Rabbits, amid their passion for dietary meat, are becoming more ...
Federal agency of Education
Sochi State University of Tourism and Resort Business
Branch of the Sochi State University of Tourism
and resort business in Nizhny Novgorod
Faculty: Management
Specialization: Human Resources
Department: Social Sciences
Discipline:
Social and psychological support
and the formation of the workforce
Course work
Conflict as a source
professional maturity of the team
Completed by: Yu.V. Kuznetsova
Student of group 55 - UP
Checked:
PhD in Psychology, Associate Professor
Kochneva Elena Mikhailovna
Nizhny Novgorod
Introduction
I. THEORETICAL PART
1. The concept of the labor collective
2. The concept of professional maturity of the team
3. The role of the leader in the formation of the team
4. Socio-psychological climate in the team
5. Conflict and its impact on the social and psychological climate in the team
5.1 Classification of conflicts
5.2 Prevention of conflicts in professionally mature teams
5.3 Conflict prevention as a tactic of modern management
II. PRACTICAL PART
Conclusion
Bibliography
APPENDIX 1 - Conflict Model
APPENDIX 2 - College Organizational Chart
INTRODUCTION
The management structure of enterprises and organizations has a long history. For a long time, the pyramidal shape seemed logical and met the objective conditions. But with the change in social conditions, the productivity of such an organizational structure is already in doubt, since today a number of new factors are already influencing the structuring of organizations in one way or another.
The first factor is education. The division of the labor process into the simplest operations at one time brought success. Under the influence of modern education and lifestyle, the needs and motives of the employee have undergone qualitative changes. There are many ordinary employees, whose education is sometimes more complete, and the knowledge of the subject is deeper than that of their boss, and yet they are forced to constantly follow his instructions. There is an obvious gap between the presented requirements and the perceived own capabilities. It so happens that job duties can overlap, and this often leads to confusion, misunderstanding and, ultimately, conflicts.
The second factor is today's decline in morality, which has always been a disciplining principle. Modern man is no longer convinced that God sees everything and controls everything. Even if he sees, the main thing is that the boss does not find out that his own needs are being met at the workplace - for example, long telephone conversations are being conducted at the expense of the company and others. The main thing is not to get caught, otherwise the conflict is inevitable.
The third factor is social and personal ideals. The discrepancy between the interests of employees and the interests of the organization is a very common cause of conflicts. The hierarchical order itself was shaken. As a result - a new invention - the incentive "stick" or "carrot", that is, fear became an effective means. The structure was preserved, but the tension increased.
Under what conditions do people achieve high results, and under what conditions do they try to avoid work? This question has long been of interest to psychologists and sociologists. The management process is always a creative process that constantly requires new ideas and readiness for improvement. Deficiencies in the organization of leadership, caused by the incompetence of the leader, the inconsistency of his personality with the level of maturity of the team - can be frequent sources of conflict. A lot of techniques and psychological tests have been developed to determine the level of maturity and cohesion of the team, the level of conflict resistance, assessment of the socio-psychological climate and others.
The relevance of this problem is dictated primarily by the increased requirements for the level of psychological involvement of the individual in his work activity. Socio-psychological climate is an indicator of the level social development the collective and its psychological reserves, capable of more complete realization, and also acts as a multifunctional indicator of the level of psychological involvement of a person in activities, measures of the psychological effectiveness of this activity, the level of the mental potential of the individual and the collective, the scale and depth of the barriers lying on the path of the realization of psychological reserves collective.
Objective:
Consider theoretical basis formation and professional development of the workforce;
Study the social and psychological climate, the prevalence of conflict situations and their impact on the professional development of the team;
Conduct a study of the workforce using various methods on the example of one of the structural divisions of the Nizhny Novgorod Industrial College.
I. THEORETICAL PART
1. CONCEPT OF THE LABOR COLLECTIVE
In the course of work, people interact to form social relationships. The most important are the relationship of a person to a person and a relationship of a person to work. They are one of the defining features of the nature of work. The outward manifestation of a person's attitude to work is manifested in his labor behavior. In turn, the nature of the worker's labor behavior and his attitude to work determines many interrelated factors, changing which it is possible to influence the labor behavior of the individual, and, consequently, the quality of his work. Therefore, issues related to work behavior and its determinants require special attention.
The team of the firm is a living organism going through the stages of birth, development, formation, maturity, aging, and dying. Each stage has its own critical points, strengths and weaknesses. Requirements for employees will differ significantly depending on at what stage of the development of the team a particular person is hired.
At the initial stage, as a rule, there is a high need for people who are able to take risks, who are ready to not receive a salary for several months, to do any necessary work.
At the stage of development and formation, talented specialists are required, with highly specific knowledge, capable of predicting the success of any undertakings. At this stage, conflicts are possible due to the fact that new members of the team begin to encroach on old traditions and foundations.
At the stage of maturity, the need for experienced administrators and managers increases in connection with the expansion and differentiation of the company's areas of activity. It is important to avoid complacency, a sense of completeness, complacency that inhibits progress. Then there is no need to replace talented specialists with obedient ones and, instead of aging and dying, your company will move to the stage of rebirth with a new team of enterprising people capable of implementing any programs of internal transformation.
The psychology of a team is a set of certain socio-psychological phenomena that arise in the process of its formation and functioning on the basis of the formation of internal connections in the team, forms and methods of mutual satisfaction of the needs of its members, methods of communication, public opinion and mood, customs and traditions, the problem of leadership, the nature of intragroup conflicts, etc. All these factors determine the social and psychological climate in the team.
The basis for the success of any modern collective activity is the relationship of cooperation and mutual assistance as opposed to conflict.
Labor efficiency in a team is directly dependent on the level of team cohesion.
Cohesion of the team means the unity of the behavior of its members, based on the community of interests, value orientations, norms, goals and actions to achieve them. Cohesion is the most important sociological characteristic of a team. In essence, it is similar to the economic characteristics of his production activity - labor productivity.
By its direction, the cohesion of the team can be positive (functional), i.e. focused on the goals and objectives of his labor activity and negative (dysfunctional), aimed at achieving goals that contradict social goals, the goals of production activities.
Socially mature is a functionally close-knit team. It is fundamentally different from a team characterized by cohesion, which is determined not by social goals, not by production activities, but by the task of maintaining good relationships in the group as an end in itself.
There are three stages of cohesion of the work collective, each of which corresponds to a certain level of its development.
The first stage is orientational, which corresponds to a low level of collective development - the stage of formation. This stage is characterized by the fact that a simple association of people is transformed into a group with common goals and objectives, ideological orientation. Each member of the team is oriented in a new team for him. Purposeful orientation is carried out by the manager through the selection and placement of personnel, detailed information about the goals and objectives, plans and conditions of activity. At the same time, it is necessary to take into account how new employees can fit into the formed team, work well together. If the team is dominated by purposeful orientation, then common goal for most members of the collective it is transformed into their inner need and the orientation stage is relatively quickly replaced by the next.
The second stage is mutually adaptive, which is the formation of uniform attitudes towards the behavior of team members. These attitudes can be formed in two ways: under the purposeful educational influence of the leader and through self-adaptation, as a result of imitation and identification. Imitation consists in the fact that a person unconsciously adopts the ways of behavior of others, their views and reactions to certain situations. This is the least controlled way of forming attitudes, which does not always lead to positive results. Identification - a person's conscious adherence to any patterns, norms and standards of behavior, identification (identification) with them of the rules of his own behavior. In this case, a person is already reflecting on the behavior of a particular person and consciously determines whether he should do the same in a similar situation or in a different way. At the mutually adaptive stage, a collective asset (an active group) is created.
The third stage is a close-knit, or stage of consolidation, of a collective, the stage of its maturity. The leader acts here not as an external force, but as a person who most fully embodies the goals of the team. In such a team, relations of mutual assistance and cooperation prevail.
Depending on the degree of cohesion, three types of collectives are distinguished:
Close-knit, which is characterized by the close relationship of its members, solidarity and friendship, constant mutual assistance. Such a team has, as a rule, high performance indicators, good labor discipline, high activity of workers;
Dismembered (weakly united), which consists of a number of unfriendly social and psychological groups that have their own leaders. Group indicators, the level of industrial discipline, value orientations, the activity of such groups are very different;
Disunited (conflict) - in essence a formal collective, in which everyone is on his own, personal friendly contacts between its members are absent, they are linked by purely official relations. In such teams, conflicts often arise, there is a high turnover of personnel.
It should be borne in mind that the process of rallying and developing a workforce is a reversible process. Under certain circumstances, it can stop and even turn into a process opposite to itself - into a process of disintegration. The reason for this may be a change in the leader or the composition of the team, the goals of its activities, the level of requirements, or any other changes in the working situation. An important qualitative characteristic of the team is its professional maturity.
2. THE CONCEPT OF THE PROFESSIONAL MATURE OF THE COLLECTIVE
Practitioners have long been concerned with the question of how to measure the maturity of a particular working group, to translate a qualitative characteristic into quantitative indicators. An interesting technique was developed by German specialists V. Siegert and L. Lang - an assessment of 21 negative signs on a four-point scale of the degree of intensity. These include: active search for the culprit in case of failure; the desire of employees to protect themselves with instructions and memoranda; insufficient awareness of specific performers; unclearness and inaccessibility of the goals of activities to employees; the first to know about the mistake is not the employee himself, but his boss or colleague; group egoism; the employee rarely identifies with the decisions made; lack of time for calm and orderly work; underestimation of collective leadership; conflicts over little things; the conferences are lengthy and often unsuccessful; they are reduced to a struggle of pride; workers are not aware of the criteria for evaluating their work; new ideas struggle to make their way; enthusiasm for work is rare; the team is split into veterans and newcomers; work is evaluated on the level of emotions and superficial observations; many workers are unhappy because they cannot apply their knowledge in practice, etc. The presence of such signs indicates serious problems facing the team, its insufficient performance.
The factors that determine the degree of maturity of the working group, its ability to function productively, can be conditionally grouped into the following groups:
1) technological - features of the joint use of tools and objects of labor, for example, advanced technologies, personal computers etc.;
2) economic - forms of remuneration, peculiarities of the form of ownership, etc .;
3) organizational - first of all, relations in the "manager-subordinate" system;
4) value, ideological and psychological compatibility of employees.
The last two groups of factors deserve special consideration. British management consultants M. Woodcock and D. Francis have identified ten constraints that hinder effective teamwork:
1. The unsuitability of a manager is his inability to unite employees by his personal qualities.
2. Unskilled employees. A typical drawback is an imbalance in the functions of employees, an inadequate combination of professional and human qualities.
3. Non-constructive climate. It is characterized by a lack of dedication to the tasks of the team, there is no high degree of mutual support combined with concern for the welfare of each employee.
4. Fuzzy goals. Lack of alignment of personal and collective goals, inability of management and team members to compromise. The authors emphasize the need to periodically adjust the set goals, otherwise the team members lose their idea of \u200b\u200bthe prospects for their activities.
5. Poor work results. It is understood that the team should not be complacent about what has been achieved, should show assertiveness in achieving significant goals, which contributes to high self-esteem of the members of the working group, the growth of professionalism.
6. Ineffective working methods. The importance of the correct organization of collection and provision of information, making correct and timely decisions is emphasized.
7. Lack of openness and confrontation. The need for free criticism, discussion of strong and weaknesses of the work done, existing disagreements without a false fear of being misunderstood, violating business etiquette, causing conflict.
8. Lack of professionalism and culture of employees. The desire to have strong employees with a high level of individual abilities in a team is understandable. We can consider the correct point of view, according to which a “developed” employee should be energetic, able to manage his emotions, be ready to openly and convincingly express his opinion.
9. Low creativity of the staff.
10. Unconstructive relationships with other teams.
Professional maturity is characterized by strong bonds between the manager and subordinates.
3. THE ROLE OF THE LEADER IN COLLECTIVE BUILDING
An interesting study of the dynamics of interpersonal relations in the manager-subordinate system was carried out by American scientists - Hersey and Blanchard. Within the framework of this approach, it is assumed that the degree of an employee's leadership and his emotional support is closely related to the level of his professional maturity, i.e. As professionalism grows, the manager controls less and less and more and more supports the employee, instilling in him confidence in his abilities. At the same time, with the achievement of the average level of maturity and above, the leader not only leads less, but also less emotionally supports him, since such a subordinate is already able to control himself, and in this situation, the reduction in custody is regarded as trust on the part of the boss. This approach to the problem allows the use of four types of relations in the "manager-subordinate" system:
1. Order. According to the proposed scheme, the order is optimal in the case of low professionalism, when the performer is not ready to independently perform the task and does not want to take responsibility. The task of the manager is to instruct the employee, to lead a lot and trust a little.
2. Suggestion. Recommended for medium to high maturity levels: subordinates are not yet capable, but are ready to take responsibility. Here, both leadership and support are especially important to help you get the job done.
3. Participation. Participation is most effective at intermediate to high maturity levels. The employee is already capable of independently performing the task, and in such a situation, it is not so much leadership that is required as psychological support, joint discussion of the problem and joint decision-making.
4. Delegation. A high level of professional maturity presupposes the transfer of authority to the performer - delegation, which means poor management and a low degree of emotional support. The problem of choosing the optimal behavior of the leader does not have a "cabinet" solution, but it is possible to single out typical situations that arise in the case of inadequate behavior of the leader, which give rise to a feeling of annoyance and discontent in subordinates:
The other is responsible for the mistakes of one;
The decision is made without the participation of the employee;
The separation, the proceedings are arranged with third parties or in the absence of the employee;
The leader is unable to admit his mistake, tries to find the culprit among the subordinates;
Important information is hidden from the performer;
An employee who is professionally qualified to take a higher position is not promoted;
A manager complains about a subordinate to a superior superior;
Incentives for the work of one employee go to another;
The level of exactingness is not the same for all employees, there are favorites and outcasts in the team, etc.
The process of managing a production labor collective can be conditionally divided into three stages.
The first stage is the definition of goals that must be achieved by the team in a certain period of time - shift, month, quarter, year or for another period.
The second stage is informing the team. It includes familiarizing the team with the task, methods and techniques for performing work, sources of providing them with the necessary resources, payment systems and other incentives, working conditions and rules of safe behavior in the workplace and other information.
The third stage is the organization and implementation of analytical work in the labor collective, the purpose of which is to identify and study the technical, technological and organizational reserves for increasing the efficiency of the collective; reasons and factors of under-fulfillment or over-fulfillment of production targets by individual workers and teams, etc.
The participation of a leader in the achievement of the set goals by the work collective or an individual employee is primarily determined by the content and quality of his performance of the main functions of management.
First of all, the leader must know the typical mistakes inherent in people of his status, and correctly build relationships with staff.
Typical head mistakes:
The leader does not give his subordinates specific tasks, but constantly annoys them with a large number of general questions;
Obsessed with one topic in communicating with staff, for example, labor discipline;
Formulates new ideas for the task every day;
Constantly preaches his plans;
Doesn't trust his employees, abuses petty control;
He is fond of paperwork;
Inaccessible geographically or in time;
Does not have ready-made solutions for production tasks.
The success of informal relationships with subordinates, without which a feeling of respect for your leader is impossible, depends on adherence to a number of principles and rules business communication... Respect for the dignity of others is fundamental. The psychological premise of this principle is an axiom social psychology, according to which no person feels comfortable enough without positive self-esteem. Consequently, the leader is obliged to see in each subordinate not a position, but a personality, show goodwill and tolerance, respect his personal life, and avoid advice in this area.
4. SOCIAL - PSYCHOLOGICAL CLIMATE IN THE COLLECTIVE
The professional maturity of the team is characterized by another important factor - the socio-psychological climate that has developed in a particular work team.
Relationships in a team, its cohesion largely depend on what the team members themselves are, what their personal qualities and culture of communication are, manifested in the degree of emotional warmth, sympathy or antipathy. The labor collective is formed from individual workers endowed with different mental properties with different social characteristics. In other words, members of the labor collective are representatives of different temperaments, age and gender and ethnic groups, have different habits, views, interests, which are essentially a commonality or difference in their social positions. The predominance of certain personal qualities among members of the team affects the relationships that develop within the team, the nature of its mental attitude, gives it a certain feature that can contribute or hinder its cohesion. Negative character traits especially strongly hinder team building: resentment, envy, painful pride. If intragroup integration does not lead to intergroup disunity, the group becomes a full-fledged unit of a wider community, and through it, of society as a whole. Such a group reaches the highest level of socio-psychological maturity and can be called a collective.
In the case of a positive orientation working group reproduces the best business and moral qualities of its members, people are proud of their belonging to this team, problems that arise are solved in a businesslike, proactive and creative way. In the case of a negative orientation, most of the energy of the team is spent on participating in conflicts between various groups, informal and formal leaders, clarifying relations with other departments. Production problems seem to fade into the background. The conformist orientation is characterized by a purely external, ostentatious interest of employees in the results of their work, indifference to collective efforts. The sphere of interests of employees is outside the working group: social and political activities, family, personal problems. Measuring the degree of cohesion is possible, for example, by Sishore's method, which shows the degree of integration of a group, its cohesion into a single whole: the respondent is asked to evaluate the intensity of one of 5 signs on a five-point scale. Another method allows us to measure the degree of cohesion of the labor collective from the point of view of the values \u200b\u200bprevailing in the collective. Team members are offered a set of 20 personal qualities closely related to business communication: constancy, endurance, initiative, sociability, diligence, knowledge of their capabilities, resourcefulness, persistence, sincerity, etc., from which they must choose five qualities necessary for productive joint activities. Comparison of the frequency of choice based on individual characteristics with the total amount of choices makes it possible to derive the coefficient of the group's value-orientational unity.
In professionally mature and close-knit teams, where the importance of the social and psychological climate is underestimated, tensions develop between people, manifested in frequent conflicts.
5. CONFLICT AND ITS INFLUENCE ON THE SOCIAL - PSYCHOLOGICAL CLIMATE IN THE COLLECTIVE
Conflicts are an integral part of the functioning of any organization. Conflicts create tensions in the team, switch the attention of employees from the immediate concerns of production to "sort out the relationship", have a heavy impact on their neuropsychic state and, accordingly, on the socio-psychological climate of the entire team. And yet conflicts can lead to better working conditions, technology, management relations. The role of the conflict can also consist in the growth of self-awareness of the participants in the conflict, if the latter pursues a socially significant goal; in many cases, the conflict forms and affirms certain values, unites like-minded people, plays a role for a safe and even constructive release of emotions.
Team building involves, first of all, identifying the causes of conflict and carrying out appropriate preventive work, which can be carried out in the following areas: improving the organization and working conditions; ensuring the rhythm and strict coordination of the production process, which causes workers' moral satisfaction with work; selection of personnel and the correct placement of personnel, taking into account their social and professional characteristics and psychological compatibility, which reduces the likelihood of conflict; development of criticism and self-criticism, etc.
Exists different definitions conflict, but they all emphasize the presence of a contradiction, which takes the form of disagreements when it comes to human interaction. Conflicts can be hidden or overt, but they are always based on a lack of agreement. Therefore, conflict is defined as the lack of agreement between two or more parties - individuals or groups.
In general, a conflict is understood as a collision of oppositely directed actions of employees caused by divergent interests, views, and aspirations. The conflict can involve both all members of the team, and individual production units, a production unit and any of the team members, individual team members (manager and subordinate, worker and worker). The most common conflicts are between individual members of the team, i.e. interpersonal conflicts - an active clash of various judgments, assessments, positions, accompanied by the active excitement of people, distortion of ideas about each other, the development of relations of hostility, enmity.
Any conflict can perform both positive and negative functions. (Table 1)
Table 1
Conflict functions
| Positive features | Negative functions |
| Easing tensions between conflicting parties | Large emotional, material costs of participating in the conflict |
| Obtaining new information about an opponent | Decrease in discipline, deterioration of the socio-psychological climate in the team |
| Team building and raising the level of professional maturity | Seeing defeated groups as enemies |
| Stimulating change and development | Excessive enthusiasm for the process of conflict interaction |
| Removal of the submissive syndrome from subordinates | Reducing the degree of cooperation between part of the team |
| Diagnostics of opponents' capabilities | Difficult restoration of business relations ("conflict train") |
Although it is often said that a certain level of conflict can be functional, most recommendations for organizational conflict are predominantly based on methods of its prevention and prevention. But the conflict does not have to be eliminated altogether; rather, it needs to be effectively managed.
The model of the conflict as a process can be presented in the diagram (Appendix 1). This diagram shows that the existence of one or more sources of conflict increases the possibility of a conflict situation in the management process.
5.1 CLASSIFICATION OF CONFLICTS
Conflicts are classified into different types according to the following criteria:
1. By volume:
In terms of volume, conflicts are divided into intrapersonal, interpersonal, conflicts between an individual and a group, and intergroup.
Intrapersonal conflicts arise from the fact that production requirements are not aligned with the personal needs and values \u200b\u200bof the employee.
Interpersonal conflicts can arise due to claims to limited resources, labor force, vacant position, due to the dissimilarity of characters.
The conflict between the individual and the group manifests itself as a contradiction between the expectations and requirements of the individual and the norms of behavior and work that have developed in the group. This conflict arises due to the discrepancy between the competence of the leader and the competence of the team's specialists, due to the group's rejection of the moral image and character of the leader.
Intergroup conflicts are conflicts within formal groups of a collective, within informal groups, as well as between formal and informal groups.
2. By the duration of the course:
According to the duration of the course, conflicts can be divided into short-term and protracted. The former are most often the result of mutual misunderstandings or mistakes that are quickly recognized. The latter are associated with deep moral and psychological trauma or with objective difficulties. The duration of the conflict depends both on the subject of contradictions and on the character traits of the people who collided.
3. By source of occurrence:
According to the source of occurrence, conflicts can be divided into objectively and subjectively conditioned. Objective is the occurrence of a conflict in a complex contradictory situation in which people find themselves. Poor working conditions, an unclear division of functions and responsibilities - these kinds of problems are potentially conflicting, i.e. objectively turn out to be the soil on which a tense situation easily arises. Subjective will be the emergence of a conflict in connection with the personal characteristics of the conflicting, with situations that create barriers to the satisfaction of our aspirations, desires, interests.
4. Depending on the conflict of values \u200b\u200bor interests:
Depending on whether positive or negative values \u200b\u200bor interests for us collide, conflicts are three types: - conflict "plus-plus"
5. Depending on the effect of the conflict on the life of the collective:
Depending on the effect of the conflict on the life of the collective, constructive (constructive) and destructive (destructive) conflicts are distinguished. Different authors have different approaches to solving the issue of the typology of conflicts, taking different criteria as the basis, however, the majority share the point of view of the presence of constructive and destructive conflicts. MI Rogacheva assumes that the criteria for assessing the differences in conflicts are: the relationship between the conflicting parties, the state of solvability of the problem, the result of the dispute and the degree of usefulness of the conflict. N.N. Trenev proposes to differentiate industrial and personal conflicts. According to the classification proposed by A.G. Zdravomyslov: conflicts between managers and those managed within a given organization; conflicts are adaptive; conflicts at the managerial level associated with the development of various strategies for the behavior of the relevant organizations, with the development of criteria for the effectiveness of its overall activities.
6. Depending on the degree of influence of the conflict on the life of the team:
The criterion for grouping conflicts can also be considered the degree of their influence on the life of the collective. In this case, they talk about feverish organization conflicts and destructive contradictions for the team. If feverish conflicts are characterized by minor clashes associated mainly with the psychological incompatibility of persons, then the latter are caused by deep differences in the opinions of team members
In the process of its development, the conflict goes through several stages. These stages are optional, their duration is varied, however, in general, their sequence is the same. In the literature on conflict management, the following list of stages is most common:
1. Pre-conflict situation. Reflects the state of affairs on the eve of the conflict. Most often, at this stage, certain prerequisites for its development already exist.
2. Incident. It is the first negative contact of the conflicting parties, which is primarily associated with the accumulation of irritation energy at the pre-conflict stage and the breaking of the tolerance limit of the parties.
3. Escalation. In this phase, the conflict is realized in a series of separate acts - actions and inactions of the parties. Escalation can be continuous - with an ever-increasing degree of tension in relations and wave-like, when tension either increases or decreases.
4. Climax. It occurs when the escalation of a conflict leads one or both parties to take actions that seriously harm the cause that binds them, the organization in which they cooperate.
5. Ending the conflict. This stage is associated with the concepts of the cost of the conflict and the cost of getting out of the conflict. The cost of a conflict consists of three components: the expenditure of energy, time and effort on the conflict activity, the damage caused by the unfriendly actions of the other side, and the losses associated with the deterioration of the general situation. The cost of getting out of the conflict is formed at the expense of the difference between the losses with which this exit from the conflict is associated, and the gains that the exit will give.
6. Post-conflict situation. It directly reflects the consequences of the conflict, either constructive or negative and negative.
5.2 PREVENTION OF CONFLICTS IN PROFESSIONAL MATURE COLLECTIVES
Conflict prevention consists in organizing the life of the subjects of social interaction, which excludes or minimizes the likelihood of conflicts between them.
The style of relations is understood as some stable stereotypes of consciousness and behavior, which in a given organization acquire the character of strong traditions, habits, and institutions.
The consolidation of positive models of behavior in mature teams greatly complicates the emergence of negative phenomena in them, contributes to their automatic rejection. Only such groups have reliable anti-conflict immunity.
One or another level of relationships in a group is manifested in all spheres of its life and, above all, in such parameters as:
The strength of connections between group members, including informal, non-production;
Having a sense of pride in your team, the formation of stable traditions on this basis;
The opportunity for employees to reveal their creative abilities, their interest in their work;
The frequency and nature of disagreements and conflicts arising in the group, the success of their resolution.
The general recommendation boils down to a proposal to develop firm rules of activity for each employee and thereby to narrow as much as possible the field in which "games without rules" are possible. This basic recommendation stems from an analysis of the reasons for the low level of relationships in the organization, which usually finds that, for all their diversity in different organizations, all these reasons, one way or another, boil down to the following:
Lack of clear job descriptions, establishing a set of responsibilities of employees, clearly defining the role in the group work of each. This makes it difficult to accurately and objectively assess the performance of each employee of their official duties, which creates the conditions for conflict situations;
In this regard, the employee has a complete understanding of the position assigned to him, the requirements for him;
Contradictory, as a rule, overestimated expectations of reward for their work, which are often caused by a variety of functions.
Of course, these and similar negative manifestations of a low level of relationships will be successfully overcome only if they are opposed by clear “rules of the game”. Moreover, these rules should not be introduced from the outside, but developed on the spot, by the efforts of the employees themselves.
An irreplaceable role in this matter is played by in-house discussions, "round tables", during which controversial issues are discussed, including acute issues of the distribution of duties between employees. Recently, such a method of active social and psychological training as business game... Being the closest to a real situation, differing from other forms of business communication by a large degree of emotional saturation, a business game contributes to more intensive communication between its participants, makes it possible for a deeper analysis of emerging problems and ways to solve it.
5.3 CONFLICT PREVENTION AS A MODERN MANAGEMENT TACTICS
Of course, when developing a set of rules and norms in order to increase the level of relationships, one should not be limited only to measures of a socio-psychological nature. Organizational and managerial methods should also be actively used, while relying on the significant achievements of scientists and practitioners around the world in the field of modern management. Along with the principles and norms of psychology, algorithms of modern management are an important theoretical prerequisite for all tactics of conflict prevention.
From the standpoint of modern management science, conflict prevention acts as a special tactics carried out in emergency situations. Moreover, the emergence of the very possibility of conflict for modern management seems to be evidence of a failure in the system of management activities, the result of non-compliance with its basic norms. The development of these rules and norms is the merit of the classics of modern management.
By consistently implementing this general approach in all forms of its activities, modern management has developed a number of main principles, the implementation of which ensures strong cooperation at the organizational and managerial level, cohesion in labor collectives, and their high anti-conflict potential. The most important of these principles are as follows:
1. The principle of long-term goals assumes that the goals of the organization should not be momentary, but long-term, solid, calculated for 10-15 years. They should be aimed at the all-round development of production and the manufacturer, include the modernization of production, training of workers, and ensuring a continuous improvement in the quality of products or services. It is the manager's ability for long-term, strategic planning that is recognized today as the most valuable quality modern leader, on which the stability of the organization largely depends, its ability to withstand conflicts.
2. The principle of willingness to take risks presupposes a stake not on an obedient employee who is most afraid of making a mistake, but on people who are capable of deliberate risks, despite the increasing possibility of mistakes. The modern manager sees his task in creating such a socio-psychological atmosphere in the group that, while admitting the possibility of mistakes, at the same time ensures the dynamic development of the organization, its rapid growth. By supporting employees who know how to take risks wisely, an experienced manager thereby creates favorable conditions for using for the good of the company the natural human need for a risky game and thus blocks the possibility of its satisfaction in the course of risky conflicts.
3. The principle of recognition of new ideas as the main value of any business. The ways of implementing this principle constituted the content of innovation management. In accordance with this principle, a climate for encouraging innovation is created in firms, which is characterized by a free, informal atmosphere, and tolerance for possible failures in any new business. Some firms pay innovators a portion of the profits generated by innovation. The introduction of innovations creates conditions for the creative tension of people, significantly narrows the possibility of psychological stress negative character associated with conflict situations. Of course, new ideas can also become a source of the so-called innovation conflict, but conflicts of this kind, with skillful tactics, can well be resolved in a constructive way.
4. The principle of efficiency focuses the attention of managers on the fact that the goal of the business is still not the generation of new ideas, but the production of quality goods and services and the extraction of high profits from this. It follows from it that any discussion of innovative ideas must necessarily end with a decision on specific actions, if, of course, these ideas do not relate to the general foundations of being. Often, a decision is considered made only when all disagreements have been overcome and when, in this way, a general recognition of its correctness is achieved. The value of the group solution is that it provides the best way coordinated actions of employees, the best disclosure of their potential.
5. The principle of simplification presupposes the systematic blocking of a stable tendency towards complication of production and other social structures... This tendency leads to the swelling of states and levels of government, each of which potentially contains the possibility of conflict. The implementation of this principle, as a rule, begins with asking employees to think about the problem of simplifying their work by answering the following questions: What are the results of my work? How do I achieve them? Which of the things I am doing is overkill? The principle of simplification, without requiring additional costs, can provide a significant increase in production efficiency, improve the psychological climate in the organization.
6. The principle of selection and training of effective professional employees presupposes such a formulation of managerial work in which the most ordinary people provide extraordinary results. Its implementation presupposes, first of all, the selection of such specialists who are capable of performing the given work, for those who are not capable of it will not get the desired result. But a capable employee will become a real professional only if he is interested in work, which is achieved if there is a significant goal of the activity, a clear system for assessing the employee's individual contribution to its achievement, and, of course, subject to a decent reward for this contribution. Of course, in addition to this, the manager must also take care of professional growth, improvement of employees, requiring them to constantly reflect on and adjust both the set goal and the ways to achieve it.
7. The principle of cooperation summarizes, integrates in its content all the previous principles of effective anti-conflict management and is implemented only on the basis of their full implementation. As noted above, the achievement of this universal result in the activities of the firm is achieved by both psychological and organizational and management methods. Of particular importance at the organizational and managerial level is the creation of an environment in teams that promotes communication and close interaction between employees.
II. PRACTICAL PART
Methods of researching the team on the example of one of the structural divisions of the state educational institution of secondary vocational education "Nizhny Novgorod Industrial College"
The ability to build constructive relationships in a team, to effectively resolve controversial issues is an important indicator of the activities of both the manager and employees of the institution.
It is known that in 45% of cases, conflict situations occur through the fault of the manager (inconsistency of the leader's personality with the level of maturity of the team or the inconsistency of individual employees in the team with the level of maturity of the entire team); 33% - due to various types of incompatibility of employees, including psychological; and the remaining 22% for other reasons.
Various authors suggest the use of different team research techniques. The problems of conflicts are discussed in the context of studying the socio - psychological climate. To determine the level of conflict tolerance in a team, it is necessary to analyze the psychological climate in this team, as well as the level of cohesion and the level of maturity of the team.
The object of the research is the collective of a separate structural unit of the college, consisting of 14 people (I am one of the employees of this institution). The organizational structure of the college is presented in Appendix 2.
I set myself a task:
1. To assess the psychological climate of the team.
2. Determine the index of group cohesion Sishore.
3. The level of maturity of the team.
4. Determine the predisposition to conflict behavior of college employees.
1. "Express method" for the study of the psychological climate in the team.
The technique was developed by O.S. Mikhalyuk and A.Yu. Shalyto at the Department of Social Psychology of the Faculty of Psychology in St. Petersburg.
Table. The scale for assessing the psychological climate in the teaching staff.
| Scale A | Points | Scale B | |||||||
| 1. | A cheerful, cheerful mood tone prevails. | 3 | 2 | 1 | 0 | -1 | -2 | -3 | Depressed mood prevails. |
| 2. | Goodwill in relationships, mutual sympathy. | 3 | 2 | 1 | 0 | -1 | -2 | -3 | Conflict in relationships and antipathies. |
| 3. | In relations between groups within the collective, there is a mutual arrangement. | 3 | 2 | 1 | 0 | -1 | -2 | -3 | The groupings are in conflict with each other. |
| 4. | Team members like to spend time together, to participate in joint activities. | 3 | 2 | 1 | 0 | -1 | -2 | -3 | Show indifference to closer communication, negative attitude to joint activities. |
| 5. | The successes or failures of comrades evoke empathy, sincere participation of all team members. | 3 | 2 | 1 | 0 | -1 | -2 | -3 | The successes or failures of comrades leave indifferent or cause envy, gloating. |
| 6. | Respect each other's opinions. | 3 | 2 | 1 | 0 | -1 | -2 | -3 | Everyone considers their opinion to be the main thing. |
| 7. | The achievements and failures of the collective are experienced as their own. | 3 | 2 | 1 | 0 | -1 | -2 | -3 | The achievements and failures of the team do not resonate with the team members. |
| 8. | In difficult times for the team, there is a unity "one for all, and all for one." | 3 | 2 | 1 | 0 | -1 | -2 | -3 | In difficult times, the team becomes "limp", quarrels and mutual accusations arise. |
| 9. | A sense of pride in the team, if it is noted by the leaders. | 3 | 2 | 1 | 0 | -1 | -2 | -3 | They are indifferent to the praises and rewards of the team here. |
| 10. | The team is active, full of energy. | 3 | 2 | 1 | 0 | -1 | -2 | -3 | The collective is inert and passive. |
| 11. | They are happy and friendly towards the new members of the team. | 3 | 2 | 1 | 0 | -1 | -2 | -3 | Newcomers feel like strangers and are often hostile to them. |
| 12. | Joint affairs captivate everyone, there is a great desire to work collectively. | 3 | 2 | 1 | 0 | -1 | -2 | -3 | It is impossible to raise the team to a joint cause, everyone thinks about their interests. |
| 13. | The team has a fair attitude towards all members, supports the weak, and advocates for them. | 3 | 2 | 1 | 0 | -1 | -2 | -3 | The collective is markedly divided into "privileged"; disdain for the weak. |
3 - the property is always manifested in the team;
2 - the property is manifested in most cases;
1 - the property appears sometimes;
0 - manifests itself in the same degree, both
We calculate the value of C:
1. Add up all the positive results, then all the negative ones.
2. Subtract the smaller one from the larger value. You get a digit with a positive or negative sign. So for each subject. Subjects' answers:
| Team members | The quantity C | |||||||||||||
| 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | |
| question | ||||||||||||||
| 1 | 3 | 2 | 2 | 3 | 2 | 2 | 1 | 3 | 0 | 2 | 3 | 3 | 2 | 1 |
| 2 | 2 | 2 | 2 | 3 | 3 | 2 | 1 | 2 | 1 | 3 | 3 | 2 | 3 | 3 |
| 3 | 2 | 3 | 2 | 3 | 3 | 2 | 2 | 3 | 1 | 3 | 2 | 2 | 3 | 3 |
| 4 | 2 | 2 | 3 | 2 | 3 | 2 | 0 | 3 | 0 | 2 | 3 | 2 | 2 | 2 |
| 5 | 1 | 3 | 2 | 1 | 3 | 2 | 0 | 3 | 1 | 2 | 3 | 2 | 1 | 3 |
| 6 | 2 | 2 | 1 | 3 | 2 | 1 | 1 | 3 | 2 | 2 | 3 | 3 | 2 | 1 |
| 7 | 3 | 3 | 2 | 3 | 2 | 2 | 2 | 3 | 2 | 3 | 3 | 3 | 3 | 3 |
| 8 | 2 | 2 | 3 | 3 | 2 | 1 | 0 | 2 | -1 | 0 | 2 | 3 | 1 | 2 |
| 9 | 3 | 2 | 3 | 2 | 2 | 3 | 2 | 3 | 2 | 3 | 3 | 3 | 3 | 3 |
| 10 | 2 | 3 | 3 | 2 | 3 | 2 | 1 | 3 | 2 | 3 | 2 | 2 | 3 | 2 |
| 11 | 3 | 2 | 3 | 2 | 3 | 0 | 1 | 2 | -1 | 3 | 3 | 2 | 3 | 3 |
| 12 | 2 | 3 | 2 | 3 | 3 | 2 | 3 | 3 | 2 | 3 | 2 | 3 | 3 | 3 |
| 13 | 3 | 2 | 3 | 3 | 2 | 3 | 2 | 3 | 2 | 3 | 3 | 3 | 3 | 3 |
| Total: | 30 | 31 | 31 | 33 | 33 | 24 | 16 | 36 | 13 | 32 | 35 | 33 | 31 | 31 |
3. Calculate the total value of C according to the formula: C \u003d ∑C / N, where N is the number of members of the group, C \u003d 409/14 \u003d 29.2
4. Evaluation of results:
C ≥ 22 - a high degree of a favorable psychological climate;
22 < C ≥ 8 – средняя степень благоприятного климата;
8 < С ≥ 0 – низкая степень благоприятного климата;
0 < С ≥ (-8) – начальная степень неблагоприятного климата;
8 < С ≥ (-10) – средняя степень неблагоприятного климата;
10 < С – сильная степень неблагоприятного климата.
2. Determination of the Sishora group cohesion index.
Group cohesion - an extremely important parameter that shows the degree of integration of a group, its cohesion into a single whole - can be determined using a methodology consisting of 5 multiple-choice questions for each.
Answers are coded in points according to the values \u200b\u200bgiven in brackets ( maximum amount +19 points, minimum -5).
I. How would you rate your group membership?
I feel like a member of the team (5)
I participate in most activities (4)
I participate in some activities and do not participate in others (3)
I don't feel like I'm a member of a group (2)
I live and exist separately from her (1)
I don't know, I find it difficult to answer (1)
II. Would you transfer to another group if the opportunity presented itself (without changing other conditions)?
Yes, I would very much like to go (1)
Would rather move than stay (2)
I don't see any difference (3)
Most likely would have stayed in my group (4)
I would very much like to stay in my group (5)
I don't know, it's hard to say (1)
III. What is the relationship between the members of your group?
Worse than most grades (1)
I don't know, it's hard to say (1)
IV. What is your relationship with management?
Better than most teams (3)
About the same as in most teams (2)
I do not know. (1)
V. What is the attitude to business in your team?
Better than most teams (3)
About the same as in most teams (2)
Worse than most teams (1)
Don't know (1)
Subjects' answers:
| Question number | Subject's serial number | |||||||||||||
| 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | |
| 1 | 5 | 3 | 4 | 5 | 4 | 4 | 3 | 5 | 2 | 4 | 4 | 4 | 5 | 5 |
| 2 | 5 | 4 | 4 | 4 | 4 | 4 | 2 | 5 | 1 | 5 | 5 | 4 | 4 | 4 |
| 3 | 3 | 2 | 3 | 3 | 2 | 3 | 1 | 3 | 2 | 3 | 3 | 3 | 3 | 3 |
| 4 | 3 | 2 | 2 | 3 | 2 | 3 | 1 | 3 | 2 | 3 | 3 | 3 | 1 | 3 |
| 5 | 3 | 3 | 3 | 3 | 3 | 2 | 2 | 3 | 2 | 3 | 3 | 3 | 3 | 3 |
| Total: | 19 | 14 | 16 | 18 | 15 | 16 | 9 | 19 | 9 | 18 | 18 | 17 | 16 | 18 |
Evaluation of results:
15, 1 points and above - a high level of cohesion;
11, 6 - 15 points - above average;
7 - 11.5 - medium;
4 - 6.9 - below average;
4 and below - low.
Let's calculate the average score by adding all the final numbers and dividing by the number of participants: 222/14 \u003d 15.8 - a high level of cohesion.
3. Integral self-assessment of the team's maturity level.
The questionnaire contains the name of the quality and its characteristics. In the answer sheet, you need to put the score (from 12 to 1) that corresponds to the development of this quality in the studied organization.
| 1. Preparedness for activity | ||
| 1 | All members of the team have deep professional knowledge, are able to successfully apply it in practice, are interested in improving their qualifications. | |
| 2 | Most of the team members have good professional training, strive to improve their qualifications, try to apply their knowledge in practice. | |
| 3 | In our team there are also insufficiently qualified employees who, by their conceit, damage the professional authority of the company. | |
| 4 | Employees of the team have low professional training, they are not able to competently solve production problems and skillfully perform their work. | |
| 2. Directivity | ||
| 1 | Our team has a common, clear goal for everyone, which is recognized and understood by everyone, as his own, based on long traditions, developing mutually respectful norms of behavior, common values. | |
| 2 | Our team faces a common task. Each employee tries to satisfy his interests as part of solving a common group task. | |
| 3 | Each member of our team has their own individual goals and values, which are completely independent of the official goal. Everyone in their behavior is guided by their own norms and rules. | |
| 4 | Our team exists only as an official system, the goals of which are not accepted, and often come into conflict with the goals of individual employees. Conflict, aggressiveness is observed in relationships. | |
| 3. Organization | ||
| 1 | Team relationships are based on the principles of cooperation, mutual assistance and goodwill. We always jointly and amicably decide how to organize our work more efficiently. The team has authoritative specialists who are able to take on the functions of organizers of work. | |
| 2 | Our team often tries to independently organize their work, but this does not always work out effectively. Our manager is not clear about the work plan and the possibilities of each. | |
| 3 | When the team tries to organize common work, there are many disputes, fuss, loss of precious time. We do not have a person who could take on the function of an organizer. | |
| 4 | Team members cannot agree on how to jointly organize work, often interfere with each other or do unnecessary work, duplicating each other. Rivalry, aggression, personality suppression prevail. Even a superior leader is unable to cope with the group. | |
| 4. Activity | ||
| 1 | All team members are energetic people, vitally interested in effective work. They respond quickly if you need to do something useful for everyone. | |
| 2 | Most of the team members are energetic people interested in effective work. When it is necessary to do something useful for everyone, many are actively involved in the common work. | |
| 3 | Most of the team members are passive, participate little in common work, do not help each other, try to solve their problems individually. | |
| 4 | It is impossible to raise the collective to a joint cause, everyone thinks only about their own interests. Almost all members are passive and inert in solving common problems. The group is dominated by rivalry, competition. | |
| 5. Cohesion | ||
| 1 | The team has a fair attitude towards all its members, here they always support the inexperienced, advocate for them. The team is sympathetic and friendly towards newcomers. When difficulties arise, everyone rallies, unites, lives according to the principle "One for all, all for one." | |
| 2 | Most of the team members try to treat each other fairly, to help the inexperienced, to orient themselves in new conditions. In difficult cases, the team temporarily unites, each other's support is felt. | |
| 3 | Team members show indifference to each other. The difficulties that beginners face do not bother them. Everyone is left to himself and solves his problems on his own. | |
| 4 | The collective is markedly divided into "privileged" and "neglected". Here they contemptuously treat the weak, inexperienced, and often ridicule them. In difficult cases, conflicts, mutual accusations, suspicions, denunciations arise in the group. | |
| 6. Integrity | ||
| 1 | If it is necessary to work out an important decision, all members are actively involved in the process of developing and making a decision. Everyone's opinion is carefully listened to and his interests are taken into account. As a result, an agreed decision is developed. | |
| 2 | If it is necessary to work out an important decision, all members of the team try to actively participate in the process of its development and adoption. The opinions of the majority of members are taken into account. The decision is made by general vowel agreement. | |
| 3 | If it is necessary to make an important decision, only a narrow circle of activists participate in the process. The opinions and interests of several people are taken into account, and not all members of the team. The decision is taken without public discussion, at a closed meeting. | |
| 4 | In a team, everyone considers his point of view to be the main one and is intolerant of the opinion of others. As a result, a joint decision cannot be made. | |
| 7. Reference | ||
| 1 | All members of the team are friendly. The group has developed mutual assistance and understanding. Achievements and failures are experienced as our own. Criticism is expressed with good intentions. The group is dominated by a cheerful, cheerful tone of relationships, optimism. | |
| 2 | There are all sorts of people in the team - good and bad, very nice and unattractive. Everyone in the group has a good, even mood. | |
| 3 | Most of the team members are unattractive, unsympathetic people who work together only because of production necessity. Relationships between people are cool. | |
| 4 | The members of our group are unpleasant people, hostile to each other. The mood of depression and pessimism prevails in the group. Critical remarks are in the nature of overt or covert attacks. The successes of individual members of the group cause envy, failure - gloating. | |
Processing test results
The answers of all the subjects are summed up, and for each quality of the group the average score is calculated using the formula:
m \u003d Σ / n, where
m - average grade,
Σ is the sum of answers for a particular quality,
n is the number of subjects, group members.
Depending on the average score obtained, you can give a meaningful description of the studied group, determine the level of its development (maturity).
Subjects' answers:
| Question number | Subject's serial number | Total | |||||||||||||
| 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | ||
| 1 | 9 | 9 | 10 | 7 | 8 | 7 | 6 | 9 | 7 | 7 | 7 | 8 | 10 | 8 | 112 |
| 2 | 10 | 9 | 8 | 8 | 7 | 9 | 6 | 11 | 5 | 8 | 7 | 8 | 8 | 9 | 113 |
| 3 | 10 | 9 | 11 | 10 | 9 | 8 | 6 | 8 | 7 | 10 | 9 | 8 | 10 | 10 | 116 |
| 4 | 10 | 10 | 9 | 9 | 9 | 9 | 8 | 9 | 10 | 9 | 9 | 8 | 10 | 9 | 128 |
| 5 | 12 | 11 | 10 | 9 | 10 | 11 | 7 | 12 | 6 | 9 | 9 | 10 | 9 | 10 | 115 |
| 6 | 8 | 7 | 8 | 8 | 8 | 7 | 6 | 8 | 7 | 6 | 5 | 6 | 6 | 7 | 97 |
| 7 | 12 | 10 | 11 | 11 | 11 | 10 | 9 | 12 | 11 | 11 | 10 | 10 | 9 | 10 | 129 |
| Quality No. | average rating |
| 1 | 112/14 = 8 |
| 2 | 113/14 = 8,07 |
| 3 | 116/14 = 8,3 |
| 4 | 128/14 = 9,1 |
| 5 | 115/14 = 8,2 |
| 6 | 97/14 = 6,9 |
| 7 | 129/14 = 9,2 |
Evaluation of results:
From 10 to 12 points - a mature, well-developed, efficient group.
From 7 to 9 points - the group is mature enough to perform production tasks.
From 4 to 6 points - the group is not mature enough, not always able to effectively cope with the assigned tasks.
From 1 to 3 points - the group is immature, it is highly likely that it will not cope with the assigned tasks.
4. Determination of the level of conflict tolerance
This technique allows you to identify the main strategies of behavior in
potential conflict zone - interpersonal disputes and indirectly determine the level of conflict tolerance of the individual. Each of the ten polar judgments indicated in the form, which are more characteristic of the subject's behavior, is evaluated. To do this, you first need to determine which of the two extreme judgments is appropriate, and then evaluate it on a 5-point system. Intermediate column 3 means the equal presence of both qualities. The extreme values \u200b\u200bof 4-5 and 1-2 characterize either avoidance of disputes, or easy participation in resolving disputes.
Answer form:
| 1 | Dodging dispute | 5 4 3 2 1 | I'm breaking into an argument |
| 2 | I treat a competitor without bias | 5 4 3 2 1 | Suspicious |
| 3 | I have adequate self-esteem | 5 4 3 2 1 | I have high self-esteem |
| 4 | I listen to the opinions of others | 5 4 3 2 1 | I do not accept other opinions |
| 5 | I do not give in to provocation | 5 4 3 2 1 | I get started easily |
| 6 | I concede in an argument, I compromise | 5 4 3 2 1 | I do not concede in a dispute: victory or defeat |
| 7 | If I explode, then I feel guilty | 5 4 3 2 1 | If I explode, I think that it is impossible without it. |
| 8 | Maintain the correct tone in the dispute tactfulness | 5 4 3 2 1 | I admit a tone that does not tolerate objections, tactlessness |
| 9 | I believe that in a dispute, one should not show emotions | 5 4 3 2 1 | I believe that in a dispute you need to show a strong character |
| 10 | I believe that a dispute is an extreme form of conflict resolution | 5 4 3 2 1 | I believe that the dispute is necessary to resolve the conflict |
Subjects' answers:
| Question number | Subject's serial number | |||||||||||||
| 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | |
| 1 | 4 | 2 | 5 | 4 | 3 | 4 | 2 | 5 | 3 | 5 | 2 | 5 | 4 | 4 |
| 2 | 4 | 4 | 4 | 4 | 5 | 4 | 3 | 5 | 4 | 4 | 3 | 5 | 5 | 4 |
| 3 | 4 | 5 | 4 | 5 | 5 | 5 | 5 | 5 | 3 | 5 | 5 | 5 | 4 | 5 |
| 4 | 5 | 5 | 5 | 5 | 4 | 4 | 5 | 4 | 3 | 5 | 5 | 3 | 4 | 4 |
| 5 | 5 | 4 | 3 | 4 | 5 | 5 | 2 | 5 | 3 | 5 | 4 | 5 | 4 | 3 |
| 6 | 4 | 4 | 2 | 3 | 3 | 5 | 2 | 5 | 2 | 5 | 4 | 5 | 5 | 5 |
| 7 | 3 | 3 | 2 | 4 | 3 | 2 | 4 | 3 | 5 | 2 | 5 | 3 | 2 | 4 |
| 8 | 3 | 4 | 3 | 5 | 5 | 4 | 4 | 3 | 5 | 4 | 4 | 5 | 5 | 5 |
| 9 | 3 | 5 | 4 | 3 | 3 | 4 | 2 | 5 | 5 | 5 | 4 | 1 | 5 | 3 |
| 10 | 5 | 4 | 5 | 4 | 4 | 5 | 5 | 4 | 3 | 5 | 4 | 3 | 4 | 4 |
| Total: | 40 | 40 | 32 | 41 | 40 | 42 | 34 | 44 | 36 | 45 | 40 | 41 | 42 | 41 |
Let's calculate the average score: 560/14 \u003d 40
Data processing and interpretation
40-50 points - a high level of conflict resistance.
30-40 points - the average level of conflict resistance, indicating
about the orientation of the individual to a compromise, the desire to avoid conflict.
20-30 points - a low level of conflict resistance, indicating a pronounced conflict.
1-19 points - a very low level of conflict resistance. This level is characteristic of conflicting people.
According to the testing data, we can conclude:
Most of the team members have good professional training, professional knowledge is actively applied in practice, there are many who want to improve their qualifications. Direction and organization in activity has good indicators. General norms of behavior have been developed, there is a common goal, although some employees have their own methods of achieving this goal. There are groups of students in college where there is a fairly large percentage of lagging behind and not attending classes. Some apprenticeship masters have their own experience-based methods of working with such students in order to increase the overall percentage of academic performance and attendance in groups, and therefore improve the professional level of the entire team;
The team includes heads of departments who organize work;
Most workers are active, motivated to work efficiently, and strive to achieve the best results, although there are others who would be better served by the saying “go with the flow”. Such employees perform assigned tasks with some lag;
There are many newcomers in the team who have been accepted since September 1, 2009. For a month they managed to rally with the whole team. The new employees got mentors - professionally mature and experienced teachers and masters who help them grow professionally;
As for integrability, it is difficult to say that all employees are involved in the development of management decisions, only a narrow circle (deputy directors), all important decisions accepted by the head administration. Structural divisions you only have to follow orders. Within the team, various kinds of decisions are also made that do not require the attention of the management (For example: what measures should the masters of industrial training take to influence students who periodically skip classes without good reason). This indicates a well-developed intragroup integration;
The team consists of people of different ages (from 22 to 55 years old), each has its own personality type, its own character, different life attitudes and, most importantly, different professional experience... But still, employees do not divide each other into good and bad, beautiful and not beautiful, optimism, mutual support and friendly relations prevail for the most part;
High level of group cohesion;
Conflict resistance has an average level (40 points - the border of a high level of conflict and medium). In general, conflicts rarely occur, but since the team is dominated by mostly elderly employees, who are sometimes not satisfied with the methods of work of young specialists, or the opinion of the manager and subordinates does not coincide, in this case, disagreements still occur, but they do not bring serious damage to activities: are allowed at the initial stages, employees come to a compromise, although sometimes not without the intervention of the manager.
In general, the social and psychological climate in the team is favorable, the team is mature enough, capable of performing any production tasks. Conflicts are possible, but they do not occur often. The level of professional maturity of the leader corresponds to the level of professional maturity of the team. Cohesion is relatively high, intragroup integration does not lead to intergroup disunity, so the team can be called mature and professionally formed.
CONCLUSION
The efficiency of the team, the moral and psychological situation in it directly depends on the ability to correctly recognize the conflict, correctly identify it and accept the correct and timely management decision, which will entail the formation of a full-fledged working environment in the organization.
It is impossible to completely avoid conflicts in the team. As a rule, no collective can do without conflicts. Moreover, as discussed above, conflicts have both negative and positive consequences.
For example, working more deeply to find a solution, diversifying opinions in decision-making, and improving collaboration and professional growth in the future. They help team members get to know each other, get a more complete picture of mutual expectations and claims, and the administration - about the shortcomings in the organization of work, everyday life, production management.
Therefore, it is very important that the clash of views, positions of the conflicting ones do not alienate them from each other, so that controversial issues are resolved and cease to be controversial, so that the conflict does not follow a destructive path.
Potential negative consequences of conflict include decreased productivity, dissatisfaction, decreased morale, increased turnover, and impaired social interaction.
It is important for the leader to know the ways of forming the psychological climate and the mechanisms of team building. Socio-psychological methods of leadership are based on the manager's use of techniques and methods of influencing individual employees or the team as a whole, arising from his knowledge of human psychology.
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Attachment 1
MODEL OF CONFLICT
Appendix 2
ORGANIZATIONAL STRUCTURE OF THE COLLEGE
Siegert Werner, Lang Lucia. Lead without conflict: Abbr. per. with it. / Sci. ed. and ed. foreword A. L. Zhuravlev. - M .: Publishing House "Economics", 1990. - 335 p. - ISBN 5-282-00109-8 (p. 219-221)
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Determination of the Sishora group cohesion index / Fetiskin N.P., Kozlov V.V., Manuilov G.M. Socio-psychological diagnostics of the development of personality and small groups. - M., 2002. S. 179-180.
Vaisman R.S. Communication of interpersonal relations with group effectiveness of activity // Questions of psychology. 1974. No. 4.
Choice of two favorable alternatives.
Both options are undesirable.
7 Good and bad options collide.
Rogacheva M.I. Negotiations as a method for resolving conflicts in an organization / M.I. Rogacheva // information and analytical journal: Personnel Management. - 2004. - No. 12. - P. 70-71.
Trenev N. Conflict Management / N. Trenev // information and analytical journal: Director's Consultant. - 2000. - No. 7. - P. 79-80
Lyapunov A.Ya., Shipilov A.I. Conflictology: Textbook for universities. - M .: UNITI, 2000 .-- p. 401
Groshev I.V. Gender characteristics of conflict in enterprises and organizations / I.V. Groshev // journal: Sociological research .- Moscow, 2007.- №6.- p. 122-130
Leadership is the activity of managing the joint work of people, personal influence on the behavior of subordinates to achieve their goals and is based on official instructions, personal example and mutual respect.
The guide includes:
1) setting tasks,
2) coordination,
3) work to create a team of motivation.
Leadership forms:
a) power,
b) personal influence.
Power is the ability and ability to influence and determine the actions of other people, can relate to one person or group or to an organization. This is the potential that its user has. Power does not exist only when it is applied. Power can exist without the use of certain tools. Power is always a function of interdependence, the more one person depends on another, the more power the other has. The leader has power over his subordinates - salary, promotions, but can also vice versa. the leader depends on his subordinates - obtaining the necessary information, establishing contacts. So any leader must maintain a balance of power, i.e. power must be sufficient to achieve the set goals and must not cause negative effect on subordinates. Thus, in order to lead it is necessary to influence, and in order to influence it is necessary to have a basis of power. The basis of any power is the ability to influence the satisfaction of the needs of other people.
Power is: formal - the power of office, it is determined by the official place of possession of power in organizational structure without connection with his personal qualities, it is measured by the number of subordinates or the amount of material resources that this person can dispose of; real - the power of office and authority, determined by the place in the official and unofficial system, measured by the number of subordinates who are willing to voluntarily submit to a given person. The boundaries of formal and informal power rarely coincide. The amount of real power is always constant.
Power exists in the form of several types: power of compulsion, competence, authority, official position, information. The power of coercion is the motivation of workers to act against their wishes. Under this power, subordinates obey the leader as a result of fear of various official sanctions. To any business leader, the organization gives the power of coercion. Tools - remarks, reprimands, fines, dismissals. Power based on legislative coercion is called administrative power. The power of coercion can lead to staff turnover, and this power also requires constant control over subordinates. Power competence - any manager acts as the most competent specialist. Competence is perceived by subordinates as a form of power. This power is less stable and acquired more slowly. The negative consequence - when making a group decision, subordinates can accept the point of view of their leader and not express their opinion. Power of Authority - A leader may lack information. The power of official position - the higher the position, the more power, this form of power has an impersonal character. Power is a form of power based on the ability of management to access necessary and important information.
Leaders should use power depending on the maturity of the group. Group maturity is the group's ability to be held accountable for their behavior and willingness to get the job done.
All groups are divided into 4 types:
1) low level of maturity - the group is neither willing nor able to perform the assigned work,
2) with a transitional degree of maturity - the group perceives, but is not able to perform a specific task, it is advisable to use the power of official position + the power of coercion,
3) an average level of maturity - the group perceives and is partially capable of performing a specific task, for such a group the power of the official position, the power of authority is necessary,
4) a high level of maturity - the group is both capable and willing to perform the assigned work, the power of competence and the power of information are applied.
Best regards Young analyst
Business develops by leaps and bounds, if everyone who is involved in this business puts the maximum effort into its promotion. Moreover, we are talking about all categories of human resources: top management, line management, specialists and workers or ordinary employees. Many factors and motives affect the performance of each individual employee.
Let us dwell on one of the main conditions that literally permeates any business, namely, the management of the head of the work of his subordinates.
There are four levels of development of subordinates, which are called employee maturity (theory by Paul Gersi and Kenneth Blanchard). Depending on the step at which the subordinate's maturity is, the immediate manager must choose the method of managing his activities. Some of the business leaders may consider this issue not worth attention. But, alas, the subordinate, at different stages of his maturity, tends to effectively heed only the appropriate method of setting goals.
Consider the maturity levels of the employee in accordance with the most appropriate method of managing the subordinate's activities at this stage.
1) Low level. The subordinate still knows little and knows how to effectively get involved in the work. The reason may be both a lack of knowledge and skills in this type of activity, and lack of confidence in their abilities. Most often, beginners fall into this category of employees. Of course, they need clear and consistent instructions, directions and orders.
2) Relatively low level. When an employee is already eager to complete the task on his own, or is ready to take a risk and take full responsibility for the task entrusted, and the experience is still not enough, the level of such an employee cannot yet be called high enough, but initiative should be supported. Support at this stage should combine both the approval of the correct actions, and tips in difficult situations for the subordinate.
3) Relatively high level. With the acquisition of experience, the employee either readily takes responsibility for the tasks that are delegated to him or avoids this responsibility. If you do not want to be active in achieving business goals, the subordinate will inevitably fall into the category of conditionally mature employees. If the experience of such an employee is of value for the development of the business, management uses from its stock a management method called engagement. No instruction is permissible at this stage. The leader can interest the subordinate, “spark” with his idea so that an experienced employee will take up the job with enthusiasm.
4) High level. Subordinates, characterized by a high level of maturity, are able and willing to be responsible for the implementation of complex tasks that are significant for the business. The main thing for a business leader is not to miss or ignore this willingness. Having made sure of the reliability of the employee, the direct manager can safely delegate to him the execution of especially important matters.
There are 5 levels of human maturity.
Maturity level No. 1 - Programmable.
If you are a manager, then you have to work with these levels of maturity tomorrow, when you come to work and start analyzing what kind of employees you have. What level of maturity they belong to.
The 5th and 4th you will not find there. If you have a great company, then you will probably find employees of the fourth maturity level. But the fifth level is definitely not there. The fifth is often you. If you are successful.
About 70% of the world's programmable people.
What does it mean?
A programmable person acts only within the framework of the program that has been put into him by someone else or by himself.
For example, I had a situation at an enterprise for a very long time.
I am sitting in the office, I have negotiations going on, I cannot go away, and I send an employee for tea to our warehouse. He comes without tea. It was winter, a blizzard outside. He came all covered in snow.
I say:
-« Where have you been? You were gone for 20 minutes. Where is the tea?»
He says:
-« I came to the warehouse, it's closed there».
I say:
-« Have you tried to enter from the other side? Where the entrance is not through the frame, where the goods are accepted, but from the other side?»
He says:
-« No, I have not tried».
I say:
-« So go do it, bring some tea».
He was not yet 15 minutes, comes and says that it is closed there too.
I say:
-« Do you remember that there is a bell and you can call?»
He says:
– « It's late, evening, the storekeeper has probably already left».
I say:
– « Did you call or knock, somehow showed that you are there?»
He says:
– « No».
I say:
-« Listen to me carefully: you go to the warehouse, you come to the door, the bell is on the top right side, you reach out, press the button, if no one answers, you start knocking. If no one opens, here's your phone, call the storekeeper, maybe he is somewhere on the territory, okay?»
He says:
-« Got it».
I say:
-« Tell me how you understood».
Believe it or not, the man repeated word for word from the eighth time what I said to him. Before that, he told everything wrong.
Therefore, if you work with programmable people, then the key rule is to get feedback!
Don't send this person anywhere without getting one hundred percent mirror feedback. Because he will make a mistake, and then you will be responsible for it. This is how it happens, you go and start correcting mistakes.
This is one of the reasons when already advanced people recruit employees and then refuse them, because they have to do their own things and redo them for them. This happens because such a leader does not know the types of maturity and does not know how to work with them. He doesn't know how to build relationships.
Maturity level # 2 - Challenging.
These maturity levels are all hierarchical. Each of us goes through all these levels of maturity at some point in time. Someone forever remains at one of these levels and does not want to grow further. Or he chooses situations that do not stimulate him to further growth, he chooses those situations that allow him to remain at the level of maturity that is.
There are about 15% of people on the task level on the planet.
Using this tea as an example, if this person was a task-oriented person, he would have gone, would have done the same as the programmer, but, having called me back, he would have immediately offered 2-3 solutions.
If you hire new employees, never hire programmable people, forget about them altogether.
If you see a programmed person, then start raising him, and if he doesn't grow, chase him in the neck. This is the person who will constantly pull you down. You may not even notice this yourself because of the routine you are busy with. You need to stay away from them.
When faced with a problem, the problem type offers 2–3 solutions, but is not responsible for them. He offers 2-3 solutions, one of which you must endorse is to give “okay”.
Challengers are worth hiring, they can be raised to level three.
How would a task manager act in a tea situation?
He would have come and said: “I came, it was closed, I tried the other side, knocked, called. I propose to do it this way. Let me go to the store. Or give me the storekeeper's number, I'll call her. "
If you have an employee or a task assistant, he comes to you and says: "I met with a client, he does not want to sign an exclusive contract with us." You ask: "What do you propose to do?" He offers several of his options. And you are already wondering what resources he needs for this. He voices necessary resources, and then you choose. The decision is yours, you should not entrust him with responsibility, because he will not cope with it.
Maturity level # 3- Problem.
At the third level of maturity, most of the employees, colleagues, with whom I have come across, are. You and I ourselves are at this level, someone is constantly, someone periodically falls on it.
This is a person who can act as efficiently as possible only when the deadline has already come.
Why problematic?
Because he postpones everything for "later". This is exactly the person who loves and is used to putting it off for later. If he solves this problem, he will reach the next level of maturity. If he does not decide, he will constantly "put out fires".
This is a person who constantly “extinguishes fires”. If something happens in his business, he solves, “resolves” these problems, he reaches successful indicators until the next emergency.
How does the problem type react to the problem that arises?
As soon as a problem appears, he observes it, keeps it in mind, ponders how to solve it, he develops various tools, designs, plans and waits for the deadline to come, when the situation comes when the problem cannot be solved.
These are people who start preparing for exams in one day.
This is a person who has a deal tomorrow, but only today he begins to remember what documents are needed, who is needed for this deal, who can prepare a conversation plan, and so on. This is the problematic level of maturity.
You are forced to tumble into a problematic maturity level when you have a lot of projects that you do not delegate. You don’t want, don’t know how, don’t know how to delegate, how to entrust other people with these projects and where to find these people, how to arrange relationships with them, what to pay them.
You load all projects on yourself and as a result, you do not have time for anything.
I also have this situation. It is still happening. I am engaged in two businesses at the same time, so I am now increasing the team, I am increasing the staff of freelancers who can be entrusted with all this, who will cope with these tasks better than me.
What does a problem leader need to do?
If you are a problematic leader, if you are buried under a lot of affairs, you pull everything on yourself. The first step is to start finding people who are better at selling than you when it comes to product sales or service sales. Find more seasoned salespeople, find cooler employees.
Do not be afraid that these people will be able to oust you somewhere. Nobody will oust you from your business.
The leader is subconsciously afraid to take people with great leadership potential, with more sales potential than himself. Because he is afraid that these people can take over part of his business or even hijack his business, hijack his customer base, hijack technology, skills, in fact - grow a competitor.
Many have probably recognized themselves at the problem level.
Maturity level # 4 - Looking for a problem.
This is exactly the level of maturity you should aim for.
These are the employees you need to look for.
And often these employees need to be outbid, poached.
It will not be a secret for anyone that great sellers, great specialists are always busy with something. There is rarely a situation when it is free on the market. Maybe you just get lucky when a person changes the field of activity or city, and you intercepted him at that moment. This is a happy coincidence. Often you need to hunt for employees of this level of maturity, monitor them and lure them out, outbid in order for them to work in your business.
This is a normal strategy, and this is how most businesses work. Large ones work just like that. All top managers are closely monitored by headhunters.
As soon as this person is in a situation where it is possible to establish contact with him, the headhunter immediately contacts him. different ways, offers him very favorable terms of the solution and drags this person to another company. This is a hunt for minds, for talents.
And recently, this problem has become even more acute than it was 10 years ago.
How is this type of maturity different?
There are few such people.
It differs in that it is a human system.
If a problematic person is a person who creates conditions, a person is “akhtung”. By the way, creating conditions is also maturity level 5. The third and fifth maturity levels are somewhat similar.
Why are No. 3 and No. 5 a person - the Akhtung?
Because he constantly has a lot of ideas, he does a lot of things, implements, pulls a lot of projects. He needs key employees, partners with a maturity level - problem seeker.
The seeker of the problem, when faced with problems in his sector of responsibility, solves them. He doesn't even talk about it, you often don't even know what problems he solved. He just comes and says that there was some problem, he solved it, everything is fine.
A problem seeker is a person who has done everything in the sector of work entrusted to him.
If you have a branch system, then there are directors at the branch whose agency is doing great.
Looking for a problem a person should not be allowed to linger there, because he needs to be sent to those territories where everything is bad, but which you need and which have potential. These are potentially profitable territories, projects, objects, and so on. This is where such a person should be sent. He cannot live without it.
The problem seeker has the basic belief that he grows on problems. He does not need to be convinced of this, he does not need to be told this, he lives by it. He lives by growing on problems.
How to identify the problem on which you grow 100% and distinguish it from other people's problems that you don't even need to solve.
The problem you're growing on has one quality - when faced with such a problem for the first time, you don't know how to solve it. You understand that if you solve it, you will get a lot of resources, but you do not know how to solve it. You are not sure how to resolve this problem now.
It is on this type of problem that your "I" grows.
If, when faced with a problem, you know and can easily solve it, then you do not grow on these problems, you regress and degrade as a person on them. Solving problems of the same complexity every time, you do not develop, you lose. Even if you are making money, it is nothing more than an illusion. Because you are losing the most important thing, you are wasting your potential.
Instead of investing your reasonable potential, all your energies, to address the problems on which you really grow, you spray it on the problems that the people you entrust should cope with. You start doing it yourself.
And in such problems, after a while you get bogged down and fall to a lower level of maturity, to a problematic one.
Your goal is to reach the level of "problem seeker". Look for problems, hunt for problems that you grow up with.
Once you are faced with such a problem, you should dance with joy that you have such a problem.
Other people rack their brains, do not know what to do with it, try to avoid it, but you have a smile with 55 teeth and you are happy and dance with joy that there is such a problem. It will be difficult for you to solve it, this is normal. The difficulty is an indicator that you have chosen the right problem.
But as soon as you solve such a problem, as soon as you implement such a project, you literally physically feel how much more you have become. Those who solved such a problem, physically felt that they had more strength, their back straightened, and they made money.
This problem is not always related to making money.
Try to hunt only for such problems, it is on them that you grow. All other problems that you can easily deal with, entrust the people who will solve them.
Most projects consist of a series of operations that are already primitive and familiar - routine.
What does the routine consist of?
The routine consists of operational tasks that you yourself perform - print something, paste something. These are all routine tasks that you shouldn't have been doing for a long time. Most of you have been working in the market for more than a year or a dozen of years, you should not have been dealing with these tasks for a very long time. By doing them, you waste time, potential and deprive yourself of the opportunity, indeed, to grow and earn in a real big way.
Let's go back to the rule - don't postpone it. I will accompany each rule with a parable, because a parable makes it easy and figurative to understand what is at stake, to understand the meaning of each rule.
Parable about a Greek general.
For some reason, the Tsar at some point became against this general. Some kind of palace conspiracy, some kind of intrigue. It was the general's birthday.
He celebrated it with his friends, suddenly the king's envoy came and said to the general:
-« Sorry, it's hard for me to say this, but the king decided that at 6 o'clock you should be hanged. Get ready for 6 o'clock to be hanged».
The man, in fact, was told his date and time of death.
The general gathered his friends and made a feast. Music played, everyone drank, sang, danced. This messenger's message changed the whole atmosphere. However, everyone was not happy, they feasted, but they were saddened.
Then the general said:
-« Do not be sad, because this is the last feast in my life. Let's finish the dance we were dancing. And do not accompany me in such a sad atmosphere, otherwise my mind will yearn for life again and again. Stopped music and interrupted celebration will become a burden in my mind. Let's finish this, now is not the time to stop, now is not the time to be sad, I only have 2 hours to live».
Because of him, they continued to dance, it was difficult, but, nevertheless, they somehow danced and feasted. Only one general danced with even greater fervor. He alone got into a more festive mood, but the rest of the group was uncomfortable. His wife cried, and he continued to dance, talk with friends, have fun.
He was so happy that the messenger returned to the king and said:
-« Sovereign, I saw the general after I announced to him the sad news of his death. This is a unique person! He heard my message and was not sad. He perceived it differently, absolutely incomprehensible to me! He laughs, dances, he is in a festive mood. He says that these moments are last for him, and now he has no future, he cannot waste them. He must live them here and now, without delay».
The king himself came to see what was happening. He saw the saddened guests, everyone was crying, and only the general danced, drank, sang, and had fun.
The king asked him:
-« What are you doing?».
The general replied:
-« It was mine life principle - to be constantly aware that death is possible at every moment. Thanks to this principle, I lived every moment as totally as possible. Today I made it absolutely clear. I always thought and assumed that death was possible, but I hoped that this would not happen. But you, Sovereign, by your order completely discarded my future for me. This evening is the last in my life. Life is so short now I can't put it off».
The king, hearing these words, was so happy that he became a disciple of this man.
He said:
-« Teach me. This is how you should live your life, this is art. Be my teacher, teach me how to live in the moment».
I think that this parable will become an occasion for you to think about what you lose when you put off your life and business for "later".
You lose the most important thing that you have - the current moment, this second that you are now living in full measure, thinking that you can live it tomorrow. And tomorrow you live in thoughts that it can be lived the day after tomorrow and so on.
As a result, a person does not live, but exists somewhere in the future and in the past, but not in the present.
How to get rid of the habit of putting things off until later?
With this parable I also wanted to show the fifth level of maturity - creating conditions.
Maturity level No. 5 – Conditioner.
This is a person who creates something new from nothing.
These are such personalities as Steve Jobs, Isaac Newton.
All the great people who changed the course of humanity were at the level of maturity - creating conditions. He does not start from the situation in which he is now. He doesn't care what territory he is in, what market, he is absolutely not interested. He is not interested in how others work, how competitors work, what they do, whether they do it right or wrong. He doesn't care, he just watches it. He does everything in his own way.
And if he finds himself in a territory where there is no business, he begins to create conditions for this business to develop here. A person does not just come and solve some problems, he creates in any place best conditions for yourself and for others.
Once I made a firm decision that I wouldn’t work any other way, I don’t want to. I will work my way. I will take certain factors as a basis and make my own technology out of this, which suits me, my team, my enterprise exactly in the city in which I work.
Already 6-7 years have passed, and still in my city there are no people who work on my system thoroughly.
Then my intuition gave me a hint that I had found the core in which I need to invest all my efforts, all my money, all my time in order to learn how to do this and improve this method for myself.
There is always a choice! And you need to choose the best! You do not need to take everything that comes across. Most take everything that comes to hand.
The bottom line is that it was during that period that I created the conditions for the development of my business, in which my business is now developing. In these conditions, we grow, develop, expand and at the same time share these technologies with our friends, even with competitors. I tell everything that we do. I hide nothing.
You can ask me any question, I will answer it. And I will not be afraid that you will then compete. This does not bother me at all.
The bottom line is that not everyone takes them. He is forced to remain in the old channel, in the old familiar swamp in which he lives, and to solve those problems that do not even require special efforts... That is, stay in your comfort zone, do not leave it, do not go into an even more interesting and high-quality comfort zone.
And during the crisis, many decided to stay where they were and work the way they did. The majority merged from the market at that time, the rest are now eking out a miserable existence for the most part.
This is what happens in our city, that is, there are many examples that were then at their peak, made colossal turns, are now lost from sight. Nothing is heard about them now, they are not visible.
Because they haven't changed technology. Times have changed, but people have not changed.
The same thing happened with the new Russians. When other times came, they became extinct like dinosaurs.
Someone was imprisoned, someone died, someone drank themselves, someone smoked, chipped and so on. A fairly large stratum of society "crimson jackets" has practically disappeared.
There were only those who were able to change themselves, who were able to recruit the strongest specialists to the team, who were able to reach a completely different level, who were able to change their old habits. They made a new lifestyle. Times have changed and they have adapted to these times.
These are the people who create the conditions. I wish you that you were the people who create conditions. Strive for this! This is one of the main goals in life.
It should be understood that there are many rich enough people who did not follow the rules that we are talking about today. You can't even imagine how many diseases and misfortunes there are in their families. And they themselves have big health problems. In their families, there are such problems that even the enemy will not wish.
Life is very economical and you have to pay for everything in life. If you made mistakes, took someone else's, then you definitely pay for it.
Even the most TOP people in our country have such a heap of problems that God forbid anyone.
It's not even about the majors. I have specific health problems, those that are incurable or cause great suffering to that person. He seems to be rich, he has everything, but he suffers so much that God forbid anyone like that! It is not visible from the outside.
However, not all VIPs are not sweet. There are some VIPs who are very sweet, because they do not make mistakes, do not take someone else's and are constantly busy designing a new one.
Communicating with some of them, you are already growing steeply, the framework of thinking expands. They have a huge scale of thinking and plans. The bottom line is that they begin to implement these plans very quickly.
And it seems that a person is doing absolutely nothing 24 hours a day. He travels, flies to different countries, travels somewhere, does his own thing, goes on various trips. At the same time, he has a huge number of businesses developing, growing, making a profit, increasing income.
To be continued….
The famous social psychologist Kurt Lewin (1890-1947) proposed the concept according to which the entire complex palm tree of leadership is located on a scale between the polar positions: "autocracy" and "non-interference", between which is the position of "democracy". The range of styles was so well captured by Levin that it turned out to be classic. And so far all offered modern concepts revolve around his ideas.
The individual characteristics of a leader's behavior in the management process are usually considered as a leadership style. Each person has his own natural inclinations; his own, developed over the years, manner of communication with people. Once at the helm of management, he tends, in most cases, to use any one style: authoritarian, democratic (collegial) or hands-off style.
Leadership style is the individual characteristics of a personal, relatively stable system of methods, methods, techniques for influencing the team with the aim of effective and high-quality performance management functions; it is a system of managerial influences on subordinates, conditioned by the specifics of the tasks assigned to the team, the relationship between the manager and his subordinates and the scope of his official powers. Let's consider the features of the main leadership styles.
Authoritarian (directive, rigid, autocratic) style. With the strict application of this style, the leader constructs his behavior in accordance with the principles of the formal structure of relationships. Such a leader keeps his distance from the team, tries to avoid informal contacts. He takes full power and responsibility for what is happening in the organization, tries to personally control the entire volume of relations in the organization, paying attention not only to the result, but also to the process of doing the work. Decisions are made by him alone. Employees receive only the information they need to do their job. A leader of this type, as a rule, is domineering, demanding, focused only on target function, strictly requires the implementation of their orders. It is characterized by excessive centralization of power, a thirst for submission. Such a leader, as a rule, does not tolerate criticism, is rude to his subordinates, and is self-confident. The main method of influence is an order.
Collegial (democratic) style. This type of leader combines in his work an orientation toward both a formal and an informal structure of relationships with subordinates, maintains comradely relations with them, while avoiding familiarity. He seeks to share power between himself and his subordinates, when making decisions, he takes into account the opinion of the collective, seeks to control only the final result, without going into the details of the process. Employees from such a manager receive sufficiently complete information about their place in the performance of a common task, about the prospects of their team. The leader encourages creativity.
Passive (permissive, liberal, hands-off style). A manager of this type is maximally focused on maintaining informal relations with employees, delegating authority and responsibility to them. The manager gives his subordinates full scope, they independently organize their activities, decisions are made by him collectively. The manager only when necessary is included in the production process, exercises control, stimulates work and motivates subordinates. Tends to share responsibility for what is happening in the organization with his subordinates.
The use of only one of the three basic (classical) styles significantly impoverishes the activities of the leader. It is important to understand that there is no one size fits all or ideal leadership style. The optimality of a particular style appears and depends on a specific situation.
So, the authoritarian style corresponds to a situation when the situation in the organization gets out of control (in the event of a crisis). A democratic style is needed where the working group is at a high level of maturity, where there is good discipline and order. The non-intervention style can be applied if the working group has grown to such a level that it can actively act on the basis of self-management, otherwise this style is harmful. This style gives the best results when leading creative teams.
So, the most popular should be the so-called ad-hoc approach to leadership. The factors that determine the situation in a production organization usually include: the specifics of goals and strategy, the level of its development, technology, features of the economic situation in which the enterprise operates, the specifics of the region, the level of responsibility, interest, discipline, qualifications and socio-cultural development of employees.
The situational management style flexibly takes into account the level of psychological development of each subordinate and the team as a whole. In accordance with this approach, four levels of development of employees and the team are distinguished and, accordingly, four styles of management influence are recommended (P. Hersey).
Table 3
Leadership styles focused on the level of development of the team or employee
