerful combining agent. First, these goals should not necessarily be large and difficult so that people can easily figure them out and sure to succeed. Success generates trust, consent and mutual understanding, and this is the key to new success. Nothing shares the team like the search for solutions, so you need to consult as much as possible. The work of people makes it possible to disclose, in a new potential of the team.
There are two types of formal and informal teams. Formal are created by manuals for a certain period temporarily or constantly, in order to fulfill some official work. This may be divisions, located in the framework of the hierarchical structure of the enterprise or institution, and may be interfunctional necessary to adjust the activities of the main divisions, jointly find important decisions.
Simultaneously with the creation of formal groups, many informal arises, together forming an informal organization. It is united by the same staff of the teams to achieve their own goals of far from officially established, finding more and more points of contact in the process of everyday service communication.
In any team, there is a so-called "prestige scale", where employees occupy a place in accordance with the recognition of colleagues. This place does not always coincide with the formal position of a person in the official "table of ranks". It often happens that a person who does not occupy any responsible posts enjoy the highest prestige in the team. Such a person becomes an informal leader of this team.
The leader and the head is not the same. The difference here is the same as between the formal and informal group. Leader– This is a person who in relation to the group can be considered as its mirror. They can only be the one who bears the features, welcomed and approved in this group. Therefore, the transfer of the leader to another group or its appointment from above as a leader is ineffective.
The strength of any team is its cohesion, which depends on the skillful management of the head.
For the head of the team -home Support in its work. After all, the team can potentially achieve more than each of its members in the amount. In addition, in the team, people are usually less susceptible to stress, but they produce more ideas and large interdisciplinary problems solve. The team always arises a special spirit of competition, tightening the lagging lagging and significantly improving the overall efficiency of work.
It is potentially an incredible incentive, support factor and enthusiasm. People can enjoy membership in the team to devote themselves to him to put high goals, create a stimulating and creative environment.
So, we see the four main factors affecting the effectiveness of employees:
1) Organizational– status, size and composition of the collective;
2) the medium in which the team operates, the state of communication in a particular place where the team works;
3) the importance and nature of the tasks facing people;
4) Freedom of organizing its own work, allowing employees to act more simplifier and interested.
The relationship of subordinates with the leader, the psychological climate of the team, the results of its work depend on the management style implemented by the head.
2.3. Causes of not effective management leadership
M. Wooddock and D. Frensis on the basis of the study, allocate eleven factors, which, in their opinion, will affect management activities in the coming decades:
- 1. Stresses, pressure and uncertainty are increasingly present in most forms of living organizations. Therefore, the skillful managers require the ability to effectively manage themselves and their time.
- 2. Erosion of traditional values \u200b\u200bled to a serious disorder of personal beliefs and values. Therefore, the ability to clarify their personal values \u200b\u200bfrom modern leaders.
- 3. There is a wide choice of choice. Therefore, managers are required to clearly define both the goals of the work performed and their own goals.
- 4. Organizational systems are not able to ensure all the possibilities for learning required by the modern leader. Therefore, each manager should constantly maintain his own growth and development.
- 5. There are more and more problems, and they are increasingly more difficult, while their solutions are often more limited. Therefore, the ability to solve problems quickly and effectively becomes an increasingly important part of managerial skills.
- 6. Permanent struggle for marketing markets, energy resources and profitability makes the necessary nomination of new ideas and permanent adaptation - therefore managers must be inventive and able to respond flexibly to change the situation.
- 7. Traditional, hierarchical relationships are difficult. Therefore, effective management calls for the use of influence skills on the surrounding, NA resorting to direct orders.
- 8
.
Many traditional schools and management methods have exhausted their capabilities and do not respond to the challenges of the present and the future. Therefore, new, more modern management techniques are required, and many managers must master other approaches regarding their subordinates..
- 9. Big costs and difficulties are currently related to the use of employees. Therefore, each manager requires a cleaver use of human resources.
- 10. The increasing scale of changes require the development of new skills, the development of new approaches and the struggle with the possibility of their own "obsolescence". Therefore, the supervisor requires the ability to help others in the rapid study of new methods and mastering practical skills.
- 11. Complex problems are increasingly requiring the efforts of the efforts of several people together with their decision. Therefore, the head should be able to create and improve groups capable of rapidly becoming inventive and effective in work.
- ability to control themselves;
- reasonable personal values;
- clear personal goals;
- emphasis on a permanent personal growth;
- skill solve problems;
- ingenuity and ability to innovate;
- High ability to influence others;
- Knowledge of modern management approaches;
- ability to manage;
- ability to train and develop subordinates;
- The ability to form and develop effective working groups.
1. Inability to control itself.
There are quite a few leaders who risk their health, allowing unrest and workers to absorb their energy. Those managers who do not know how to "discharge" correctly, do not fully use their time, energy and skills, are not able to cope with stress arising in the management of the managerial, are limited to the inability to control themselves.
2. Blurry personal values.
Decisions are expected to make decisions based on personal values \u200b\u200band principles daily. If personal values \u200b\u200bare not clear enough, the supervisor will not have enough solid foundations for judgments, which can therefore be perceived by others as unreasonable.
Managers for whom unclear their own basic principles or which are inconsistently in them, or those whose values \u200b\u200bdo not correspond to the time are limited to the blurring of personal values.
3. Troubled personal goals.
The leaders affect the course of their business and personal life, assessing the available opportunities and choosing certain alternatives. The head may be unable to identify goals or may strive for unattainable or undesirable purposes - often to goals that are incompatible with modernity.
It is often underestimated by alternatives and are overlooked, therefore important opportunities, and the time and effort will go to minor questions. Such leaders are usually difficult to achieve success and are unable to evaluate the success of others, as they are limited to the fuzziness of personalgoals.
4. Stopped self-development.
The leaders are able to achieve significant success in self-development, but some cannot overcome their weaknesses and work on their own growth. They are not dynamic enough. They tend to avoid acute situations, allow hidden abilities to remain underdeveloped, lose natural responsiveness, and their business life turns into a routine, the more, the more often they are in the interests of personal security, they exclude risk from their activities. Such leaders are limited to a stopped self-development.
5. Lack of skill solve problems.
A qualified problem solving itself is an obvious management skill. Some managers cannot work methodically and efficiently on solving problems and achieve qualitative solutions. It is often difficult for them to conduct meetings on solving problems, establishing goals, processing information, planning and control. Problems that are not solved quickly and energetically accumulate and interfere with both reflections and the actions of the head, limited to the insufficiency of the skill solve problems.
6. Lack of creative approach.
Often, the managers are not enough in managers to work creatively to solutions and the ability to innovate, a managers with relatively low ingenuity rarely nominates new ideas, it is not able to force others to be creators and use new approaches in work.
Such managers are often unfamiliar with methods of improving ingenuity or ridicule them as non-serious and superficial. High ingenuity requires readiness to deal with obstacles and failures. The leader who does not want to experiment, risk or maintaining a creative approach in work, despite the difficulties, limited to a disadvantage of a creative approach.
7. Inability to influence people.
The leaders constantly need to influence those who are directly subordinate to them. However, some managers are not able to obtain the required support and participation and as a result cannot provide the necessary resources for success. They tend to accuse others in that they are not listening to them, and they do not consider them equal to them on the situation quite influential. The head who is not persistent enough does not establish interaction with the surrounding and whose ability to express themselves to express themselves and listen to others, limited to the inability to influence others.
8. Insufficient understanding of the features of managerial labor.
Until the head seriously estimate the effectiveness of how they manage others, they do not achieve high returns from them. Leaders who are not able to explore their own management approaches, not enough skills to understand them. It is unlikely to establish feedbacks, they are not able to interest their subordinates in order to stand out among others, it is especially difficult for them to give orders.
The leaders who insufficiently understand the motivation of workers, and those managerial style of which are outdated, does not comply with the conditions, unethical or inhuman, are limited to an insufficient understanding of the essence of managerial labor.
9. Weak guidance skills.
For effective management of people and resources, many skills are required, which can be called the ability to lead. The spread of working time and the inefficiency of working methods lead to the fact that people feel unsatisfied and work below their capabilities.
10. Inability to train.
Almost every leader from time to time acts as a mentor, teacher, educator. Without developing this skill, the head can not bring the indicators of employees to the required and help them in self-development. The requirements for their learning are not clearly installed, and there is not enough time for self-development. People often work without having feedback with the leader, and its assessments and recommendations are formal. The leader who lacks the ability or desire to help the development of others is limited to teach inevitability.
11. Low ability to form a team.
In order to achieve results, most managers must unite with others using their skills. However, in accordance with the common approach to the role of the head, it can not do anything to encourage the growth of the entire group or its members.
The most important factor influencing the climate organization is usually called the leadership style.
In connection with the nature of the leader's activity, with the degree of its focus on the deployment of reproductive or creative, impersonal, business, functional and role or personal activity of subordinates, one can judge the level of socio-psychological climate in the collective.
All the multifaceted activities of the head, one way or another, affects the mental state of the team, to the degree of mental inclusion in the work of each member of the team.
The following main factors are allocated to the collective social and psychological climate:
- external impacts (the characteristic features of the current stage of the socio-economic and socio-political development of the country, the relationship of this organization with other urban and district organizations, etc.).
internal influences (material and material scope of primary team, team management team, level of psychological compatibility of team members, etc.).
Chapter 3. Study of the Social and Psychological Climate in the Labor Collective
3.1. General information about the object of research
The main activity is control over the supply of thermal energy in the city of Serdobsk. The enterprise state and finances it partly from the Russian budget. Foundation is based on tariff rates, there are also premium payments and long service.
Duration of work in this team from 3 years and more, employees know each other well enough. The company's managers have a big experience and experience in senior positions. Frame fluidity is low and in most cases is associated with retirement or for health.
To identify the level of socio-psychological climate in the team, a test for the study of a psychological team, an express methodology for studying climate in the labor collective developed by OS Mikhalyuk and A.Yu. Shalyto. The technique was also used to determine the group cohesion of the sishore. After used the well-known technique of Timothy Liri to study the nature of interpersonal relations. With this technique, an assessment of interpersonal relations between employees was evaluated.
The management style of managers was studied using the methodology for determining the style of the management of the workforce developed by V.P. Zakharov based on the questionnaire A.L. Zhuravleva.
3.2. Express methodology for the study of the socio-psychological climate in the labor collective
The emotional component was assessed as controversial 16%, that is, these employees cannot accurately determine the nature of emotional interaction within the team; positively estimated the emotional state inside the group - 56% - this means that they consider the relationship with positive; A negative response was given by 28% of employees - this means that they consider the intragroup relationships saturated with antipathy.
Cognitive component: contradictory appreciated the cognitive component - 8% of employees, in other words, these employees consider the exchange of business information, the experience of work does not have a clear direction, or poorly established; 84% of the team members consider the cognitive component positive, that is, the exchange of labor experience, knowledge in the field of activity, cooperation within the collective is well established; A negative cognitive component consider 8%, in other words, the information exchange inside the group is weak or absent at all.
Behavioral component: 20% of employees consider the conflicting behavioral component, that is, the behavior of employees cannot be called as fully corresponding to each other's expectations; positively assessed the behavior of their colleagues 72%, which means that the behavior fully corresponds to their expectations; The negative behavioral component consider 8% of employees, in other words, it does not fully correspond to their ideas about the behavior of colleagues.
According to the results of the percentage, the diagram was built (Figure 2).
Further by the formula, we determined the average sample rating:
- emotional component - contradictory (0.28);
the cognitive component is positive (0.76);
the behavioral component is positive (0.6).
- Figure 2 - Components of the socio-psychological climate in the team
3.3. Determination of the sishore group cohesion index.
- Figure 3 - Group cohesion in the team
3.4. Evaluation of interpersonal relations according to T. Liri method.
I. Authoritarian type.
52% - confident people, stubborn and persistent, but not necessarily leaders. Among them with 32% of employees with adaptive behavior, 20% with moderately adaptive behavior.
48% - dominant, energetic, competent, successful in affairs, love to give advice, require respect for themselves and may be authoritative leaders their behavior can be regarded as extreme.
II. Egoist type.
In 100% of employees, selfish features are focused on themselves and there is a tendency to rivalry. Among them, 48% of employees with adaptive behavior, 40% - with moderately adaptive behavior and 12% with extreme behavior.
III. Aggressive type.
92% of employees have perseverance, persistence and energetic. Of these, 48% have adaptive behavior and 44% moderately adaptive.
8% - demanding, straightforward, frank, strict in the assessments of others, are irreconcilable, tend to accuse in all others, ironic and irritable. Their behavior is closer to extreme.
IV. Suspicious type.
96% of employees are critical to all social phenomena and others. Among them 92% with adaptive behavior and 4% with moderately adaptive behavior.
4% are experiencing difficulties in interpersonal contacts due to suspicion and fear of poor relationship, closed, skeptical, disappointed in people, secretive, their negativism is shown in verbal aggression. The behavior of employees is extremely.
V. Subordinate type.
92% of employees are modest, emotionally detained, capable of subordinate and honestly fulfill their duties. Including 72% with adaptive behavior, 20% with moderately adaptive behavior.
etc.................
Socio-psychological climate in the labor collective
Kalashnikova Anastasia Evgenievna
Kuban State University
sociology Department Sociology
annotation
The article presents various aspects of the socio-psychological climate as an element of the personnel management system. The paper considered the main levels of compatibility, as well as the role of the head in the creation of a favorable social and psychological climate in the labor collective.
Socio-Psychological Climate In The Workplace
Kalashnikova Anastasia Evgenjevna.
Kuban State University
student of the Department of Sociology
Abstract.
The Article Presents The Various Aspects of Socio-Psychological CLIMATE AS An Element of the Personnel Management System. The Paper Discusses The Basic Levels of Compatibility, As Well As The Role of Leader in Creating A Favorable Social and Psychological Climate and Psychological Climate in the workplace.
In modern conditions, among the factors affecting the effectiveness of the collaboration of the labor collective, the socio-psychological climate occupies an important place. According to some experts, in a number of factors contributing to the productive process of work, a favorable climate in the team ranks first in terms of significance. The relevance of the problems of the socio-psychological climate causes the need to form a favorable atmosphere in the team in order to create conditions for fully implementing employees of their abilities. It is also important to note that various enterprises impose their requirements for the personnel management system, depending on its specifics. The most important and basic condition for the effective functioning of any enterprise is the formation of a comprehensive approach to the personnel management system, which proceeds from the need to combine the functional components of this system in different directions, including socio-psychological.
Under the social and psychological climate, it is customary to understand the holistic state of the team, relatively steady emotional attitude for him, reflecting the real situation of work (character, conditions, organization of labor) and the nature of interpersonal relations. Its specificity is that it represents the integral and dynamic characteristics of the mental states of all members of the team. The relations of the relationship, speaking as objective conditions for labor interaction and communication, requires a completely defined behavior style. The emotions of one member of the group definitely motivate the behavior of other members, directing them not only for the implementation of the goals of activity, but also to eliminate the frustrating influences.
To the greatest extent, the existence of a social and psychological climate in the team depends on the head, since it is precisely the choice in favor of a certain style of management. Thus, the role of the head in creating an optimal labor atmosphere is decisive. To improve performance, it is necessary to take into account the degree of homogeneity of the composition of the working team regarding its social and psychological characteristics. It is customary to allocate three levels of such compatibility: psychophysiological, psychological and social and psychological. The psychophysiological level is responsible for the compatibility of temperaments and organs of the senses of employees. For example, choleric and phlegmatic are not able to establish a general pace of work, which can lead to tensions in their relationship and in fulfilling the overall work. The psychological level is the level of compatibility of characters, types of workers' behavior. A team, where it is customary to adhere to generally accepted behaviors, a person is not useful with a different behavior value system - it will only violate the working discipline. The socio-psychological level of the compatibility of the working team is based on the consistency of social roles and installations. For example, in the team will not be able to harmoniously cooperate with the same high thirst for dominance: the coherence in working together will contribute to the interaction of a power-loving person and a person who can obey the compatibility of the compatibility of employees for all three levels is the workshop that ensures the success of the team with minimal costs.
A lot of important role is played by the behavior of the head of the labor collective. The head must have such characteristics as a principle (the unity of the word and the case), discipline, responsibility not only in relation to the case, but also to people, activity in interpersonal relations, as well as responsiveness and public energetic (the ability to infect their energy of others). The above characteristics can be generalized by such a concept as "organizer any." Invalid elements of the behavior are inconsistency, the disrespect of the interests of others, egoism, exceptional careerism, rudeness in relation to employees. A competent joint activity organizer performs a number of functions in the team. First, this is the function of integrating personalities through familiarization with the overall task, determining the conditions for achieving the goals, coordinating collaboration. Secondly, it is a communicative function that is associated with the establishment of horizontal communications within the collective and external vertical communications with the organizational units standing above. Thirdly, this is the function of learning and upbringing staff staff.
Thus, the creation of a favorable social and psychological climate in the labor collective is the path to the maximum possible efficiency of joint activities. The most important conditions for achieving success are, firstly, the ability of the head to competently combine the styles of the team management, secondly, the presence of the head of the "organizational alien". When these conditions are met, the effectiveness of collective work in the labor collective becomes more tangible.
Non-state educational institution
Additional vocational education
Institute for Remote Advanced Training
Socio-psychological climate in the labor collective
I've done the work
Ivan Ivanovich Ivanov
scientific adviser
ph.D., Doc. Shelepanova N.V.
Novosibirsk - 2015
Introduction
Chapter 1. Team Concept
Chapter 2. Socio-psychological climate. Concept. Structure. Models
2.1 The concept of socio-psychological climate
.2 The structure of the socio-psychological climate
.3 models of the socio-psychological climate
2.4 Factors defining socio-psychological climate
Chapter 3. Conflict as part of the social and psychological climate of the team
3.1 What is the conflict?
.2 types of conflict
.3 Conflict Resolution Methods
.4 positive importance of organizational conflict
Conclusion
Literature
Introduction
"Each person, without any discrimination, is guaranteed equal payment for equal labor" (Universal Declaration of Human Rights, Art. 23, p. 2).
The immediate form of human existence as a person is labor activity. Activities are a form of an active attitude to reality aimed at achieving a consciously set goal. The main generator activity is the vector "Motive - goal." In traditional performances of classical psychology, there are three genetically replacing each other and coexisting throughout the life of the activity: game, teaching, work. Although the types of human activity they have a lot in common, nevertheless, according to results, organizations, the specifics of motivation are fundamental differences. For a person, labor is the main activity, because It not only serves two other species, but also provides for the creation of a socially significant product unity and monolithicness of human society, both in space and in time.
In the very general definition of work - the appropriate and socio-efficient human activity, requiring mental and mental tension. The encyclopedic dictionary determines the work as "the expedient human activity aimed at modifying and the adaptation of the objects of nature to meet their needs." Labor is determined for the formation of the personality and its existence. The labor process unfolds in the field of material production. Through the work of a person with the help of knowledge, skills, skills adapts the material environment to its needs and needs.
The components of labor are:
expedient activities (work as a process and result) physical labor (material products) and mental labor (ideal products);
the subject of labor (objects to which human activity is directed);
whether goods (guns, with which work is performed). Work manual, mechanized and automated;
labor entity (employee) worker of automated labor - operator;
In contrast to the effective behavior of animals, labor, as specifically human activity is characterized by awareness. This awareness from a psychological point of view is expressed in:
Conscious anticipation of social and valuable results;
Consciousness of the obligation to achieve a social and fixed purpose;
awareness of interpersonal production relations and dependencies.
The described social mechanism of labor has its psychological structure. As part of the labor psychology, the individual psychological, cognitive, personal and socio-personal aspects of labor is studied.
The conditions in which the interaction of the members of the Working Group are involved, affect the success of their joint activities, to satisfaction with the process and the results of labor. In particular, they include sanitary and hygienic conditions in which employees work: temperature regime, humidity, illumination, spaciousness of the room, the presence of a convenient workplace, etc.
The nature of relationships in the group dominating the mood in it is of great importance. To refer to the psychological state of the group, such concepts as "Social and Psychological Climate", "Psychological atmosphere", "Social Atmosphere", "Climate of the Organization", "Microclimate", etc.
The social and psychological climate of the team is associated with a certain emotional colorful psychological relationship between the collective arising on the basis of their proximity, sympathies, coincidence of characters, interests and inconsistencies.
The purpose of this work can be called a comprehensive consideration and study of the concept of "socio-psychological climate" and its influence on the relationship between employees in the labor team, its structures, models, as well as factors affecting the formation of climate.
Chapter 1. Team Concept
With the progress of modern scientific and technical and social progress, with its contradictory, social and socio-psychological trends and consequences, many acute problems of the social and psychological climate of the team are inextricably linked.
However, the climate is not only the problem of today's socio-psychological difficulties of social and scientific and technical progress, but at the same time the problem of solving tomorrow's promising tasks related to modeling new, more perfect than before, human relations and human communities.
The formation of a favorable social and psychological climate of the labor collective is one of the most important conditions for the struggle for the growth of labor productivity and the quality of products.
Socio-psychological climate can be considered as a polyfunctional indicator:
the level of psychological inclusion of a person in activity;
psychological effectiveness of this activity;
level of mental potential of the person and the team, not only implemented, but also hidden, unused reserves and opportunities;
scale and depth of barriers lying on the implementation of the implementation
psychological reserves of the team;
those shifts that occur in the structure of the mental potential of the person in the team.
The team is one of the species of a small group. Small groups can be different in size, by nature and structure of relations that exist between their members, according to individual composition, features of values, norms and rules of relationships shared by the participants, interpersonal relations, goals and content activities. The quantitative composition of the group is called its size, an individual-composition. The structure of interpersonal communication, or the exchange of business and personal information, refer to the channels of communications, the moral and emotional tone of interpersonal relations - the psychological climate of the group.
General rules of behavior who adhere to group members are called group regulations.
All listed characteristics are the basic parameters on which they are separated, shared and study small groups. Among the highly developed small groups, teams are highlighted. The psychology of the developed team is characterized by the fact that the activity for which he was created and which in practice is engaged, has, undoubtedly, positive importance for very many people, not only for team members. In the team, interpersonal relations are based on mutual confidence of people, openness, honesty, decency, mutual respect, etc.
In order for a small group to be called a team, it must correspond to a number of highly high demands:
successfully cope with the tasks assigned to it,
have a high morality, good human relationship,
create for each of your member the possibility of development as a personality,
being capable of creativity, i.e. As a group to give people more than the amount of the same number of individuals working separately.
Psychologically developed as a team is considered to be such a small group in which a differentiated system of various business and personal relationships under high moral basis have developed. Such relationships can be called collectivist.
Collective relations are determined by the concepts of morality, responsibility, openness, collectivism, contact enterprise, organization, efficiency and informativeness. Under morality, we mean the construction of intravallete and extractive relations on the norms and values \u200b\u200bof universal morality. Responsibility is interpreted as a voluntary adoption by the team of moral and other obligations to society for the fate of each person, regardless of whether it is a member of this team or not. Responsibility also manifests itself in the fact that members of the team confirm their words to the case, demanding on themselves and each other, objectively evaluate their successes and failures, never throw the work started halfway, consciously obey the discipline, the interests of other people put no lower on their own, -Howers belong to public good.
Under the openness of the team it is understood as the ability to establish and maintain good, built on a collectivist basis relationship with other teams or their representatives, as well as with newcomers in their team. In practice, the openness of the team is manifested in providing versatile assistance to other groups, not members of the team. Openness is one of the most important characteristics on which the team can be distinguished from externally similar social associations.
The concept of collectivism includes the constant care of members of the team about its successes, the desire to resist what disobeds, destroys the team. Collectivism is also the development of good traditions, everyone's confidence in its team. The feeling of collectivism does not allow its members to remain indifferent if the interests of the team are affected. In such a team, all important issues are solved together and, if possible, with general consent.
For truly collectivist relationships are characteristic of contact. Under it means good personal, emotionally favorable friendly, trusting relationships of members of the team, including attention to each other, goodwill, respect and tactfulness. Such relationships provide a favorable psychological climate in the team, a quiet and friendly atmosphere.
Organizational is manifested in the skillful interaction of the team members, in the conflict-free distribution of responsibilities between them, in good interchangeability. Organizations are also the ability of the team to independently detect and correct deficiencies, warn and quickly solve emerging problems. The results of the team's activities are directly depended on the organization.
One of the conditions for the successful work of the team and the establishment of a trust relationship is good knowledge of each other's team members and the state of affairs in the team. This knowledge is called awareness.
Sufficient awareness involves the knowledge of the tasks facing the team, the contents and results of its work, positive and negative sides, norms and rules of conduct. This also includes good knowledge of each other team members.
Efficiency is understood as the success of solving the team of all its tasks. One of the most important indicators of the effectiveness of the highly developed team is a supercaditive effect. It represents the ability of a collective as a whole to achieve results in work much higher than this can make the same group of people working independently from each other, not combined by the system of described relations.
"Supercaditive effect is one of the most important indicators of the effectiveness of the highly developed team.
Wikipedia.
"The effect is supercaditive - the result of a group, higher quantitatively qualitatively compared to individual work. It occurs in a small group with its development approximion to the team due to a clearer separation of responsibilities, coordination and establishing good business and personal relationships between employees."
Big psychological encyclopedia<#"883289.files/image002.gif">
Scheme: The structure of the socio-psychological climate.
Under the subject defense implies the direction of attention and the nature of the perception by a person of those or other parties to its activities. Under the tonal - its emotional ratio of satisfaction or dissatisfaction with these parties.
The psychological climate of the team, which detects itself, above all, in the relationship of people to each other and to the general case, is still not exhausted.
He inevitably affects the relations of people to the world as a whole, on their world interest and worldview. And this in turn can manifest itself in the entire system of value orientation of the individual, which is a member of this team.
Thus, the climate is manifested in a certain way and in relation to each of the members of the team to itself. The latter of the relationship is crystallized into a certain situation - the public form of self-relation and self-awareness of the individual.
As a result, a certain structure of the nearest and subsequent, more immediate and more indirect manifestations of the socio-psychological climate is created.
The fact that the attitude to the world (the system of valuable orientations of the person) and the attitude to itself (self-consciousness, self-relation and well-being) fall into the rank of subsequent, and not the closest manifestations of climate, is explained by their more complex, repeatedly mediated addiction not only from the situation of this team , but also from a number of other factors, on the one hand, macroscale, on the other - purely personal.
Indeed, the human relationship to the world is formed as part of its lifestyle, which is never exhausted by objects of one or another, even the most significant collective for him.
The situation is similar and with attitude to itself. The self-consciousness of man develops throughout his life, and well-being is in essential dependence not only from its status in the labor team, but often to an even greater far from the family-household and physical health of the individual.
This, of course, does not remove the possibility of consideration of self-esteem and the well-being of the individual in this particular team, and depending on it.
At the well-being of the personality in the team reflects the relations of the individual to a certain group as a whole, the degree of satisfaction with its position and interpersonal relationships in the group.
Each of the members of the team, based on all other parameters of the psychological climate, develops consciousness, perception, assessment and feeling of their "I" within the framework of this particular community of people.
The well-being of the person in a certain extent can serve as a known indicator of the degree of exploration of its spiritual potential. In this case, the mental state is implied, determined in a large atmosphere of the production team.
From this point of view, the very well-being of personality can be considered as one of the most common indicators of the socio-psychological climate.
A - attitude to business;
B - the well-being of the personality (attitude to itself);
In - attitude to other people.
2.3 Models of the Social and Psychological Climate
Selection of models is based on the estimate of the three sides:
) The level of deployment of the psychological potential of the team;
) the degree of realization of it at the moment;
) the tendency of further changes in the psychological potential of the team;
Consider three main options:
Option A.
The high level of exploration of the socio-psychological potential of the team, which corresponds to the degree of its implementation. When working with complete return, the necessary reserve of forces remains for further improvement of the conditions and organization of labor, it does not work on wear.
A clear organization of labor and management in a team combined with the necessary reserve forces and satisfaction from a tangible return discover the prospect of further deployment of the social and psychological potential of the team.
Option B.
A high level of deployment of the psychological potential of the collective at an extremely low degree of its implementation at the moment, which is associated with the imperfection of the system that extends beyond the limits of this collective, the organization of labor and management. From here - the emerging tendency to coagulate the social and psychological potential of the team and the reduction in the whole level of its professional socio-economic efficiency and the growth trend of dissatisfaction with the system of organization and management, which goes beyond the scope of this collective, and the process of this dissatisfaction to conflict.
V. version
The low level of exploration of the socio-psychological potential of the team is compensated by the work (albeit with obsolete methods, but with complete returns to wear). This case in the future promises a breakdown in the work and a sharp drop in socio-economic efficiency.
These variants of the socio-psychological climate, of course, do not exhaust their real diversity.
The socio-psychological climate of the pedagogical team of a professional educational institution of a closed type has its own characteristics. These are primarily due to the goals and objectives facing a professional educational institution of closed type as an organization. And at the same time, the School is an organization that exercise educational functions, with all the consequences arising from here. Education of students, putting them the norms of morality and respect for the norms of the law, the development of labor skills in them is a prerequisite condition.
The influence on the socio-psychological climate can also have an external environment. Employees have permanent contacts with people overwhelmed law (convicted criminals) or their loved ones, which requires the manifestation of high moral qualities, human feelings, the ability to use a psycho-emotional direction in the process of circulation.
A feature that significantly affects the socio-psychological climate is that the teams of closed educational institutions are often male teams, with rare exceptions.
4 Factors defining socio-psychological climate
There are a number of factors defining the socio-psychological climate in the team. Let's try to list them.
Satisfaction with work.
Of great importance for the formation of a favorable climate is how much work is for a person an interesting, diverse, creative, whether it corresponds to his professional level, whether it allows you to realize creative potential, grow professionally.
The attractiveness of the work increases the satisfaction with working conditions, payment, system of material and moral incentives, social security, distribution of vacations, work regime, information support, the prospects for career growth, the ability to increase the level of their professionalism, the level of competence of colleagues, the nature of business and personal relations in the vertical team and horizontal.
Group compatibility and shifting
Interpersonal relations arising from communication of people in their group determine psychological compatibility. Under psychological compatibility understands the ability to joint activities. People similar to each other are easier to establish interaction. Similarity contributes to the appearance of a sense of security and self-confidence, increases self-esteem. At the heart of psychological compatibility, there may be a difference in the characteristics on the principle of complementarity. In this case, they say that people fit each other "as a key to the castle." The condition and result of compatibility is interpersonal sympathy, the attachment of participants in the interaction of each other. Forced communication with an unpleasant subject can be a source of negative emotions.
Remunerate compatibility and shifting phenomena. The effect of compatibility occurs more often in personal relationships, and the effect of enforcement is usually the result of formal, business relationship related activities. The basis of harmony is the success and effectiveness of precisely joint activities, which involves consistency in the work between its participants.
For example, imagine a boat crew of eight rowers and steering. Success here to a greater extent will depend on the wornity of athletes, although compatibility matters. Of course, in addition to consistency, the workshop includes both the disposal, the community of points of view, the unanimity, friendly relations.
Each member of the team in accordance with his business and personal qualities, a social role occupies a certain position in the system of group interpersonal relations.
Cohesion of the collective
The group's cohesion is manifested primarily in the emotional sphere. It is unlikely that the cohesive group can simultaneously carry joy and grief, and when someone cries, no one will laugh.
Factors affecting group cohesion.
the relationship of the group members to the leader;
trust, sincere relationships;
the duration of the joint pastime;
recognition of the personal contribution of each member of the team.
Relationships in the team, its cohesion is largely dependent on what the members of the team are presented, what their personal qualities and culture of communication, which manifests itself to the degree of emotional heat, sympathy or antipathy. Members of the labor collective are representatives of various temperaments, age-age groups, possess various habits, views, interests.
The predominance of certain personal qualities in the members of the team affects the relationships, developing inside the collective, the nature of his mental attitude, gives it a certain feature that can contribute or interfere with its cohesion. Especially greatly hampered by the cohesion of the team negative traits: syradicacy, envy, painful pride.
Members of the cohesive team, as a rule, are in no hurry to leave it, i.e. The flow fluidity decreases.
The nature of communications.
The psychological climate in the group is based on the individual features of each participant, their mutual communicability, evaluation and opinions, the reactions to words and acts of others, as well as the social experience of the group members. Low communicative competence of employees also leads to communicative barriers, an increase in tension in interpersonal relationships, misunderstanding, distrust, conflict. The ability to clearly and precisely state their point of view, the possession of the techniques of constructive criticism, the skills of the active hearing, etc. Create conditions for satisfactory communication in the organization.
When analyzing mental compatibility, it is important to take into account the types of communicative behavior (classification V.M. Shepel):
collectivists: Sociable, supporting any undertaking, initiative;
individualists: inclined to solve the task alone, supporting personal responsibility;
claims: endowed with vanity, susceptibility and desire (complaints) to be in the center of attention when performing work;
imprints: avoiding complications that imitate other people's manners;
passive (fitlights): weak, not showing initiatives and amenable to unauthorized influence;
isolated: non-contact, having unconditional character.
Manual style.
Democratic style develops sociability and confidence of relationships, friendly. At the same time there is no feeling of the implities of the soles from the outside, "top". The participation of members of the team in the management, which peculiar to this style of management contributes to the optimization of the socio-psychological climate.
Authoritarian style usually generates hostility, humility and enhancing, envy and distrust. But if this style leads to success, which justifies its use in the eyes of the group, it contributes to a favorable socio-psychological climate, such as in sports or in the army.
Configuration style has its consequence low productivity and quality of work, dissatisfaction with joint activities and leads to the formation of an unfavorable socio-psychological climate.
A connamed style can be acceptable only in some creative teams.
Thus, the head can significantly affect the nature of interpersonal relations in the working team, on the attitude to joint activities, satisfaction with the conditions and results of work.
The role of the direct supervisor in the educational process and in production - master, brigadier, etc., as well as the role of the enterprise administration is enormous in the creation of a favorable social and psychological climate.
It is these managers that are intended to actively participate in constant, sustainable reproduction of mental states as sympathy and attraction, a positive emotional background of communication, interpersonal attractiveness, a sense of empathy, complicity, the possibility at any time remains itself, to be understood and positively perceived ( Regardless of its individually and psychological features). At the same time, it is especially necessary to allocate a sense of security when everyone knows that in case of failure (in the field of labor, life, family) for his back "stands" the team that he will definitely come to his aid.
The nature of the activities performed.
Monotonicity of activity, its high responsibility, the presence of risk to the health and life of the employee, stressful character, emotional saturation, etc. - All this factors that indirectly can negatively affect the socio-psychological climate in the working team.
Chapter 3. Conflict as part of the social and psychological climate of the team
3.1 What is the conflict?
In psychology, the conflict is defined as "a collision of oppositely directed, incompatible trends, a separate episode in consciousness, in interpersonal interactions or interpersonal relations of individuals or groups of people associated with negative experiences" (brief psychological dictionary.)
Based on the definition, three main components can be distinguished in the conflict:
The conflict is always present in contradiction, the clash of the positions behind which there is a distinction between interests, values \u200b\u200bor regulatory views of the parties. Conflict participants feel that the winnings of the first side is a loss for another.
The conflict always affects the most important interests or views (regardless of what is being spent), which is the cause of pronounced negative emotions from the participants and becomes often the main obstacle in finding a reasonable output from the situation.
The conflict also necessarily implies an element of conflicting behavior-opposition arising when trying to solve the contradiction.
Thus, the conflict formula can be represented as:
3.2 Types of conflict
In social psychology, there is a multivariate conflict typology, depending on the criteria that are taken as the basis.
Thus, any conflict (as a particular interaction case) can be described using the basic parameters of interaction.
Values \u200b\u200bof interaction. Any type of interaction is endowed with its participants with the meaning that they see or want to see for themselves.
The value side of the interaction of people, in essence, sets the question "why" or "for what". Regardless of whether the participants themselves are formulated by the participants of the interaction for themselves and whether they give a conscious answer, they always have the dominant values \u200b\u200bthat direct their actions, creating a certain model of their behavior in cooperation.
Interests of participants in cooperation. Each person enters the situation of interaction with his interests. Some of them consider for themselves as targets, without the implementation of which this situation ceases to satisfy them.
Means (methods, paths) of the implementation of goals. The presence of certain goals implies both the presence or search of appropriate means, methods, ways to achieve them. The question of methods affects the procedural side of the interaction, its organization - "how it is done."
The potential of participants in the interaction. The successful solution of the tasks of interaction assumes that its participants have the level of competence, the amount of knowledge, a set of skills (let the most simplest), the physical capabilities necessary for its implementation, that is, their potential corresponds to the complex of the requirements for interaction.
The rules of cooperation (the estimated contribution of each participant in the overall interaction, their role responsibilities, the degree of possible participation of each in the adoption of general decisions, the rules of "behavior" in relation to each other, etc.).
For each of these interaction parameters, contradictions and conflict situations may arise.
The conflict characteristic may be given and depending on:
A) Subjects involved in it:
intrapersonal;
interpersonal;
intergroup;
between a private person and group.
B) outcome:
destructive;
constructive.
C) involved organizational levels:
horizontal (when involving representatives of one organizational level in the conflict);
vertical (when involving representatives of various organizational levels to the conflict).
D) the period of leakage:
short-term;
tightening.
E) source of occurrence:
subjective (personal qualities, individual features of conflict participants);
objective (economic, technological, organizational factors).
It should also distinguish realistic and unrealistic conflicts.
Conflict is customary to call realistic if it is associated with the persecution of certain goals;
In unrealistic conflicts, the purpose of the situation participants becomes an open expression of accumulated emotions and hostility. The conflict ceases to be a means of achieving goals, but becomes an end in itself, sometimes - a way to discharge accumulated emotional tensions. To resolve it needs to be translated into realistic.
Conflict structure
Each conflict has a more or less clearly pronounced structure in any conflict is present:
a) the object of a conflict situation associated either with technological and organizational difficulties or with the specifics of business and personal relations of conflicting parties;
b) goals, subjective motives for its participants, due to their views and beliefs, material and spiritual interests;
c) opponents, specific persons who are parties;
d) Genuine reasons that it is important to be able to distinguish from the direct occasion of the collision.
Study of conflict
Stage of the potential formation of contradictory interests, values, norms;
the stage of the transition of a potential conflict into a real or awareness of the participants in the conflict of their faithful or falsely understood interests;
stage of conflict actions;
stage of removal or resolution of the conflict.
3.3 Conflict Resolution Methods
According to experts, in 80% of organizational conflicts, a solution that fully satisfies both sides can be found. But in real life it happens much less frequently.
The most frequent obstacles to the effective search for the exit from the conflict situation are:
the presentation of this exit participants in the conflict is exclusively in the form of their victory;
substitution of finding a decision satisfying both sides of the struggle for their interests or submission;
emotional aspects that impede compromise or assignments, inadequacy;
lack of openness of communication and the absence of an atmosphere of mutual confidence and cooperation;
insufficiency of negotiation skills and compromise, tendency to use inefficient strategies.
In a conflict situation, its participants are faced with the need to choose one of the three principal possibilities of their actions in this situation:
) The path of "struggle", aimed at ensuring all available means to achieve the desired;
) Care from conflict;
) Negotiations with the aim of finding an affordable problem for both parties.
Each of these capabilities implies the relevant strategies for the behavior of conflict participants. One of the practical approaches used in the conflictology of practical approaches to the classification of conflict interaction strategies (authors of Y. Tomas and R. Kilmen) takes as a basis the degree of orientation of the participants in their own interests and on the preservation of relationships, and on the basis of these two variables allocates five types of strategies.
Dominance - the desire to achieve their interests to the detriment of the preservation of relationships.
The fasciance - in the opposite of competition, means bringing his own interests for the sake of maintaining relationships.
Care for which is characteristic of both the absence of a desire for cooperation and the lack of a tendency to achieve its own goals, because of which, in fact, there was a conflict
Compromise, characterized by secondary concessions tactics.
Cooperation - when participants in the situation come to an alternative that fully satisfying the interests of both parties and the preserving relationship between them.
The choice of a particular strategy of behavior by a conflict by a conflict is determined by the characteristics of the situation, the behavior of its partners, as well as his own personal characteristics. It would be wrong to unequivocally consider some of the strategies mentioned as ineffective. In specific circumstances, any of them may turn out to be an adequate way out of the conflict situation. This does not mean, however, that, analyzing the "price" of certain solutions, we cannot allocate among them priorities.
In essence, only the negotiation process, aimed at developing compromise or integrative decisions, is being considered by experts as an effective process of resolving the conflict situation. The path of care from the conflict, whether the strategy of avoidance or compassibility is regarded as a sign of "non-readiness", that is, in this case, inability to solve their problems.
The path of dominance, the "tough struggle" or "soft" energetic, having negative consequences for the relationship of participants in the situation, sufficiently discovered its inconsistency at all levels of human communication - from international relations to the privacy of people. Dominance and struggle can provide a person to solve a problem in their own interests, but at the cost of relationships with a partner. Care from conflict and conflict interaction can retain or even improve relationships, but the price of refusal of their own interests or the position that a person protects. And only an integrative compromise approach with its effective implementation makes it possible to simultaneously solve the problem and maintain relationships, which is considered a genuine successful solution to the conflict.
Mary Parker Follett (September 3
Wikipedia.
So, between two people who work in the same library's office, there are disagreements about the fact that one of them wants to open a window because of the stuff, and the other is afraid to catch cold. Is this situation with incompatible interests? And yes, and no, depending on what level we will consider it. If we see this situation "at the window level", the interests of the participants are incompatible, since the fortaway cannot be at the same time open and closed.
But isn't the interests of partners in this?
The position of the first participant of the situation is "Open Window". But his interest is not to open the window, but to "provide fresh air access."
The position of the second participant is "not to open the window", his interest is "preventing physical discomfort". The same interest may allow different ways to satisfy it, but each of the partners in this case sees only one possibility, and they are incompatible.
The task of integrative conflict resolution is to reformulate the subject of the conflict, while going from the participants in the situation of their positions to their interests.
In accordance with them, the conflict problem will not be not to "open a window - do not open the window", under what conditions can be provided with fresh air access (I participant interest) so as to prevent physical discomfort (participant II interest) " And it will be reduced to the next search for possible options.
The general scheme of this process will look like this:
|
FIRST POSITION POSITION |
FIRST POSITION POSITION |
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Transition to interests |
|
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Interest first side |
Interest of the second party |
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Transition to the search for the terms of the compatibility of both interests |
|
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Nomination of its first-side conditions for the adoption of the Second Party |
Nomination by the second party of its prerequisites for the first side |
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Transition to the search for the conditions of compatibility of advanced conditions |
|
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Adoption of the first party of the second party with their conditions |
Adoption of the second party interest in the first party with its own terms |
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Transition to the emerging decision |
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The agreed decision that takes into account the interests of both parties and the conditions for realizing the interest of the opposing party. |
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The successful holding of a negotiation process to resolve the conflict situation is possible only subject to the following conditions.
First of all, the interaction of partners should be meaningful or necessary for them; One way or another, they are interested in its preservation.
If the interaction for its participants is neither necessary, nor meaningful, then they will not value it and, in the face of disagreements, may prefer the destruction and breaking of relationships.
Further, the conflict participants must realize the need to solve the problem. If one of them does not recognize at all that there are some problems in their interaction, it makes it difficult for negotiations or can make them impossible. However, one recognition of the problem and the need to solve it is not enough. Participants in the conflict should also be aware of the community of their interests in solving the problem arising, to realize that they can only solve this problem with joint efforts.
The next important factor is the readiness of conflict participants to recognizing the position of the other and its interests. Partners should come to understanding the need to take into account each other's interests, otherwise their efforts will be directed exclusively to defend their own position.
The following search scheme of integrative decisions carries itself rather the overall idea of \u200b\u200bresolving contradictions than the exact algorithm of actions, as they may vary depending on the type of conflict situation.
It was previously indicated that strategies elected in the conflict situation were decisive for the outcome of the conflict. Indeed, the negotiation process can be effectively conducted independently of the subject of the conflict, but the latter may have a certain impact on the nature of the decision.
The conflict of values \u200b\u200baffects the most essential aspects of its relationship with other people. Where they wear a worldview, ideological, ethical or religious character, it is unlikely possible a compromise or coordination of values, rather possible their coexistence. If they have more private and significantly affect the interaction of people, for example, when it comes to the values \u200b\u200bof their joint activities, you can try to search or compromise, or the possibilities of their simultaneous (parallel or consistent) implementation.
The nature of the settlement of conflicts of interest is determined by their compatibility capabilities. If the interests of the conflict participants are recognized as incompatible, only compromise solutions are possible - an agreement on the basis of concessions. If the interests of the participants are compatible, it is possible to search for integrative solutions, options that satisfy the interests of both sides.
The conflict of the human potential inconsistency in the requirements of the activity can be allowed either by the expansion of human potential possibilities, or by changing the nature of the claims imposed on it.
The same can also be said about conflicts related to the various potentials of participants in the interaction, since problems arising in these situations are usually formulated as a conflict of non-compliance with a higher potential.
Conflicts that are based on the disagreement regarding means of achieving goals or rules of interaction, its norms are subject to settlement through the coordination of submissions and norms. Coordination can be carried out on the basis of a compromise, formulating new rules, search for other, mutually acceptable solutions, etc.
labor team Psychological climate
Types of conflicts and ways to resolve them:
|
Conflict type |
Typical way to settle |
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Conflict values |
Separation from the sphere of interaction, coexistence. Determination of coexistence conditions |
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Resource conflict |
Compromise solutions that determine the procedure for the use of the resource |
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Conflict of interest |
Integrative or compromise solutions that create the opportunity to complete or partially implement the interests of both parties. |
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Conflict to achieve goals |
Integrative or compromise solutions that determine the procedure for organizing joint activities or interaction |
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Conflict potentials |
Integrative or compromise solutions oriented or on the prospects of capacity expansion, or to revise the requirements |
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Conflict norm |
Integrative or compromise solutions that revise or clarify interaction regulations |
3.4 Positive importance of organizational conflict
Conflicts undoubtedly create intense relationships in the organization, switch the attention of employees with direct concerns of production to "clarifying relationships", are seriously affected by their nervous psychic.
However, the conflict is also an undoubted condition for the development of the organization.
The study of the role of the organizational conflict made it possible to identify the following functions:
Education of groups, establishing and maintaining regulatory and physical parameters of the group.
Establishment and maintenance relative to the stable structure of intragroup and interpersonal relationships, integration and identification, socialization and adaptation of both individuals and groups.
Obtaining environmental information.
Creation and maintenance of the balance of power and, in particular, the authorities; Ensuring social control.
Rule-making.
Creating new social institutions.
Diagnosis of violation of the organization's functioning.
The growth of self-consciousness of participants in the conflict.
Stimulation of group dynamics.
The conflict management requires high-competence managers not only in organizational and economic and legal management issues, but also in special sections of psychological knowledge, ensuring the solution of the problems of self-organization and the organization of rational interaction of people in conditions provoking opposition and psychological tensions.
Conclusion
The purpose of this work, before it writing, we defined as a comprehensive consideration and study of the concept of "socio-psychological climate" and its influence on the relationship between workers in the labor team, its structures, models, as well as factors affecting the formation of climate.
And so, we considered issues related to the concept of "social and psychological climate of the team".
During the consideration, we found out that:
a) The team is called one of the views of the Small Group. And the "small groups" differ in magnitude, by the nature and structure of relations that exist between their members, according to individual composition, the peculiarities of values, norms and rules of relations, shared by the participants, interpersonal relations, goals and maintenance of activities.
b) The social and psychological climate of the team is the predominant and relatively steady mental attitude of the collective, which finds the diverse forms of manifestation in all its livelihoods.
c) the socio-psychological climate can be both favorable and not favorable. This is affected by various factors.
e) There are three models of socio-psychological climates that differ in relations within the team, the attitude of the team members to work, and ultimately, directly affect the efficiency of work.
e) to factors directly affecting the state of the social and psychological climate of the team include: work satisfaction; Compatibility and worn team; collective cohesion; the nature of the communications inside the collective; Team management style; and the nature of the work performed.
In addition, we found out that any team is inherent in the conflict. Conflicts in collectives are different both in essence and content. But the most striking, often conflict has a beneficial effect on the state of socio-psychological climate in the team, no matter how strikingly sounded.
Having considered all these and many others not mentioned here, facts, factors, information, etc., we made up for themselves the most complete picture of what we were accustomed to call the "social and psychological climate of the team", and therefore it can be approved with confidence that the goal for us before starting work is achieved.
Literature
1. Pofoy V.A. Modern Labor Psychology: Tutorial. - SPb.: Publisher Peter, 2005: ("Study Guide").
Lukashevich N.P. Labor Psychology: Tutorial / N.P. Lukashevich, I.V. Singaevskaya, E.I. Bondarchuk. - 2nd ed. extra. and recycled - to.; Maup, 2004
3. Social Psychology of Labor: Theory and Practice. Volume 2 / d. Editors A.L. Zhuravlev, L.G. Wild - Moscow: Publishing House "Institute of Psychology RAS", 2010
Skirts N.S. Labor Psychology: Study Guide for students of institutions of the Higher Prof. Education / Squares N.S., Sprynikova E.Yu. - 6th ed. erased. - Moscow; Publishing Center "Academy", 2012
Pavlova A.M. Labor Psychology: Tutorial / A.M. Pavlova; Edited by E.F. Zeira. - Yekaterinburg; Publishing house GOU VPO "Russian State Vocational Pedagogical University", 2008
OG Noscova. "Commonlyological theory of activity and problems of the psychology of labor." Article; Vestnik Moscow University. Series 14 "Psychology", 2014 №3.
Duskov B.A., Smirnova B.A., Korolev A.V. Psychology of Labor, Professional, Information and Organizational Activities: Dictionary / Edited by B.A. Drank, ad. TA Grishina. - 3rd ed. - Moscow; Academic Project: Foundation "Mira", 2005
Kk Platonov. Entertaining psychology. - Edition 5th, corrected. - St. Petersburg: Peter Press, 1997
V.M. Shepel. Psychology allowance for masters and brigadiers. Edition Second, supplemented and processed. - Moscow; Publishing House "Economics", 1978
Support S.Ya. A brief psychological dictionary - 2nd edition, corrected. Psychology. Sociology. Series "Dictionaries", publishing house "Phoenix". 2012
11. Ogolanic D.B.
Electronic resources
12. Encyclopedia "Circlevet
Russian spelling dictionary of the RAS [Electronic resource] / Ed. V.V. Lopatin - electron. Dan. - M.: Reference and information Internet portal Gramota.ru, 2005. - Access mode:
Psychologically developed as a team is considered to be such a small group in which a differentiated system of various business and personal relationships under high moral basis have developed. Such relationships can be called collectivist. A small group to be called a team must comply with highly high requirements:
- · Successfully cope with the tasks assigned to it (be effective in relation to its main activities);
- · Have a high morality, good human relationship;
- · Create a personality development opportunity for each member;
- · Being capable of creativity, that is, as a group of giving people more than it can give the amount of the same number of individuals working separately.
The group on the way to the team passes several stages:
- 1) Mutual orientation - this stage lies in self-testing, observing each other, attempts to understand the important properties of partners. This is the stage of the low performance of the group. Events reduce this phase - organization of a meeting with the presentation of the goal of the group and the functions of its members;
- 2) emotional lift - determines the advantage of contacts, lively novelty situations;
- 3) Recession of psychological contact - arises because people proceed to joint activities in which not only advantages are found, but also disadvantages. Some mutual dissatisfaction is formed;
- 4) the rise of psychological contact.
So, the team is the community of people, which is based on the vital activity of which lies the value-orientational unity of its members, and the basic value orientations are socially significant.
The following types of teams are allocated: educational, labor, military, sports, socio-political, teams of people united by interests (hunters, fishermen) and others.
Labor team is the main cell of society, which unites all employees of the enterprise, institutions, organizations to achieve a certain specific purpose of their joint work.
All labor collectives have general properties:
- · The existence of a common goal, the unity of the interests of members of the labor collective;
- · Organizational design in the framework of the Social Institute;
- · Social and political significance;
- · Relationship of friendly cooperation and mutual assistance;
- · Socio-psychological community members of the team;
- · Handling;
- · The presence of a clearly designated structure of interactions and a certain circle of responsibilities, rights and tasks.
The classification of labor collectives can be based on several criteria, in accordance with which they can be divided as follows:
- a) in the form of ownership (public, private, etc.);
- b) on the areas of activity (production and non-production);
- c) in time of existence (temporary and constant);
- d) at the stage of development (emerging, stable, disintegrating).
- e) on subordination (main, primary, secondary).
Labor collectives are designed to perform the following typical functions.
- 1. Production management function is carried out through various formal collective management bodies, public organizations, special elected and appointed bodies, direct participation of employees in management.
- 2. Target - production, economic: production of certain products, ensuring the economic efficiency of activities, etc.
- 3. Educational - is carried out by methods of socio-psychological impact and through the management bodies.
- 4. The function of stimulating effective employment behavior and responsible attitude towards professional duties.
- 5. The function of the development of the collective - the formation of skills and skills of collective work, improvement of methods of activity.
- 6. The function of support for innovation and invention.
With the meaningful side, the labor collective is determined as such a commonality in which interpersonal relations are mediated by the socially valuable and personally significant content of joint activities. With such an understanding of the labor collective in its structure, there are always three main elements: the leader's group, the core, the peripheral part.
The leadership group represent members of the labor collective, on which the guidance function is functionally entrusted, or a member of the team, which, by virtue of his personal qualities, enjoys the authority from most of its other members.
The kernel makes up those members of the labor collective, which have already established themselves in the team, identified with it, that is, are carriers of collective consciousness, norms and values.
The peripheral part of the structure of the labor collective is formed by its members, which were either recently involved in the system of collective relationships and have not yet been identified with it, or are only functionally present in the collective. It is this part of the collective primarily that the object "manipulation" from the leader.
The concept of socio-psychological climate
This term is now widely consumed, it is often customary to put in one row with the concepts of the spiritual atmosphere, the spirit of the team and the prevailing mood.
The collective SEC is always characterized by the joint activities of the atmosphere of the psychic and emotional state of each participant, the individual and undoubtedly depends on the overall state of his people. In turn, the atmosphere of one or another community or group manifests itself through the nature of the mental mood of people, which can be an active or contemplative, cheerful or pessimistic, purposeful or anarchist, everyday or festive, etc. Not only in sociology, but also in psychology, the point of view was approved, according to which the main structure of the forming SEC is the mood.
Complete, in particular, to the statement of the famous Soviet psychologist K.K. Platonova, according to which the social and psychological climate (as a property of the group) is one (albeit the most important) of the components of the internal structure of the Group, is determined by interpersonal relations in it, creating persistent mood of the group, on which the degree of activity depends in achieving the goals.
The climate of the team is the predominant and relatively steady mental mood of the collective, which finds diverse forms of manifestation in all its livelihoods.
An essential element in the overall concept of a socio-psychological climate is the characteristic of its structure. This implies the calculation of the main components within the framework of the phenomenon under consideration for some unified base, in particular by the category of relationship. Then the structure of the SEC becomes apparent to the presence of two main divisions - the relationship of people to work and their relationship to each other.
Fig. one
In turn, relations to each other are differentiated into relations between comrades for work and relationships in the management system and submission. Ultimately, all the variety of relations is considered through the prism of the two main parameters of the mental attitude - emotional and subject.
Under the subject defense implies the direction of attention and the nature of the perception by a person of those or other parties to its activities. Under the tonal - its emotional ratio of satisfaction or dissatisfaction with these parties.
The psychological climate of the team, which detects itself, above all, in the relationship of people to each other and to the general case, is still not exhausted. He inevitably affects the relations of people to the world as a whole, on their world interest and worldview. And this in turn can manifest itself in the entire system of value orientation of the individual, which is a member of this team. Thus, the climate is manifested in a certain way and in relation to each of the members of the team to itself. The latter of the relationship is crystallized into a certain situation - the public form of self-relation and self-awareness of the individual.
As a result, a certain structure of the nearest and subsequent, more immediate and more indirect manifestations of the socio-psychological climate is created.
The fact that the attitude to the world (the system of valuable orientations of the person) and the attitude to itself (self-consciousness, self-relation and well-being) fall into the rank of subsequent, and not the closest manifestations of climate, is explained by their more complex, repeatedly mediated addiction not only from the situation of this team , but also from a number of other factors, on the one hand, macroscale, on the other - purely personal. Indeed, the human relationship to the world is formed as part of its lifestyle, which is never exhausted by objects of one or another, even the most significant collective for him.
The situation is similar and with attitude to itself. The self-consciousness of man develops throughout his life, and well-being is in essential dependence not only from its status in the labor team, but often to an even greater far from the family-household and physical health of the individual.
This, of course, does not remove the possibility of consideration of self-esteem and the well-being of the individual in this particular team, and depending on it. At the well-being of the personality in the team reflects the relations of the individual to a certain group as a whole, the degree of satisfaction with its position and interpersonal relationships in the group. Each of the members of the team based on all other parameters of the psychological climate produces consciousness, perception, assessment and feeling of their "I" within the framework of this particular community of people. The well-being of the person in a certain extent can serve as a known indicator of the degree of exploration of its spiritual potential. In this case, the mental state is implied, determined in a large atmosphere of the production team.
From this point of view, self-election of the individual can be considered as one of the most common indicators of SEC.
Fig. one.
A - attitude to business; B - the well-being of the personality (attitude to itself); In - attitude to other people.
The most important problem in the study of the socio-psychological climate is to identify the factors that form it. The most important factors determining the level of psychological climate of the production team are the personality of the head and the selection and placement system of administrative personnel, as well as the personal qualities of the head, style and methods of manual, the authority of the head, as well as the individual features of the team members.
Consider in more detail the factors that affect the formation of a certain socio-psychological climate in the team:
- 1. Compatibility of its members, understood as the most favorable combination of the properties of employees, ensuring the effectiveness of joint activities and personal satisfaction of each. Compatibility is manifested in mutual understanding, mutually acceptability, sympathy, empathizing members of the team to each other. There are two types of compatibility: psycho-physiological and psychological. Psychophysiological is associated with the synchronicity of individual mental activities of employees (various endurance of group members, the speed of thinking, the features of perception, attention), which should be considered when distributing physical exertion and the instructions of certain types of work. Psychological assumes the optimal combination of personal mental properties: character traits, temperament, abilities, which leads to mutual understanding. Incompatibility manifests itself in the desire of members of the team to avoid each other, and in the event of the inevitability of contacts - to negative emotional states and even to conflicts.
- 2. The style of behavior of the head, manager, the owner of the enterprise.
- 3. Successful or unsuccessful course of the production process.
- 4. The applied scale of encouragement and punishment.
- 5. Working conditions.
- 6. Forest furnishings, outside work, the conditions for conducting free time.
Depending on the nature of the socio-psychological climate, its impact on the person will be different - to stimulate to work, raise the mood, unail vigor and confidence, or, on the contrary, act in oppressing, reduce energy, lead to production and moral losses. Platonov, KK - Introduction to psychology / K. K. Platonov. - M: Academy, 2005. - 549 p.
In addition, socially - psychological climate is able to accelerate or slow down the development of key qualities of an employee necessary in business: readiness for constant innovation activities, the ability to act in extreme situations, making non-standard solutions, initiative and enterprise, readiness for continuous advanced training, combination of professional and humanitarian Culture.
It is safe to argue that the mood of the entire team depends on the style of activity of the head, his behavior, appearance and well-being, and the achievement of success. It is impossible to expect that the necessary relationships in the team will arise by themselves, they must be consciously to form. Personnel Management Organizations: Workshop Tutorial / Ed. AND I. Kibanov - M.: Russian Pedagogical Society, 2002 232 p.
The conditions in which the interaction of the members of the Working Group are involved, affect the success of their joint activities, to satisfaction with the process and the results of labor. In particular, they include sanitary and hygienic conditions in which employees work: temperature regime, humidity, illumination, spaciousness of the room, the presence of a convenient workplace, etc.
The nature of relationships in the group dominating the mood in it is of great importance. To denote the psychological state of the group, such concepts are used as "socio-psychological climate", "psychological atmosphere", "social atmosphere", "climate of the organization", "Microclimate" and others.
According to its origin, these concepts are largely metaphoric. It is possible to make an analogy with the climatic conditions in which the plant lives and develops. In one climate it can bloom, in the other - to dry.
The same can be said about the socio-psychological climate: In some conditions, the group functions optimally and its members get the opportunity to maximally realize their potential, in others - people feel uncomfortable, strive to leave the group, spend less time, their personal growth slows down.
When we talk about social and Psychological Climate (SEC) The team, implies the following:
- a combination of socio-psychological characteristics of the group;
- predominant and sustainable psychological attitude of the collective;
- the nature of the relationship in the team;
- the integral characteristics of the state of the team.
Adversesocio-psychological climate characterize pessimism, irritability, boredom, high tension and conflict of relationships in the group, uncertainty, fear of mistaken or make a bad impression, fear of punishment, rejection, misunderstanding, hostility, suspicion, distrust to each other, unwillingness to invest in a joint product, in the development of the team and the organization as a whole, dissatisfaction, etc.
There are signs for which indirectly can be judged by the atmosphere in the group. These include:
- personnel flow rate;
- labor productivity;
- product quality;
- number of passes and desets;
- the number of complaints, complaints coming from employees and customers;
- performing work on time or late;
- accuracy or negligence in circulation equipment;
- the frequency of interruptions in the work.
- Do you like your job?
- Would you like to change it?
- If you were now looking for searching for work, would you choose your choice at your present place?
- Is your job enough for you interesting and diverse?
- Are you satisfied with the conditions on your workplace?
- Does the equipment satisfy you, the equipment you use in your work?
- How satisfies you pay for labor?
- Do you have the opportunity to improve your qualifications? Do you want to take this opportunity?
- Does your work suit you that you have to do? Are you not overloaded? Do you have to work off-hours?
- What in organizing joint activities, would you suggest to change?
- How would you rate the atmosphere in your labor team (friendly relations, mutual respect, trust or envy, misunderstanding, tensions in relationships)?
- Are you a relationship with your direct supervisor?
- Do conflicts often arise in your team?
- Do you think your colleagues by qualified employees? Responsible?
- Do you use confidence and respect from your colleagues?
Factors defining the socio-psychological climate
There are a number of factors defining the socio-psychological climate in the team. Let's try to list them.Global macros: The situation in society, a totality of economic, cultural, political, and other conditions. Stability in the economic, political life of society ensures the social and psychological well-being of its members and indirectly affect the socio-psychological climate of the working groups.
Local macro those. The organization whose structure includes the employment team. The size of the organization, the status-role structure, the lack of functional-role contradictions, the degree of centralization of power, the participation of employees in planning, in the distribution of resources, the composition of structural units (sexual, professional, ethnic), etc.
Physical microclimate, sanitary and hygienic working conditions. Heat, Duchot, poor illumination, constant noise can become a source of increased irritability and indirectly affect the psychological atmosphere in the group. On the contrary, a well-equipped workplace, favorable sanitary and hygienic conditions increase satisfaction from labor activity as a whole, contributing to the formation of a favorable social and psychological climate.
Satisfaction with work. Of great importance for the formation of a favorable social and psychological climate is how much work is for a person interesting, diverse, creative, whether it corresponds to his professional level, whether it allows you to realize creative potential, grow professionally.
The attractiveness of the work increases the satisfaction with working conditions, payment, system of material and moral incentives, social security, distribution of vacations, work regime, information support, the prospects for career growth, the ability to increase the level of their professionalism, the level of competence of colleagues, the nature of business and personal relations in the vertical team and horizontal, etc.
The attractiveness of the work depends on how its conditions correspond to the expectations of the subject and allow them to realize its own interests, to satisfy the needs of the personality:
- in good working conditions and decent material remuneration;
- in communication and friendly interpersonal relationships;
- the success, achievements, recognition and personal authority, possessing power and the ability to influence the behavior of others;
- creative and interesting work, the possibility of professional and personal development, the implementation of its potential.
Organization of joint activities. The formal structure of the group, the method of distribution of powers, the presence of a single target affects the socio-psychological climate. The interdependence of tasks, fuzzy distribution of functional duties, the inconsistency of the employee of his professional role, the psychological incompatibility of participants in joint ventures increase the relationship tensions in the group and can become a source of conflicts.
Psychological compatibility It is an important factor affecting the socio-psychological climate. Under psychological compatibility understands the ability to joint activities, which is based on the optimal combination of the staff of the personal qualities of participants.
Psychological compatibility can be due to the similarity of the characteristics of participants in joint activities. People similar to each other are easier to establish interaction. Similarity contributes to the appearance of a sense of security and self-confidence, increases self-esteem.
At the heart of psychological compatibility, there may be a difference in the characteristics on the principle of complementarity. In this case, they say that people are suitable for each other "as the key to the castle." The condition and result of compatibility is interpersonal sympathy, the attachment of participants in the interaction of each other. Forced communication with an unpleasant subject can be a source of negative emotions.
The degree of psychological compatibility of employees affects how uniform is the composition of the Working Group on various social and psychological parameters:
Highlight three levels of compatibility: Psychophysiological, psychological and social and psychological:
- Psychophysiological level Compatibility is based on the optimal combination of the characteristics of the system of senses (vision, hearing, tanging, etc.) and temperament properties. This compatibility level is of particular importance in organizing joint activities. Choleric and phlegmatic will perform a task in a different pace, which may entail failures and tensions in relationships between workers.
- Psychological level Spends compatibility of characters, motives, behavior types.
- Socio-psychological level Compatibility is based on the consistency of social roles, social attitudes, value orientation, interests. Two subjects seeking to dominate will be difficult to organize joint activities. Compatibility will contribute to the orientation of one of them on submission. A hot-tempered and impulsive person will suit a calm and balanced employee as a partner. Psychological compatibility contributes to critical of themselves, tolerance and confidence in relation to the partner in interaction.
The nature of communications in the organization acts as a factor of SEC. The lack of complete and accurate information on an important issue for employees creates fertile soil for the occurrence and spread of rumors and gossip, weaving intrigues and backstage games.
The supervisor should carefully follow the satisfactory information support of the organization. Low communicative competence of employees also leads to communicative barriers, an increase in tension in interpersonal relationships, misunderstanding, distrust, conflict.
The ability to clearly and precisely state their point of view, the possession of the techniques of constructive criticism, the skills of the active hearing, etc. Create conditions for satisfactory communication in the organization.
Manual style. The role of the head in creating an optimal socio-psychological climate is decisive:
- Democratic style develops sociability and confidence of relationships, friendly. At the same time there is no feeling of the implities of the soles from the outside, "from above." The participation of members of the team in the management, inherent in this style of management, contributes to the optimization of SEC.
- Authoritarian style usually generates hostility, humility and enhancing, envy and distrust. But if this style leads to success, which justifies its use in the eyes of the group, it contributes to a favorable SEC, such as in sports or in the army.
- Configuration style has its consequence the low productivity and quality of work, dissatisfaction with joint activities and leads to the formation of an unfavorable SEC. A connamed style can be acceptable only in some creative teams.
The lack of mutual respect and trust makes people take a defensive position, protect against each other, the contact frequency is reduced, communication barriers arise, conflicts appear, the desire to leave the organization and, as a result, there is a decrease in productivity and product quality.
The fear of punishment generates the desire to avoid responsibility for the mistakes perfect, shifting guilt on others, the search for a "scapegoat". This role, as a rule, is chosen by a person (a group of persons), which is not guilty of what happened, but differs from most employees, does not look like them, weak and is not able to stand up for themselves. It becomes the object of attacks, hostile relationship, unreasonable accusations.
The presence of a "scapegoat" allows the group members to carry out the discharge of voltage and dissatisfaction, which are easily accumulated in the atmosphere of mutual distrust and fear. Thus, the group maintains its own stability and cohesion.
It seems paradoxical, but whatever dislike and hostility caused to your address "scapegoat", it needs a group as a "safety valve", which allows you to free yourself from aggressive trends. The search for a "scapegoat" plays the role of the mechanism of integration and stabilization of relations in the group, avoids sharp and intensive conflicts.
However, this process provides only partial, simultaneous effect. The source of tension and dissatisfaction in the organization is preserved, and the wrong behavior of the head plays a significant role in their appearance.
Even if the head uses an authoritarian control style, it can be positive if, making a decision, take into account the interests of the employees, will explain their choice, will make their actions with understandable and reasonable, in other words, will pay more attention to the establishment of a strong and close connection with subordinates.
Thus, the head can significantly affect the nature of interpersonal relations in the working team, on the attitude of joint activities, satisfaction with the conditions and results of work, i.e. The socio-psychological climate, which largely depends the effectiveness of the organization's activities in general.