What is the relation to the organization. The organization employs predominantly women interpersonal relationships

1. Informal relationships in the organization

1. 1. Characteristics informal relationships In the organisation

2. Reasons for the emergence of informal relations in the organization

3. Managing an informal organization

3. 1. Problems and benefits associated with informal organizations

Bibliography

1. Informal relationships in the organization

The formal organization is created intentionally by management, but after that it also becomes a social environment in which people interact not at the behest of the authorities. People from different subgroups socialize over coffee, during meetings, at lunch, and after work, resulting in many groups based on friendship - informal groups that together represent an informal organization.

An informal organization is a spontaneously formed group of people who regularly interact with a specific goal. As in the case of formal organizations, it is these goals that are the reason for the existence of informal organizations. We will describe them later. The fact is that within the framework of a large organization there are many informal groups, most of which are arbitrarily combined into a kind of network. The working environment is very conducive to the creation of informal groups. The formal structure and tasks of the organization bring together people every day who spend a lot of time together, sometimes for more than one year. People who, under other circumstances, would hardly meet so often, spend more time in the company of colleagues than in the circle of family. Moreover, often the nature of the tasks they solve forces them to constantly communicate and interact with each other. Members of an organization depend on each other in many ways, and as a natural consequence of this intense social interaction is spontaneous occurrence informal organizations.

Describing the process of development of an informal organization, L. Sayles and J. Strauss argue that, based on contacts and common interests, employees form friendly groups that grow from the organization itself. But having formed, they begin to live their own lives, practically unrelated to labor process from which they arose. It is a dynamic, self-generating process. Employees, united within the framework of a formal organization, interact with each other, which contributes to the emergence of favorable and friendly relations between people. These relationships, in turn, become the basis for the most different types activities, many of which are not related to official duties: joint dinners, assistance in work, fighting outsiders, etc. Expanded opportunities for interaction contribute to stronger bonds between members of the group, and it becomes something more than just a gathering of people. It forms its own rules of action - a set of stable characteristics that are difficult to change. The group becomes an organization.

1. 1. Characteristics of informalrelations inorganizationsAnd

Informal organizations and the reasons why people join them have characteristics both similar to and different from formal organizations. In informal organizations, there are usually clear rules regarding dress code, behavior, acceptable types of work, and protocol. To ensure their implementation, the group can apply fairly severe sanctions. Those who violate them may be ostracized by the group. This is a very cruel and effective punishment if a person is dependent on an informal organization to meet their social needs, which happens very often.

Social control by an informal organization can affect people's motivation to pursue the goals of a formal organization, as well as their attitude towards managers and their decisions. Discussing group norms, W. Scott states: "These standards may not coincide with the values of a formal organization, as a result of which the individual may find himself in a situation where conflicting requirements are presented to him."

People also use informal relationships to discuss proposed or actual changes in their unit or organization. Informal organizations tend to be resistant to change, partly because change often poses a threat to its continued existence. Reorganization, implementation new technology, expansion associated with inflow a large number new employees, etc. may lead to the disintegration of an informal group or to a decrease in opportunities for interaction and satisfaction of social needs. Sometimes these changes help to strengthen the status and fall of competing informal groups.

Since people do not react to objectively occurring events, but to the events they perceive, the proposed change may be perceived by the group as more threatening than it really is.

If group members see change as a threat to its continued existence, their shared experiences, social needs, common interests, or positive emotions, resistance to change is inevitable.

2. Reasons for the emergence of informal relations in the organization

People always have reasons for joining groups and informal organizations, but they often do not realize them. As the Hawthorne experiments showed, belonging to informal groups can provide people with psychological benefits that are no less important to them than a salary. The most important reasons for joining an informal group are a sense of belonging, mutual assistance, protection, communication, sympathy and common interests.

The main reason for joining an informal group is the desire to satisfy the need for belonging, which is one of the strongest human needs. It was found that people whose work does not provide them with the opportunity to establish social contacts, as a rule, are not satisfied with it. Other studies have shown that being part of a group and being supportive contributes to people's job satisfaction. But, despite the fact that the need for involvement is recognized by everyone today, most formal organizations do not systematically work to strengthen social contacts, and workers are often simply forced to join informal groups for this purpose.

In an ideal situation, subordinates should be able to contact their immediate superiors without restrictions for advice or to discuss their problems. Otherwise, the boss should carefully analyze his relationship with his subordinates. People, wrongly or rightly, usually think that a boss in a formal organization will consider them bad workers if they ask him how to complete this or that task; Many people are simply afraid of criticism. Further, in any organization there are many unwritten rules that regulate less important procedures, such as the length of the coffee break, the attitude of the boss to extraneous conversations and jokes, dress code. It is clear that employees rarely turn to their boss on such issues.

Usually in such cases they prefer to resort to the help of colleagues. For example, a novice worker, most likely, will ask another worker, i.e., to explain how to perform this or that operation. he will try to join an already formed social group, including experienced workers. And this situation is beneficial to both: both the recipient and the provider. The first gets the right advice, and the second gets prestige and self-respect. Thus, the need for help contributes to the emergence of informal groups in two ways at once.

The perceived need for protection is also an important reason why people join one group or another. Although real physical danger in the working environment is extremely rare these days, the first trade unions arose on the basis of social groups people who gathered in pubs and discussed the misconduct of leaders. And today, members of informal organizations made up of grassroots workers protect each other by providing cover for those who break the rules.

One of the important reasons for people to join informal groups is also the desire to gain access to the channel of informal communications - the channel of rumors. They spread rumors and other information that either does not come from official sources at all, or comes with a great delay. This information can satisfy the individual's need for psychological protection and belonging, as well as provide quick access to information related to his activities.

3 . Controlinformalorganization

Managers need to understand that informal organizations interact dynamically with formal ones. One of the first who drew attention to this factor and dealt with the creation of informal organizations was J. Homans. By activities, Homans understands the tasks performed by people. In performing these tasks, people interact with each other. This interaction leads to the emergence of certain feelings - a positive or negative attitude towards each other and towards managers. These emotions influence how people will carry out their activities and interact in the future.

Because group emotions affect both tasks and interactions, they can affect the effectiveness of formal organization as well. Depending on the nature of emotions - positive or negative - they contribute to either increase or decrease in efficiency, as well as absenteeism, employee turnover, complaints and other factors that determine success. Therefore, although formal groups are not created by managers and are not fully controlled by them, in order for the organization to achieve its goals, they must be effectively managed.

3. 1. Problems and benefits associated with informal organizations

One of the biggest problems preventing good governance informal organizations is that managers by nature treat them negatively. Some even believe that informal organization is a sign of poor management. In fact, as we know, the creation of informal organizations is a natural phenomenon; they exist in every organization and, as with other management factors, are associated with both problems and benefits.

Indeed, some informal groups sometimes behave unproductively and interfere with the achievement of formal goals. False rumors can spread through informal channels, leading to a negative attitude towards management. Group norms often result in group performance falling below management standards. The tendency to resist change often hinders innovation. However, all these phenomena, as a rule, are only the reaction of the group to the attitude of management perceived by it towards it. Rightfully or not, group members perceive that they are being treated unfairly and react to it in the same way that any person would react to injustice.

All this sometimes prevents managers from seeing the potential benefits of informal organizations. As people in a group work together to achieve organizational goals, loyalty to the group often translates into loyalty to the organization. People may refuse more profitable work in other companies just because they don't want to lose established social contacts. The goals of the group may coincide with those of the formal organization, and the performance standards of the informal organization often even exceed the formal standards. For example, strong team spirit some organizations is the result of informal relationships, and not the corresponding efforts of management. Even informal channels of communication sometimes help the formal organization by complementing the formal system of information exchange.

If managers do not find ways to work effectively with informal organizations or try to suppress them, they miss out on all these potential benefits. In any case, regardless of whether the informal organization is useful or harmful, it exists and must be reckoned with. Even if the management dissolves some group, another one will certainly appear in its place, and, most likely, it will experience sharply negative feelings towards the authorities.

Early management theorists offered one solution to the problems associated with the informal organization - to destroy it. Modern scholars have focused on "getting" the informal organization to help the formal organization achieve its goals. W. Scott and K. Davis, for example, offer the following solution.

1. Recognize the existence of an informal organization and that it is possible to destroy it only by destroying the formal organization. Therefore, management needs to recognize it, work with it and not threaten its existence.

2. Listen to the views of members and leaders of informal groups. Davis writes: "Every manager needs to find out who the leader of each informal group is and cooperate with them, encouraging those who contribute to the achievement of the goals of the organization. If the informal leader works against his employer, his influence can reduce the motivation and job satisfaction of his group members" .

3. Before taking any action, analyze its possible negative impact on the informal organization.

4. To reduce resistance to change on the part of the informal organization, allow the group to participate in the decision-making process.

5. Control the spread of rumors by spreading accurate information as quickly as possible.

Bibliography

1. Afonichkina A.I. Fundamentals of management / ed. A.I. Afonichkin. - St. Petersburg: Peter, 2007. - 528s. - (Series "Textbook for universities").

2. Kotler F. Marketing management. Express course / translation from English, ed. Yu.N. Kapturevsky. - St. Petersburg: Peter, 2004. - 496s.

3. Meskon M. H., Albert M., Hedouri F. Fundamentals of management: Per. from English. - M.: Delo, 2008. - 710 p.

4. Shemetov P.V. Management: management of organizational systems: Textbook. - M.: Publishing house "Omega-L", 2007. - 406s. -( graduate School management).

5. Gibson JL Organizations: behavior, structure, processes /J. L. Gibson, D. M. Ivantsevich, D. H. Donnelly Jr. - M., 2005.

6. Karpov A. V. Psychology of management: tutorial/ A. V. Karpov. - M., 2007.

1. Linear Relationships- The relationship between the leader and his subordinates.

2. functional relationship- the relationship of an employee who is authorized to perform a certain function within the entire organization with other members of the team. As a rule, such a production mission is advisory in nature, and functional leader is within its line organization.

3. Relationships of the administrative apparatus exist in the case of representation of someone's rights and powers. Job Responsibilities at the same time, they consist in providing recommendations and advice.

Advantages: the method is effective for the education and training of future leaders. He saves work time For top management managers, exempt from daily purely administrative work.

Flaws: executive assistants often go beyond their authority by acquiring additional power and influence unofficially.

4. lateral relationships. Two types of lateral relations:

o collegial - relations between employees (employees) of one department, subordinate to one boss;

o parallel - relationships that are caused by the need to exchange information, ideas and opinions between employees occupying the same position in the organization, but working in different departments and divisions.

What are linear and functional relationships within an organization

Linear Relationships It is the relationship between a leader and his subordinates. For example, the foreman is a foreman, Chief Accountant- accountant-calculator.

functional relationship- this is the relationship of a specialist who is authorized to perform a particular function within the entire organization, with other members of the organization. Typically, such a production mission is advisory in nature. For example, the head of human resources maintains a functional relationship with the head of the shop floor regarding recruitment, training, and social security workers. An accountant may have a functional relationship with the head of the sales department on sales financing, advertising, etc. Moreover, the functional head himself is within his linear organization, for example, the head of the personnel department in relation to the employees of his department.

Linear form of communication

Linear and functional connections occupy an important place in the organizational structure of management. Existing types organizational structures of production management differ from each other in the way of implementing linear and functional relationships. The predominance of links of one kind or another is predetermined by the requirements of developing production. The choice of a certain method of relationships in the organizational structure of management - difficult process development of the production itself and its management.

The simplest form of communication in production management is linear (hierarchical). The essence of the linear form of relations in the management structure is that each team is headed by a leader (body) who is accountable to a higher leader (body). Subordinates carry out orders only from their immediate supervisor. A superior manager does not have the right to give orders to employees, bypassing their immediate superior. Such a scheme of subordination and accountability is the main feature of linear management. At the same time, the links of linear management, in general, correspond to the links of production, between which clear and simple relationships are established. This is one of the main advantages of this type of connection and linear control in general.

To the virtues linear connection in the management structure, one can also include the receipt by subordinates of consistent and interconnected tasks and orders; full responsibility of each manager for the results of work; ensuring the unity of leadership from top to bottom, i.e., the implementation of the principle of unity of command.

The disadvantage of the linear form of communication in the management structure is that the manager must have the versatile knowledge necessary to manage the relevant object. In addition, with a linear form of communication, there are no specialists in the management structure for the implementation of individual management functions. The use of a linear form of communication does not fully meet the growing requirements modern production, the main trends in the development of its technology, economy and organization.

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

low performance discipline;
broken rules:
employees do not know and do not understand the regulations of the organization;
employees do not improve the organization's regulations, although they see opportunities for this;
employees blame instead of offering solutions;
employees usually do not achieve their goals;
employees demand payment of all salaries despite the fact that the organization suffers losses.

The list could go on and on...

In this article, I will talk about my understanding of the types of employee attitudes towards the organization and how to improve these attitudes.

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

One Japanese at the conference told me a story about how his compatriot friend opened a production facility in the city of Ulyanovsk, but six months later he was forced to sell it and go back to Japan. When asked about the reasons for such an act, he replied: “I can’t work with employees who evade work for a whole month, and then come and demand payment of their full salary.”

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

Also in our culture, unfortunately, is still normal:

fail to complete assigned tasks on time;
be indifferent to the laws of our country (remember the famous “The stupidity and rigidity of our laws is compensated by the optionality of their implementation”);
moreover, any unpunished and unnoticed violation of any rule is considered to be a manifestation of valor in our country and is secretly / explicitly approved;
and, on the contrary, responding to a violation of the law is considered shameful, called squealing and “what do you need most of all, or something”;
actively resist and "behind the eyes" to scold any "bosses".

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

To improve the relationship of employees to the organization, you need to understand what types of relationships there are in general. This is necessary in order to have a coordinate system and an action plan to improve the relationship.

Six levels of employee relationship to the organization

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

fan- an overly dedicated employee who does not separate his personal life and work in the organization, often combining personal and corporate goals into a single whole.
Involved- an employee dedicated to the organization, interested in maximum development together with the organization for the sake of personal goals through the achievement of organizational goals.
Executive- an employee satisfactorily tuned to the organization, interested in the good performance of his work "just like everyone else." His attitude is entirely consistent with the attitude of the leaders of the organization, he often simply copies the behavior of the leaders.
resisting- an employee critically (constructively) disposed to any changes in the organization, trying everywhere first of all to find weaknesses, shortcomings and shortcomings.
Sabotaging- an employee who protects his comfort zone and diligently uses everything weak areas management of the organization for personal purposes, while trying not to fall under any type of sanctions of the organization.
Belligerent- an actively opposing employee of the organization, leading an active, partisan and often unconstructive struggle with all kinds of improvements and current rules in the organization.

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

Task delegation

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

How to improve the attitude of employees?

In order to form a new way of thinking of employees in relation to one or another component of the organization, I use the algorithm of team formation (voluntary coercion).

1. Interest

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

Therefore, it is important to enter single system coordinates described above. I do this by giving a presentation with a sticky wall and talking about each point in detail, with my own examples and parables.

Rice. 1. A story about the six main types of attitudes of employees to the organization

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

2. Engage

Now that the coordinate system is set, we need to involve the participants. The simplest and effective way involvement is a joint analysis. For example, I ask participants to take a vote tag and anonymously (this is very important!) mark their type attitude on this moment to the organization. After voting, the results might look like this:

Rice. 2. Anonymous voting results about your current attitude to the organization

Now the participants see the current state of affairs and are ready to improve it.

3. Learn to negotiate

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

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

4. Form a plan

The easiest way to improve the attitude of employees towards the organization is to involve them in the process of improving the corporate culture, the process of increasing the manageability of the organization. After all, an organization is its people. Everyone shapes corporate culture companies. The improvement formula is very simple: "Agree and do it." It is important to form a common vision of the future result among all team members and be sure to achieve its implementation. When employees can feel that they were able to agree and do something, were able to achieve something together, they will begin to improve their attitude towards the organization: the one who sabotaged will become resistant or executive, and the one who simply performed will become loyal.

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

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

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

5. Distribute responsibility

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

6. Get things done

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

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

Analyze

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

Rice. 5. Analysis of the change in attitude towards the organization at the end of the training session

Conclusions for practical application:

Attitude is usually unconscious

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

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

History from the practice of consultants

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

Many years ago Emelyan was the first employee in one company. He developed a friendly relationship with the Founder of the company, they both worked 80-hour weeks, invented new products, conquered the market. The company grew, Emelyan's compensation too, everything was fine. Together with the Founder, they constantly discussed the future of the company, made plans to take over the world, Emelyan saw clearly his personal future in the event of further work in the organization.

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

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

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

Attitude is always there, and it is not neutral

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

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

About any of your employees with more than one year of work experience, after a little analysis, you can confidently say that “he behaves mainly as an executive”, or “usually as a resister”. There is a stable pattern of behavior, although a resisting employee may suddenly become involved in the same innovation and vice versa. But when conditions change, the employee may begin to behave differently, then the trends change. This is especially noticeable when the corporate culture moves from one level to the next.

Any employee can become loyal

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

Case from practice

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

Any employee can become sabotaging or belligerent

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

Case from practice

Once, during the implementation of a consulting project, the management, wanting to “cheer up” employees, decided not to give out the thirteenth salary, which has been adopted since Soviet times, according to the criterion of the number of sick days. I was ill for more than 10 days a year - you get nothing. Less than 10 days - get the full bonus. Of course, everyone traditionally counted on this money. And of course, management traditionally announced new criteria for paying the thirteenth salary after some received it, while the second came to their bosses with a puzzled look. We had to make incredible efforts to correct the situation, but "the sediment still remained." Some employees have gone from "executive" to "sabotaging."

The ideal and optimal relationship level ratio in a strong organization

In the course of many years of practice, I managed to see corporate cultures of different levels. The ideal ratio, which I have defined for myself as a criterion, is from 20-30% of the involved employees (the more, the better). The rest are executive. It is useful to have 5-10% of those who resist in order to immediately see the shortcomings of all decisions taken, fix obvious glitches that sometimes involved and executive managers can't see right away.

At the same time, sabotaging and warring employees will, of course, appear in the organization from time to time - the influence of the external system is too great. The culture of a strong organization must respond in time to cases of sabotage and war, and either correct the attitude of employees or get rid of them, including defiantly explaining the reasons for parting, so that everything is clear to everyone else.

The first person can only rely on loyal managers

This rule is especially important in large companies and corporations. Because if the deputy general director is a saboteur, then there is a high probability of upsetting the management of the entire division. And even an executive position in big company is not suitable, because in a large division, the task of the deputy general director, among other things, is also to inspire employees, give meaning to their work, and only an involved manager can do this.

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

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

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

Give regular feedback to your subordinates in mentoring sessions

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

Leading motivators of each level

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

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

Involved. The leading motivator is the need for constant development, knowledge of the possibilities of this world in all its diversity, one's spirit, one's body. He tries to balance his forces and manage resources in such a way as to achieve the maximum and "keep up with everything."

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

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

Sabotaging. The main motivator is to stay in your comfort zone.

Belligerent. The main motivator is struggle. Definitely against something.

Official relations between employees of the organization are established at the stage of formation organizational structure, while they are determined by the scope of competence of each specialist, the amount of power and responsibility.

Thus, formal relationships determine three main conditions"
S responsibility,
S power,
S accountability.
I
I Responsibility - this is the obligation of the employee to perform the prescribed work and be responsible for the satisfactory resolution of the assigned tasks.
Responsibility can be general and functional. Shared responsibility for creating necessary conditions work is assigned to the manager, and functional responsibility for a specific result - to the performer.
Responsibility is determined by the position held and the relationships associated with it, it can be explicit (direct), implicit (indirect) and delegated.
Explicit (direct) responsibility is assigned in accordance with the order for employment for a specific position and the functional job description (FDI).
Implicit (indirect) responsibility acts as a factor professional growth. It is distributed personally, taking into account individuality in accordance with the nominal FDI. This type of responsibility is of great importance for career development specialists.
Delegated responsibility, as a rule, is the responsibility transferred to the employee by his immediate supervisor for the performance of specific tasks.
In addition to responsibility, delegated may be power and authority
I
Power is the real ability to influence the behavior of other people.
7 channels of power are minimally distinguished: coercion - manifests itself in inducing people to act against their will through comments, translation into lower paying job and so on.;
- influence - subordinates feel, communicating with their immediate supervisor; competence - characteristic of well-trained professional leaders; information - is manifested in its "dosing"; official position- depends on the level of the hierarchy: the higher the official position of the head, the greater the degree of his imperious influence on the members of the organization; authority - plays a big role in the manifestation of leadership positions of the leader; encouragement - gives the leader more power to influence subordinates.
Power is an organizationally fixed limited right to use the resources of the organization and direct the efforts of its employees to perform certain tasks.
Managerial authority - a set of officially granted rights and obligations to make decisions in the interests of the organization or its structural sub- | separation.
In "'"according to the classification feature used, the powers can be divided into types and subtypes of Utab. 2.4).
Delegation can be both one-time and long-term.

Masiggaby and types of delegation are determined by the degree of centralization of the organization's management systems.
І
Centralization is the concentration of power functions of acceptance management decisions at the top hierarchical level of the organization.
The degree of centralization of management is expressed primarily in the nature of the organizational structure of management, Rinyaty in the organization. It decreases during the transition from line "to line-staff and functional structures Pn full centralization the manager delegates a minimum number of functions and powers, with decentralization - CHI11 - the maximum.

540 Management and economics of pharmacy Table 2.4. Classification of powers
Way
realization
tions
staff
paral
lazy
warn
registrants
They are transferred directly from the head to the manager subordinate to him and further to another subordinate. Express the system of power relations of the organization and create a hierarchy of levels of management
Express the right to advise or assist managers with line authority, as well as staff staff Advising line management
Of-allows the line management to coordinate a certain range of decisions with the headquarters Grant the headquarters the right to propose and prohibit certain actions within its competence Give the right to reject certain decisions of the line management
Evaluation of documents for compliance with legal norms
managerial
control
reporting
issues

The criteria for centralization and decentralization are parameters such as procedures for action; control object; stage of solving the problem (preparation of a solution, adoption> implementation, control); the nature of the tasks (repetitive, innovative, etc.); space, time, quality and quantity; functional area in which tasks are solved (supply, production, sales, marketing, management).
In table. 2.5 presents the advantages and disadvantages of centralized and decentralized management systems
Table 2.5. Comparative characteristics of the centralization and decentralization of the organization's management system
Advantages

CENTRALIZATION

Ensuring strategic direction of management
Decision making is in the hands of those who have a good command of the overall situation
Eliminate management duplication
Ensuring flexibility and control maneuvers
~ schenie information PІ kov
Reduces overload with minor problems Decision-making by people who know the specific situation well 64
Large expenditures of time for the transmission of information, its distortion
Decision making by people who do not know the specific situation well
Inflexible management process
Makes the decision tactical
Makes it difficult to coordinate management activities Ignores corporate interests
Can lead to the destruction of the organization

The delegation of authority procedure includes the following steps:
1 - assignment to individual or group of employees of individual specific tasks;
II - granting appropriate powers and resources to subordinates; - the formation of obligations of subordinates to fulfill the tasks assigned to them.
Delegation in the hierarchical management structure is carried out "from top to bottom", therefore, the redistribution and assignment of functions and tasks to a specific unit or official happens at every level.
The conditions for the effective distribution of powers are: sufficiency of powers to solve the tasks; balance of delegated powers with the powers of the subjects with whom you have to interact;
. clarity of the line of authority, i.e. each employee must know from whom he receives, to whom he delegates authority, to whom he reports and who is responsible to him.
Achieving the conditions for the effectiveness of delegation is ensured by the implementation in the process of determining the transferred part of the power, authority and responsibility of the following principles: unity of command (the employee receives tasks and is responsible for their implementation to one leader); limiting the norm of manageability (as a rule, at the highest and middle levels of management, this norm is 5-10 people);
The controllability rate is the maximum number of sub-
supervised and accountable employees, whose activities can be successfully managed by one head of a particular organization. compliance (the scope of authority should correspond to the delegated responsibility). If the POWERS exceed the responsibility, the organization may face administrative arbitrariness, and in the case of the predominance of responsibility over authority - * paralysis of management activities;
coordination (commissions must be dynamically adjusted in accordance with the new task of the employee); sufficiency (the scope of responsibility should not exceed the individual capabilities of the employee); motivation (expansion of responsibility should be motivated by an increase in pay, influence or leadership).
The effect of delegation of authority is most often manifested through the degree of satisfaction of their executors (diagram 2.4). To a large extent, the effect of delegation and the degree of satisfaction depend on two components: the unwillingness of the leader to delegate authority and the unwillingness of the subordinate to take responsibility.
The unwillingness of the leader to delegate authority is explained by the lack of trust in subordinates; fear of risk; difficult to exercise control; that "strong" personalities pose a threat; complicating the decision-making process; developing relationships with subordinates. In turn, the unwillingness of subordinates to take responsibility is dictated by the fear of criticism for their mistakes; possible difficulties in solving problems; lack of information
Head of the organization -
willingness to delegate authority
motivator
delegation
powers

"avalanche
Effect"
Scheme 2.4. Delegation effect
ї
Artist -
willingness to accept new powers

information and resources necessary for the successful completion of the task; work overload; lack of self-confidence; lack of incentives for additional responsibility.
Delegation optimizes the work of the manager, allowing to increase its efficiency, but it does not relieve him of the responsibility to make final decisions and general responsibility for everything that happens in the organization.

Target: the formation of practical skills for the development of a system of motivation of the organization's personnel.

Students must identify the essence and functions of motivation labor activity. Special attention should be referred to modern approaches and theories of personnel motivation. It is also recommended to determine the procedure for designing a personnel motivation system in an enterprise. At the lesson, students need to give answers to the questions posed, as well as by analyzing and discussing a specific situation and performing practical tasks, consolidate knowledge on this topic in practice. Forms of knowledge control: survey, discussion, discussion of a specific situation, presentation of the results of the implementation of practical tasks, analysis of the results of the implementation independent work on this topic.

1. Motivation of labor activity: essence, functions.

2. Sources of motivation.

4. Process theories motivation.

5. The system of labor motivation methods: composition, principles of implementation.

6. Tools of the motivational process.

7. Modern model integrated system motivation.

9. Practical tasks.

The sales manager of one company, I. Ivanov, intends to purchase a car, which, in his opinion, will give him a certain weight in the team, improve the quality of his life due to previously absent amenities. After evaluating his capabilities, he identified three ways to achieve his goal:

1. take a car on lease;

2. increase sales in your company, get more profit and buy a car;

3. Participate in lotteries and win a car.

1. Using the procedural concept of Vroom's motivation, determine the most justified from a motivational point of view behavior of a manager who realizes his need.

2. Which way to satisfy the need is more motivationally justified?

Analyze the situations that have developed in the company and suggest ways to motivate employees in order to eliminate the conflict situation with the maximum benefit for the organization (the analysis of the situation is carried out according to the scheme of the motivational process given below:

2. Information is leaked from the CEO's office to a competitor.

3. Employees of a large corporation resist a merger with another large company.

4. An experienced (10 years of work experience) specialist began to perform tasks worse.

5. Mostly women work in the organization, interpersonal relations are tense.

Scheme of the motivational process:

1. analysis of the situation: the place of the current situation (organization, workplace), participants in the situation (relationships, candidates);

2. definition of the problem: formulation of the problem, causes and motives;

3. setting goals for motivating an employee (employees): identifying needs, determining a hierarchy of needs, analyzing changes in needs, “needs-incentives”, strategy, method of motivation;

4. implementation of motivation: creating conditions that meet the needs, providing rewards for results, creating confidence and the possibility of achieving the goal, creating an impression of the value of the reward;

5. Motivation management: monitoring the course of the motivational process, comparing the results obtained with the required ones, adjusting incentives.

Determine the conditions for the practical implementation of the main modern theories of motivation:

Practical lesson on the topic "Forms of staff remuneration"

Target: formation of practical skills optimal choice the mechanism of remuneration of the personnel of the organization

Methodological recommendations for the lesson. Students must identify the essence and role of incentives in the personnel management system. Pay special attention to the forms, systems and methods of regulating the remuneration of the personnel of the enterprise. It is also recommended to determine the procedure for the formation of a mechanism for effectively stimulating the work of personnel. At the lesson, students need to give answers to the questions posed, as well as through analysis and discussion of a specific situation and implementation practical task consolidate knowledge on this topic in practice. Forms of knowledge control: survey, discussion, discussion of a specific situation, presentation of the results of a practical task.

1. The role of incentives in the personnel management system.

2. Subsystem of personnel remuneration: purpose, main goals

3. Principles of organization of wages

4. Regulation of wages

5. The structure of remuneration of an employee of the organization

6. Basic wages: forms, systems, motivational mechanism for implementation.

7. Additional wage and the motivational mechanism for its implementation.

8. Bonus and motivational mechanism for its implementation.

9. Social payments and the motivational mechanism for their implementation.

10. Current trends in the field of wages and forms of their implementation.

11. Analysis of the situation.

12. Practical task.

Denis Kovalchuk is the CEO and owner of Nika, an import and wholesale trade computer technology. The company employs two specialists in the purchase of computers abroad, receiving official salaries and monthly bonuses in the amount of 40% of the salary (the decision on the payment of bonuses is made by CEO), and five domestic sales agents who earn a commission of 10% of sales. The prices for computers sold are set by the General Director. Analysis financial results over the past six months showed Denis that the company's profitability began to decline, despite the constant growth in sales volumes and keeping inventory at the same level, and that, in addition, the time for collecting receivables increased. Purchasing specialists received a 40% bonus for all six months, but their remuneration was only 40% of the average income of a commercial agent.

Questions for analysis, reflection and discussion

1. Analyze the development of the situation in Nika. What can explain results achieved? How can they be linked to the compensation system?

2. What reward system would you suggest for Nika?

3. How would you advise Denis to implement this system?

Develop regulations governing the mechanism of remuneration in the organization.

Business game "Conflict at an industrial enterprise" to the topic "Conflicts in the organization"

I. The purpose of the game. Familiarize students with conflict situations that arise on industrial enterprises during their reconstruction, to teach to recognize the causes and types of conflicts, as well as to find possible options their decisions.

II. Installation. A joint-stock company producing chemical products (for example, detergents) was on the verge of bankruptcy. Due to low quality and high cost, the company's products cannot withstand competition in the sales market. For the profitable operation of the enterprise, it is necessary to take the following measures:

a) replace obsolete equipment with new;

b) reduce by about (Golovin) the number of employees;

c) improve the skills of the remaining employees;

d) find (attract) additional funding;

e) radically rebuild the entire structure of the enterprise.

The company employs 100-150 people. All employees are divided into the following categories:

a) administrative and managerial apparatus;

b) employees of pre-retirement age;

c) women with young children;

d) all other employees.

All employees are shareholders of their company.

The game can be played by 7 to 30 people.