Topics for presentations on organizational behavior. Presentation on the topic "Organizational Behavior"
Organizational behavior
For undergraduate program
Lecturer: Kamenev Ivan Georgievich
Department of Human Resource Management; PhD in Economics
Contacts:
Program developer: Baranova Inna Petrovna
Associate Professor of the Department of Human Resource Management, Candidate of Sociological Sciences
Contacts:
DISCIPLINE TOPICS
Organizational behaviorDISCIPLINE TOPICS
Topic 1. Theoretical and methodological aspects
discipline "Organizational behavior".
Topic 2. Personality in the organization system.
Topic 3. Features of the group and its relationship with
behavioral environment.
Topic 4. Motivation of behavior and performance
organizations.
Topic 5. Organizational culture in the system
organizational behavior.
2
Main literature:
1. Labor code Russian Federation. -
http://www.consultant.ru/popular/tkrf/.
2. Baranova I.P. Organizational Behavior: A Study Guide.
– M.: Market DS, MFPA, 2010. – p. – (University series).
3. Kartashova L.V. Organizational behavior: textbook / L.V.
Kartashova, T.V. Nikonova, T.O. Solomanidina. – M.: INFRA-M,
2012. - 383p.
4. Basenko V. P., Zhukov B. M., Romanov A. A. Organizational
behavior: modern aspects of labor relations. Educational
allowance. Direct Media 2013 381s. Chapter 1.// [Electronic resource].
URL: http://www.alleng.ru/d/manag/man359.htm (open resource
Internet)
3
Bibliography
LITERATURE ON THE DISCIPLINE "ORGANIZATIONAL BEHAVIOR"Bibliography
additional literature:
ILO Declaration on Social Justice for a Fair Globalization.-
MBT. - June 2008 - h
ttp://www.ilo.org/wcmsp5/groups/public/ed_norm/relconf/documents/meetingdocument/wcms_103405.
Alaverdov A.R. Management of human resources of the organization. 2nd edition
revised and expanded. MFPU "Synergy" 2012
Aliyev V.G., Dokholyan S.V. Organizational behavior. Textbook 2nd Edition
revised and expanded. Infra-M, 2010
Kuroyedova E.O., Stoyanovskaya I.B. Motivation of labor activity: Internet course. - M .:
MFPU "Synergy", 2010
Kibanov A.Ya. Personnel Management. – M.: Exam, 2009.
Kuroyedova E.O. Psychological foundations of labor activity motivation // Materials
annual scientific session "The role of business in the transformation of Russian society". - M.:
Moscow Financial and Industrial Academy; MarketDS, 2006.V.2- p.120-131
Reznik S.D., Igoshina I.A. Organizational behavior. Textbook. Infra-M, 2009
Samoukina N.V. Effective staff motivation minimal cost: Compilation
practical tools. - M.: EKSMO, 2010
4
Kinds
classes
Total
hours:
Lectures
Seminars
Case solving
Didactic game
Independent
Job
36/38
28/30
4/4
4/4
68
Topic 1.
Theoretical and methodologicalaspects of discipline
"Organizational behavior".
TRAINING QUESTIONS TOPICS
TOPIC 1. Theoretical and methodological aspects of the discipline"Organizational behavior".
TRAINING QUESTIONS TOPICS
1.1. The concept and essence of organizational
behavior.
1.2. Theories of human behavior in the organization.
1.3. Relationship business environment organizations and
person.
1.4. Analyzing organizations and constructing them
orientation.
7
The concept of organizational behavior
TOPIC 1. Theoretical and methodological aspects of the discipline "Organizational behavior".The concept of organizational behavior
Organizational behavior - area
knowledge, discipline that studies behavior
people and groups in organizations to
finding
most
efficient
management methods to achieve
organizational goals;
deals with the formation of behavioral
models, development of management skills
behavior.
8Topic 1. The concept and essence of organizational behavior.
behavior is a system
interconnected reactions,
carried out by living organisms
d / adaptation to the environment.
organization is a form of sustainable
association of people pursuing
common group goals and
satisfying the interests and
needs related to their
collective existence
The objectives of the discipline "organizational behavior":
Topic1. The concept and essence of organizational behavior.The objectives of the discipline "organizational behavior":
a systematic description of the behavior of people in
different situations in the course of labor.
- explanation of the reasons for the actions of individuals and groups
under certain conditions.
- predicting employee behavior in
the future.
- mastering behavior management skills
people in the process of work.
Topic 1. The relationship between the business environment of an organization and a person .. 3 levels of organizational behavior
Topic 1. The relationship between the business environment of an organization and a person ..3 levels of organizational behavior
1) Individual.
Characteristics study individual people,
allowing to identify factors that affect the effectiveness of the work of the individual, her motivation and
sociability.
2) Group.
Group - 2 or more people interacting with each other
with a friend to achieve their goals.
A team is a group of people who work for
achieving common goals.
3) Organizational.
At this level, there are many
individual working groups whose activities
must be coordinated to achieve common
goals.
Topic 1. Relationship between the business environment of an organization and a person. Management of people in the organization and the effectiveness of its work.
Topic 1. Relationship between the business environment of an organization and a person.Managing people in an organization and
the efficiency of her work.
An important feature of this discipline
is also that all problematic
issues are dealt with directly
correlations with management issues and
indicators
socio-economic
organization performance:
productivity;
discipline;
staff turnover;
job satisfaction.
Organizational
Wednesday
Components
org. environments
micro environment
Personality, small Psychosocial and Meso and macro
groups
individual environment
peculiarities
meso environment
official
faces and small
departments
official
responsibilities,
domestic
regulations
Micro and macro environment
macro environment
Organizations and
large
departments
Legislative
and regulatory
base of industry
segment
Micro and meso environment
Dependent
variables
Independent
variables Topic 1. Factors of organizational behavior.
The constituent blocks of the OP
Organization
Organizational culture
Organizational structure
Interaction with external
environment
JLC
Efficiency
Image
Personality
Properties and personality traits
motives
Perception
Attitude
Roles
Stress
Groups
Dynamics
Structure
Cohesion
Conflicts
Leadership
Management processes
Motivation
Communication
Making decisions
Organizational changes
Influence
Coordination
Planning
Control
Areas of manifestation
results
Performance
Satisfaction
Involvement
Commitment
Physical and psychological
well-being
Individual development
Topic 1. Relationship between the business environment of an organization and a person Personnel structure
Industrialmanagerial
staff
staff
Basic
leaders
Auxiliary
specialists
employees
Topic1. The relationship between the business environment of an organization and a person Levels of management
topmiddle
supervisors
Pyramid of Parsons
Performance indicators of an effective manager
average manager32% of my working time
spending on traditional
managerial activity,
29% for interaction with
workers inside
organizations, 20%
directly to management
human resources and
19% - for maintenance
work contacts outside
organizations
effective manager
spending on traditional
management functions 19%
of their working time, 44%
- to interact with
workers inside
organization, 26% of the time he
gives management
human resources and
11% - maintaining workers
contacts outside
organizations.
Thus, those managers who achieve the best results in the work of their subordinates, the bulk of their time (more than 70%)
TOPIC1. RELATIONSHIP OF THE BUSINESS ENVIRONMENT OF THE ORGANIZATION AND THE PERSONThus,
those managers who achieve the best
results in the work of their subordinates,
the bulk of their time (more than 70%)
spend on interacting with subordinates and
colleagues at work, staff motivation,
education and development.
19TOPIC1. RELATIONSHIP OF THE BUSINESS ENVIRONMENT OF THE ORGANIZATION AND THE PERSON
Models of organizational behavior:
1. Authoritarian
2.Guardianship
3.Support
4. Collegiate
20
.
Basis of classificationTypes of organizations
By way of education
Formal
Informal.
Forms of ownership
State
Private
Municipal.
Attitude to profit
Commercial
Non-commercial.
Relationships within the organization
Corporate
individualistic
Adhocracy
Participatory.
Topic1. Analysis of organizations and designing their orientation. clan organization
devotiontraditions
friendly
place of work
high
obligation
organizations
brigade uniform
work
Topic1. Analyzing Organizations and Designing Their Orientation Adhocracy Organization
dynamic andcreative place
work
Devotion
experimentation
Growth and education
new resources
personal initiative and
Liberty
Topic1. Analyzing Organizations and Designing Their Orientation Hierarchical Organizations
formalized andstructured
The spectrum of long-term work
Stability and smooth running
work
Low costs
Rigid system control
Topic1. Analysis of organizations and construction of their orientation Market organization
Focusing only onresult
competition between
employees
The desire to win
The key is penetration.
to market and occupation
market share
Tight control
Topic1. Analyzing organizations and constructing their focus
CORPORATEORGANIZATION
closed groups of people
Consolidation of resources
dominance of the powerful
and hierarchical structures
Double Behavior Model
Topic1. Analyzing Organizations and Designing Their Orientation Individualistic Organization
free and voluntaryassociation of people
The organization operates under
specific group of people
Decision making
minority principle
Individual
efficiency and degree
satisfaction
Topic1. Analyzing organizations and constructing their focus
participatoryorganization
Employee participation in
management
Responsibility for
coordination of activities
organizations
A large number of
alternatives
Specificity org. culture
Topic 2
Personality in the systemorganizations.
TRAINING QUESTIONS OF THE TOPICS 2.1. Personality and organization 2.2. Communicative behavior in the organization 2.3. Factors of personality behavior in the social environment
TOPIC 2. Personality in the organization systemTRAINING QUESTIONS TOPICS
2.1. Personality and organization
2.2. Communicative behavior in an organization
2.3. Factors of personality behavior in social
environment
2.4. Professional functional roles
workers
2.5. Introduction of a person to the organization
2.6. Core set of behavioral stereotypes
31
2.1. Personality and organization
The study of individual human behaviorcarried out taking into account the following factors:
- personal characteristic
- the situation in which the activity is carried out
- age
Personality - a human individual who is
subject of conscious activity, possessing
a set of socially significant features, properties and
qualities that he realizes in public life.
Individuality - a set of characteristic
features and properties that distinguish one
individual from another.
Personality theories
2.1. Personality and organizationPersonality theories
Type theories
Theories of traits
Psychoanalytic theories
Behaviorism
humanist theory 2.1. Personality and organization
Personal qualities that matter to
organizations
1) Locus of control.
2) Self-esteem.
3) The need to achieve belonging
authorities.
4) Propensity to risk.
5) Authoritarianism. 2.1. Personality and organization
Personality determinants are groups
factors that determine
formation and development of personality.
The most studied determinants:
biological
social
cultural 2.1. Personality and organization
Individual differences related to
study of OP can be divided into three
groups:
demographic characteristics
(for example, age and gender)
competence (e.g. aptitudes and
capabilities)
psychological characteristics (system
values, attitudes, character, attitude
to work)
Human value system (according to Alfred Adler)
2.1. Personality and organizationHuman value system (according to Alfred Adler)
physical values
emotional
values
Handicraft
activity
Comfort
Sports
Wealth
Appearance
Health
Vacation
Working conditions
Force
Manifestation of activity
Trips
attractiveness
Financial
safety
Responsibility
emotional
constancy
Prestige
competitiveness
Religion
Safety
Confidence
intimate relationship
Love
Friendliness
Passion
openness
recoil
Help
intellectual
values
Education
Creation
Wisdom
Complexity
Making decisions
The ability to abstract
Independence
Perfection
planning
Reading
Communication
Intelligence
Accuracy 2.1. Personality and organization
Another classification of values developed by a psychologist
Gordon Allport and colleagues. They divided
values into six types:
theoretical interest in discovering the truth through
argumentation and systematic reflection;
economic interest in utility and practicality,
including wealth accumulation;
aesthetic interest in beauty, form and harmony;
social interest in people and love as
relationships between people;
political interest in holding power and influencing
of people;
religious interest in unity and understanding of the cosmos. 2.1. Personality and organization
In 1990, researchers identified several more
specific values, directly
concerning working people:
performance (perseverance) - to complete what has been started and
work hard to overcome life's
difficulties;
help and care - care and help
other people;
honesty - telling the truth and doing what
you think is right;
fairness - to be impartial
judge. 2.1. Personality and organization
Highlight the values of well-being, under which
understand the values that are essential
condition for maintaining physical and mental
people's activity.
The well-known sociologist Professor S. S. Frolov refers to them
the following values:
well-being (includes health and safety),
wealth (possession of various material
goods and services)
skill (professionalism in certain types of
activity),
education (knowledge, information potential and
cultural connections),
respect (includes status, prestige, fame and
reputation).
The criteria for clarity of personal values are:
2.1. Personality and organizationClarity criteria personal values are:
regular reflections on what is important and unimportant, good and
Badly;
understanding the meaning of life;
the ability to question your established
values;
openness of consciousness to new experience;
the desire to understand the views and positions of other people;
open expression of one's views and readiness for discussion;
sequence of behavior, correspondence of words and deeds;
serious attitude to questions of values;
manifestation of firmness and firmness on fundamental issues;
responsibility and activity.
Settings
2.1. Personality and organizationSettings
Installation is always ready
individuals feel and behave
in a certain way with respect to
something or someone. 2.1. Personality and organization
Most modern researchers distinguish the following
installation components:
affective component (feelings, emotions: love and hate,
sympathy and antipathy) forms an attitude towards the object,
prejudice (negative feelings), attractiveness
(positive feelings) and neutral emotions. It's pivotal
installation component;
cognitive (informational, stereotypical) component
(perception, knowledge, belief, opinion about the object) forms
certain stereotype, model. It can be reflected, for example,
factors of strength, activity;
conative component (active, behavioral, requiring
application of volitional efforts) determines the way to include
behavior in the process of activity. This component includes
motives and goals of behavior, a tendency to certain actions.
This is a directly observable component that may not
coincide with verbally expressed willingness to behave
in a certain way in relation to a specific object,
subject or event.
Settings Properties
2.1. Personality and organizationSettings Properties
Acquisitions
relative stability
Variations
Directions
Setting functions
2.1. Personality and organizationSetting functions
Ego-defensive function through protective
mechanisms of rationalization or projection
allows the subject:
a) deal with their internal conflict and
protect your self-image, your self-concept;
b) resist negative information about
to himself or objects significant to him
(for example, a minority group);
c) maintain high (low) self-esteem;
d) defend against (or use) criticism
against criticism).
Setting functions
2.1. Personality and organizationSetting functions
Value-expressive function and function
self-realization includes emotional
satisfaction and self-affirmation and is associated with
the most comfortable identity for the individual,
being also a means of subjective
self-realization.
This feature allows a person to determine:
a) their value orientations;
b) what type of personality does he belong to;
c) what it is;
d) what he likes and what he dislikes;
e) his attitude towards other people;
f) attitude to social phenomena.
Setting functions
2.1. Personality and organizationSetting functions
Instrumental, adaptive or utilitarian
function helps a person:
a) achieve desired goals (for example, rewards) and avoid
unwanted outcomes (eg punishment);
b) on the basis of previous experience, develop
understanding of the relationship between these goals and how they
achievements;
c) adapt to the environment, which is the basis
for his behavior at work in the future.
People express positive attitudes towards those
objects that satisfy their desires, and negative
installations - in relation to those objects that
associated with frustration or negative reinforcement.
Setting functions
2.1. Personality and organizationSetting functions
Function of systematization and organization of knowledge
(knowledge) or saving helps a person
find those norms and points of reference, in accordance
with which he simplifies (schematizes),
organizes, tries to understand and structure
their subjective ideas about
surrounding chaotic world, i.e.
constructs his own picture(image,
your vision) of the environment.
Changing settings
2.1. Personality and organizationChanging settings
The most effective ways to change
personality settings:
providing new information
exposure to fear
elimination of discrepancy between
attitude and behavior
the influence of friends or colleagues
attraction to cooperation
appropriate compensation 2.1. Personality and organization
Barriers to change installation:
1) escalation of commitment, the presence
sustainable preference
certain course of action
the desire to change something;
2) the employee’s lack of sufficient
information (including feedback)
in the form of an assessment of the consequences of his behavior
leader) who can serve
reason for changing the setting. 2.1. Personality and organization
By the nature of work and labor activity:
–
–
–
entrepreneurial, bureaucratic,
teaching;
leadership (boss) and
performing;
owner behavior.
By type of groups:
–
–
–
in small groups (from 2 to 30 people) formal and informal;
in large groups - formal and
informal;
massive (in a crowd).
2.2. Types of human behavior in an organization
The most important characteristics of behaviorworker in the social environment are:
job satisfaction
organization's commitment
involvement in work
form joint activities
(competition, cooperation,
confrontation)
Job satisfaction is good
positive emotional state
arising from the evaluation of one's work
or industrial experience, which
is the result of perception
employees of how well
work provides important, from their point of view
vision, needs.
Main Factors Influencing Job Satisfaction
2.3. Factors of personality behavior in the social environmentThe main factors influencing the feeling
job satisfaction
Salary.
Actually work.
Personal interest in work as such.
Opportunities for promotion.
Leadership style.
Colleagues, co-workers.
Working conditions.
2.3. Factors of personality behavior in the social environment
Organization Commitment - Degreepsychological identification with
the organization we work for.
The commitment of employees to their
organization is psychological
a state that defines expectations,
attitudes of workers, their features
work behavior and how they
perceive the organization.
2.3. Factors of personality behavior in the social environment
The commitment of the employees of the organization is expressed through:improving work efficiency, including
productivity, efficient use
working time and other resources;
increasing employee satisfaction with conditions and
results of work;
ability to manage the organization as a single
body through rules and regulations,
supporting values;
establishing optimal levels of trust and
mutual understanding between management and staff;
attracting and retaining talent in the organization,
workers with a high level of professionalism,
who have the opportunity to choose the place and conditions
his work.
2.3. Factors of personality behavior in the social environment
An organization's commitment is made up ofthe following components:
a) adoption of organizational values and
goals;
b) readiness to make efforts for the sake of
organizations;
c) a strong desire to remain a member
organization team.
Types of organizational commitment
2.3. Factors of personality behavior in the social environmentTypes of organizational commitment
affective or emotional
commitment -
Behavioral Commitment
Regulatory commitment
2.3. Factors of personality behavior in the social environment
Individual characteristics of employees that affectdegree of their commitment to the organization:
motives for choosing a job (the main motive is the content of the job, not
earnings);
labor motivation and labor values (coincidence of expectations
concerning the satisfaction of basic needs);
features of work ethics (orientation to work as the main
sphere of self-realization, responsibility for the results of
work);
level of education (the higher the level of education, the lower
attachment);
age (the older the person, the higher his commitment to
organizations);
marital status (family people are more committed to the organization);
remoteness of the place of residence from the place of work (the farther, the
less willingness to commit).
2.3. Factors of personality behavior in the social environment
Organizational Factors Affecting Degreeorganization's commitment:
opportunities that are created in the organization for
meet the basic needs of staff
(working conditions, wages, opportunities for
manifestation of responsibility and initiative, etc.);
work stress level (how much work
associated with fatigue, negative emotions,
nervous tension);
the degree of awareness of employees about the problems
organizations;
the degree of involvement in solving the problems of the organization.
Barriers to Building Commitment
2.3. Factors of personality behavior in the social environmentBarriers to Building Commitment
Poor employee awareness.
Unresolved social problems, social
insecurity of workers, uncertainty about the future.
Inefficient labor incentive system (delay
payments wages, low wages, etc.).
Insufficient attention of managers to subordinates and to their
problems.
Low level of development of business, moral and personal qualities
leader.
Unfavorable working conditions.
Lack of professional perspective, opportunities for
growth of professional self-realization.
Deficiencies in management and organization of work (fuzzy
planning, irregular work, etc.).
Mismatch of qualifications of workers and complexity
the work they perform.
Poor moral climate in the team
Involvement in the work and commitment to the organization
2.3. Factors of personality behavior in the social environmentwork engagement and
organization's commitment
Engagement in work means
the desire of the individual to work hard and
put in effort beyond what is expected
from an ordinary worker.
It is believed that a person devoted to work,
must be loyal, and the person
involved in the work, must harmoniously
fit into the environment
organizations.
2.3. Factors of personality behavior in the social environment
Personal factors include age,professional development needs and
development, as well as belief in the traditional work
ethics.
Job characteristics, most
relevant passions are the presence
incentives, autonomy, diversity,
opportunity to experience the end result
Feedback and complicity.
Employment also depends on
social factors: work in groups or in
teams, participation in decision-making.
2.4. Professional and functional roles of employees.
By type of goals and types of behavior in the organization:
– Functional work behavior -
conscientious performance of labor
responsibilities.
– Target economic behavior - aspiration
reach a certain level of economic
welfare.
– Reactive labor behavior -
regulated behavior as a response to
management or team requirements.
– Stratification behavior - aspiration
change status, stratum.
– Innovative behavior - search for non-standard
solutions, ways.
- Strategic. 2.4. Professional and functional roles of employees.
Perceptual behavior - desire
cope with information overload
categorization score.
Inductive behavior - perception and evaluation
based on the value of own actions
Utilitarian behavior - the desire to solve
practical problem with maximum
achievement
Script Behavior
Modeling behavior 2.4. Professional and functional roles of employees.
- Adaptive behavior. IN
situations of change a person can be
conformist, i.e. act and think like
considered correct by the majority of the group or
bosses.
– Ceremonial-subordination behavior -
behavior in accordance with accepted ceremonies,
rituals and existing subordination.
– Characterological behavior - behavior in
according to their character and mood.
– Tactical
– Protective behavior
- Habitual behavior
Human Entry
to the organization is
special, complex and
important process
socialization, from
whose success
further
development as a member
organizations, and
the organization itself.
2.5. The introduction of the individual into the organization.
Conditions for successful entry into the organizationstudy of the system of values, rules, norms and
behavioral stereotypes characteristic of
this organization.
studying the key stages of interaction
a person with an organizational environment, i.e.
those values, without the knowledge of which can
unresolvable conflicts arise between
person and environment.
2.6. stereotypes
Social stereotype - stablesimplified image of a social object
(persons, groups, events, etc.) in
public (group, mass, etc.)
consciousness.
2.6. stereotypes
Social stereotype "saves thinking"through depersonalization and formalization
communication.
They predetermine the perception
specific working situation because we
comprehend the social environment around us
reality not directly, but
indirectly, through the prism of the existing
our minds or assimilated from outside
social stereotypes.
2.6. stereotypes
Every social stereotype includesdescription, prescription and assessment of the situation, although
and in different proportions, which is quite consistent
components of the human "I".
Stereotypes are very persistent and often
passed down from generation to generation
generation, even if far from reality.
The farther we are from the social object, the
more under the influence
collective experience and, consequently, themes
sharper and rougher social stereotype. LEARNING QUESTIONS TOPIC 3. Features of the group and its relationship with the behavioral environment.
TRAINING QUESTIONS TOPICS
3.1. Group types
3.2. Group characteristics
3.3. Formation of group behavior in
organizations
3.4. Group norms and values
3.5. Interaction between individual and group
3.6. Collective and team
77
The concept of a group
3.1. Group typesThe concept of a group
The group is relatively isolated
association of a certain number
people (two or more) interacting,
interdependent and mutually influencing each other
to each other to achieve specific
goals with different responsibilities
mutually dependent, coordinating
joint activities and
see themselves as part of a single
whole. 3.1. Group types
Classification sign
Group types
Band size
Large
Small
Sphere of joint activity
managerial
Production
State of the art
highly developed
Underdeveloped
Degree of formalization (principle
creation)
Formal
informal
Purposes of Existence
Target (project)
Functional
By interest
Friendly
Period of operation
Permanent
Temporary
The nature of the individual's entry into the group
Reference
Non-referential 3.1. Group types
Large groups are social communities of people,
existing throughout society
(countries) and allocated on the basis of various
types of social connections that do not involve
required personal contact. They include,
e.g. classes, nations, social
organizations, age groups.
Small groups - few in composition
group of people united by a joint
activities and those in
direct personal communication and
interaction. 3.1. Group types
Management groups - groups
employees performing functions
management. The main thing in such groups -
joint, collective acceptance
solutions.
Production groups - groups
employees, directly
engaged in manufacturing
activities, jointly performing
specific production order. 3.1. Group types
Highly developed groups - groups, long
created, they are distinguished by unity of purpose and
common interests, stable system
relations between its members, high
cohesion, etc.
Underdeveloped groups - groups
characterized by insufficient
development or lack
psychological community that has developed
structure, clear distribution
responsibilities, low cohesion. 3.1. Group types
Formal groups - groups created by
decision of management in the structure of the organization
to perform certain tasks,
activities contribute to the achievement of goals
organizations. They function in accordance
with pre-established official
approved regulations, instructions,
statutes.
Informal groups - groups created
members of the organization in accordance with their
mutual likes and dislikes, common
interests, the same hobbies,
habits to satisfy social
needs and communication of people. 3.1. Group types
Target (project) groups - groups created for
achieving a certain goal. Upon reaching the goal
the group may be disbanded or assigned to
working on a new project.
Functional groups - groups focused on
long-term performance of a particular function.
Interest and Friendship Groups
(friendly), - unite interesting to each other
people who have common hobbies and support
friendly relations. Arising at work, they often
outside the scope of work. Groups by
interests and friendly groups are
types of informal groups. 3.1. Group types
Permanent groups - groups, members
which perform certain tasks
part of their official duties;
give the organization sustainability.
Temporary groups are groups that
formed to fulfill
short-term one-time tasks. 3.1. Group types
Reference groups are groups to which
man would like to belong with whom he
identifies himself, on which he focuses in
their interests, likes and dislikes - their
also called standards. With their help
a person compares his behavior with the behavior
others and appreciates it.
Non-reference groups (belonging groups)
groups in which people actually belong,
are studying or working.
Group characteristics
3.2. Group characteristicsGroup characteristics
situational
characteristics
Main characteristics
Structure
Status
Roles
Norms
Leadership
Group process
Cohesion
Conflict
Size
Group
Spatial
location
workers
Tasks to be solved
group
System
rewards 3.2. Group characteristics
The main characteristics depend on the group,
determined by the nature of the relationship and
interactions between employees.
They are formed during the development of the group.
Situational characteristics depend on conditions
functioning of groups defined
organization. They provide significant
impact on the work of groups and can either
contribute to its improvement, development
group and intergroup cooperation, or
slow down these processes. 3.2. Group characteristics
The structure of a group is a diagram of the relationships within a group between
its members (depending on their position and position).
Members of the group determine the prestige of each position, its status and
value in the group.
Group structure may be based on qualifications
characteristics and gender composition.
Status - the position of the employee in the group in accordance with
position (formal, official status), and
also the position in the group, which is given to the employee by her other
members (informal, informal status).
Roles. Each member of the group performs different roles in it.
Roles - existing in the group and individual consciousness
a system of expectations about an individual's behavior 3.2. Group characteristics
Roles can be:
assumed (expected) is a model
behavior expected of group members and
defined by work;
perceived - a model of behavior in terms of
the employee himself, occupying a certain
job title;
prescribed - the actual behavior of the member
groups.
All these roles can be called functional, since they
associated with the performance of duties in accordance with
position and formally fixed.
However, along with this, the group develops
informal distribution of roles, recognized as
usually all of its members.
American researcher Meredith Belbin identifies the following possible roles for group members:
3.2. Group characteristicsAmerican explorer Meredith Belbin
highlights the following possible roles for members
groups:
coordinator
organizer
idea's generator
seeker (resource scout)
mathematician (evaluator of ideas, critic)
team player
executor
finisher
specialist
An analysis of approaches to understanding role functions in a group allows us to draw a number of conclusions
3.2. Group characteristicsAnalysis of approaches to understanding role functions in
group allows to draw a number of conclusions
Effective group work requires
only ideas, initiative, specific proposals,
well-founded decisions and clear execution of the adopted
solutions, but also emotional support, kind
relationships, humor and good moral and psychological
team atmosphere.
Che
1. Fundamentals of the theory of organizational behavior 2. The person in the organization 3. The process of perception and impression management 4. Conflicts in the organization 5. Business meeting 6. Life cycle organizations 7. Management organizational changes 8. Organizational culture
RECOMMENDED LITERATURE Main literature Vikhansky O.S., Naumov A.I. Management: Textbook. M.: Gardarika, Newstrom DV, Davis K. Organizational behavior. SPb., Lutens F. Organizational behavior. M., 1999.
Additional literature: 1. Ashirov D.A. Organizational Behavior: Textbook. M., Kartashova L.N., Nikonova T.V., Solomanidina T.O. Organizational Behavior: Textbook. M., Kochetkova A.I. Introduction to organizational behavior. M., Organizational behavior: Textbook for universities / Ed. G.R. Latfullina, O.N. Thunderous. - St. Petersburg, Sergeev A.M. Organizational Behavior: Those who have chosen the profession of manager: Uch. Allowance. - M., 2005.
OBJECTIVES OF SCIENCE OP: Systematized description of people's behavior in various situations that arise in the labor process Explaining the reasons for the actions of individuals in certain conditions Predicting the behavior of workers in the future Mastering the skills of managing people's behavior in the labor process and improving them
Results Oriented Approach EP programs are assessed by their results The role of EP in work systems: 1. Knowledge skills = abilities 2. Position situation = motivation 3. Ability motivation = potential outcomes of the individual 4. Outcomes resources capabilities = organizational outcomes of the individual
Organizational behavior system Leadership, communications, group dynamics Organizational culture Formal organization Informal organization Philosophy, values, vision, goals, tasks of management Social environment Quality of working life Motivation Outcomes: performance indicators organization and employee satisfaction personal growth and development
Basis of the model Power Orientation of management Powers Orientation of employees Subordination Psychological result for the employee Dependence on the immediate supervisor Satisfying the needs of the employee Existence needs Participation of employees in the labor process Minimum Authoritarian model of EP
Model Basis Economic Resources Management Orientation Money Orientation of Workers Safety and Benefits Psychological Outcome for Worker Organizational Dependence Satisfying Worker Needs Safety Needs Worker Participation in the Work Process Passive Cooperation Custody Model
Basis of the model Management Orientation of management Support Orientation of employees Fulfillment of work tasks Psychological outcome for the employee Participation in management Satisfying the needs of the employee Status and recognition needs Employee participation in the work process Awakened incentives Supportive model of EP
Model basis Partnership Orientation of management Teamwork Orientation of employees Responsible behavior Psychological result for an employee Self-discipline Satisfying the needs of an employee Self-realization needs Participation of employees in the labor process Moderate enthusiasm Collegial model of EP
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ORGANIZATIONAL BEHAVIOR 1. The concepts of "organization" and "organizational behavior". 2. History of the study of organizational behavior of people. 3. Problems solved by specialists in organizational behavior at the present stage. 4. Features of Russian business and the behavior of people in the organization.
1. The concepts of "organization" and "organizational behavior" Meanings of the word "organization" Meanings of the word "organization" The word "organization" has several meanings in Russian: Organization as an object - an association of people (place of work, institution). An organization as an object is an association of people (place of work, institution). Organization as a process - activity (manager organizes people). Organization as a process - activity (manager organizes people). Organization as a property - the degree of order (good-bad organization). Organization as a property - the degree of order (good-bad organization).
Applied to organizational behavior we are talking about an organization as an association of people, a place of work, which is specified in the following definition of an organization. An organization is a differentiated and mutually ordered association of individuals and groups that jointly realize certain goals and act on the basis of certain procedures and rules. An organization is a differentiated and mutually ordered association of individuals and groups that jointly realize certain goals and act on the basis of certain procedures and rules. An organization is a group of people working together in an industry to achieve a common goal. An organization is a group of people working together in an industry to achieve a common goal. The organization has both material resources (technology, capital, information) and human resources (people doing the required work).
The concept of "organizational behavior" was first used by the American psychologist Fritz Roethlisberger in the late 1950s. The term took root in the early 60s. XX century, when several scientific disciplines united, explaining the processes that occur in the organization itself, as well as between its internal and external environment. The origins of organizational behavior as a scientific discipline are: industrial engineering, labor sociology, social psychology, management theory, political science, law, organization theory and other sciences. The concept of "organizational behavior" was first used by the American psychologist Fritz Roethlisberger in the late 1950s. The term took root in the early 60s. XX century, when several scientific disciplines united, explaining the processes that occur in the organization itself, as well as between its internal and external environment. The origins of organizational behavior as a scientific discipline are: industrial engineering, labor sociology, social psychology, management theory, political science, law, organization theory and other sciences.
Examples of defining organizational behavior Organizational behavior is the behavior of employees involved in certain management processes, having their own cycles, rhythms, pace, structure of relationships, organizational framework and requirements for employees. (Krasovsky Yu.D.)
Organizational behavior as a science studies the factors that influence the behavior of people in an organization and the very behavior of people, groups and organizations in order to optimize their activities and successfully achieve their goals. Organizational behavior as a science studies the factors that influence the behavior of people in an organization and the very behavior of people, groups and organizations in order to optimize their activities and successfully achieve their goals. Organizational behavior as an applied industry provides: Organizational behavior as an applied industry provides: - understanding of the mechanisms underlying the behavior of people in an organization, - predicting people's behavior, - stimulating employee behavior that contributes to the successful achievement of the goals of the organization, - modification (change, correction) of the problem behavior.
As a separate science, with its own object and subject of study, it took its place at the Harvard Business School in 1962. In 1970, this direction began to develop in England at the London Business School and in 1974 in Scotland at the University of Glasgow. In Russia, the curricula for training specialists were introduced in the 90s. 20th century As a separate science, with its own object and subject of study, it took its place at the Harvard Business School in 1962. In 1970, this direction began to develop in England at the London Business School and in 1974 in Scotland at the University of Glasgow. In Russia, the curricula for training specialists were introduced in the 90s. 20th century Wood J. Mastering management: Organizational behavior // Financial Times, supplement (part 2 of 20) Wood J. Mastering management: Organizational behavior // Financial Times, supplement (part 2 of 20)
The implementation of these aspects of organizational behavior is carried out in relation to all management functions, including: - Planning - the definition of goals and actions necessary to achieve them; - Organization - distribution of tasks and resources for their implementation); - Motivation - awakening the desire for hard work and successful completion of tasks; - Coordination - harmonization of actions; - Control - checking the execution and making the necessary changes
2. History of studies of organizational behavior of people In the middle of the 1111th century. In England and Scotland, the industrial revolution began, which led to a change in both the appearance of factories and factories, and society itself. In the middle of the ХУ111 c. In England and Scotland, the industrial revolution began, which led to a change in both the appearance of factories and factories, and society itself. As a result of the widespread introduction of steam engines and the creation of other more complex machines and equipment, the way of producing goods has changed significantly, especially in the weaving and clothing industries. For example, raw cotton and wool, which in the past were processed into yarn by families or entire villages, were now sent to factories where workers, using special machines, made fabric from yarn. Hundreds even thousands of unskilled or semi-skilled workers worked on complex machines. As a result of the widespread introduction of steam engines and the creation of other more complex machines and equipment, the way of producing goods has changed significantly, especially in the weaving and clothing industries. For example, raw cotton and wool, which in the past were processed into yarn by families or entire villages, were now sent to factories where workers, using special machines, made fabric from yarn. Hundreds even thousands of unskilled or semi-skilled workers worked on complex machines.
Managers, foremen of workshops and factories, having engineering and technical training, were not ready to solve social problems that arise when people work together in large groups. The search for new methods of managing organizational resources began. Managers, foremen of workshops and factories with engineering and technical training, were not ready to solve the social problems that arise when people work together in large groups. The search for new methods of managing organizational resources began. Thus, an objective need arose for the emergence of scientific management, in the development of which modern researchers distinguish the following schools: Thus, an objective need arose for the emergence of scientific management, in the development of which modern researchers distinguish the following schools:
School of Scientific Management: Scientific Management F.Taylor (); Ideas H. Emerson (); The ideas of G. Ford () and others. The main attention was paid to the technical and organizational problems of management. Representatives of this school are characterized by a mechanistic understanding of man.
Classical School of Management Organizational principles A. Fayol (); Organizational principles of A. Fayol (); Bureaucratic theory of organization M. Weber (). Bureaucratic theory of organization M. Weber (). Organizational theory L. Gyulik- L. Urvik (). Organizational theory L. Gyulik- L. Urvik ().
Limitations of classical organizational theories These theories are characterized by a simplified, mechanistic view of the nature of human behavior in an organization. Today it is no longer a secret that management is based on knowledge of psychology and that taking into account the human factor (goals, values, type of temperament and character, relationships in the team, attitude to the organization, etc.) is extremely important in management. Today it is clear that the success of the company is 80% determined by the effectiveness of personnel management and only 20% by technology and finance. This is especially evident in the event of certain problems.
School of Human Relations Hugo Munstenberg () - created the world's first school of industrial psychologists: one of the founders of psychotechnics; Hugo Münstenberg () - created the world's first school of industrial psychologists: one of the founders of psychotechnics; Mary Parker Follet () - put forward the idea of harmony of labor and capital, which could be achieved with the right motivation and taking into account the interests of all stakeholders (ideas of a leader-leader; participation of employees in management, etc.). Mary Parker Follet () - put forward the idea of harmony of labor and capital, which could be achieved with the right motivation and taking into account the interests of all stakeholders (ideas of a leader-leader; participation of employees in management, etc.). Elton Mayo () - empirically investigated the influence of socio-psychological factors (leadership style, interpersonal relations in the work group, the attention of researchers, etc.) on labor productivity. Elton Mayo () - empirically investigated the influence of socio-psychological factors (leadership style, interpersonal relations in the work group, the attention of researchers, etc.) on labor productivity. Theories of K. Argyris, R. Likert, W. Bennis and others. Theories of K. Argyris, R. Likert, W. Bennis and others.
Elton Mayo () is an American psychologist. His experiments in Hawthorne (near Chicago) at the enterprises of the Western Electric Company continued from 1927 to 1939. Elton Mayo's research drew the attention of researchers to the psychological factors of management: the authority of the manager; relationships within the team, features of employee motivation, etc. Elton Mayo () is an American psychologist. His experiments in Hawthorne (near Chicago) at the enterprises of the Western Electric Company continued from 1927 to 1939. Elton Mayo's research drew the attention of researchers to the psychological factors of management: the authority of the manager; relationships within the team, especially the motivation of employees, etc. D. McGregor () - developed "theory X" and "theory Y", reflecting two types of views on employees. F. Herzberg - created a theory of two factors that affect a person's satisfaction with their actions. D. McGregor () - developed "theory X" and "theory Y", reflecting two types of views on workers. F. Herzberg - created a theory of two factors that affect a person's satisfaction with their actions.
Domestic science N.A. Witke (After analyzing the scientific literature of the USA, England, Germany and France on enterprise management, he was the first to try to apply the main management provisions in post-revolutionary Russian reality to the conditions for the development of large-scale industrial production, introduced a number of important concepts into scientific circulation: “the human factor of production”; “collectively -labor activity"; "social organization of the enterprise"; "socio-psychological atmosphere"; "organizational crisis"). ON THE. Witke (After analyzing the scientific literature of the USA, England, Germany and France on enterprise management, he was the first to try to apply the main management provisions in post-revolutionary Russian reality to the conditions for the development of large-scale industrial production, introduced a number of important concepts into scientific circulation: “the human factor of production”; “collectively -labor activity"; "social organization of the enterprise"; "socio-psychological atmosphere"; "organizational crisis").
Shpilrein I.N. Head of the laboratory of industrial psychotechnics under the supervision of the Central Institute of Labor. The following tasks were solved in psychotechnical research: - professional selection of future employees; professional advice for young people; professional orientation of schoolchildren; professional education; prevention of occupational diseases; reducing fatigue in the process of work, designing equipment taking into account professional capabilities, and also studied the motivational factors for the behavior of workers. Head of the Laboratory of Industrial Psychotechnics under the supervision of the Central Institute of Labor. The following tasks were solved in psychotechnical research: - professional selection of future employees; professional advice for young people; professional orientation of schoolchildren; professional education; prevention of occupational diseases; reducing fatigue in the labor process, designing equipment taking into account professional capabilities, as well as studying the factors motivating the behavior of workers
V.M. Bekhterev - the problems of managing production teams within the framework of scientific organization labor. In particular, they study: develop the problems of managing production teams within the framework of the scientific organization of labor. In particular, the following are studied: 1) comradely and administrative control; 1) comradely and administrative control; 2) the positive impact of competition on the efficiency of workers; 2) the positive impact of competition on the efficiency of workers; 3) the dependence of the solution of creative problems on the collective discussion of a particular problem; 3) the dependence of the solution of creative problems on the collective discussion of a particular problem; 4) reducing the level of fatigue of workers in the collective organization of work. 4) reducing the level of fatigue of workers in the collective organization of work.
Problems Being Solved by Organizational Behavior Specialists Today George and Jones name the following problems that organizational behaviorists are solving: How to manage people so that the organization gains a competitive advantage? How to manage people so that the organization gains a competitive advantage? How to develop ethical culture In the organisation?; How to develop an ethical culture in an organization?; How to manage a heterogeneous composition of employees?; How to manage a heterogeneous composition of employees?; How to prevent sexual harassment at work?; How to prevent sexual harassment at work?; How to manage the behavior of employees when the organization begins to operate in other countries and goes global? How to manage the behavior of employees when the organization begins to operate in other countries and goes global?
Managing people to get competitive advantage(which consists in being ahead of rivals, other organizations offering similar goods and services) involves: increasing the efficiency of the enterprise (reducing the amount of resources used: people, raw materials and time required for the production of goods and services); increasing the efficiency of the enterprise (reducing the amount of resources used: people, raw materials and time required for the production of goods and services); improvement of product quality; improvement of product quality; increasing the innovative activity of employees; increasing the innovative activity of employees; increasing the responsiveness to consumer requests. increasing the responsiveness to consumer requests.
Introduction to organizational behavior.
1. Social meaningfulness of management.
The restructuring of management after 1998 becomes impossible without mastering the managers of science organizational behavior which studies the behavior of people and groups in an organization. This discipline integrates a number of related disciplines, including psychology, sociology, pedagogy, management and a number of others.
As organizational systems in this discipline, an individual, a group (a labor collective (disappeared from the Civil Code)), an organization, communities (professional, territorial, national) are considered.
organizational unit is the personality that underlies any organizational structures.
2. Defining the discipline of organizational behavior.
Organizational behavior- systematic scientific analysis of individuals, groups and organizations, with the aim of understanding, predicting and improving the individual performance and functioning of the organization (that is, the basis is the person).
Organizational behavior– the study of people and groups in an organization. This is an academic discipline that helps the manager make effective decisions when working with people in a complex dynamic environment. It brings together concepts and theories related to individuals, groups, organizations as a whole.
In accordance with the last definition, we will single out 3 levels of behavior problems :
o Personal;
o Group;
o Corporate.
3. Management concepts on which organizational behavior is based.
Allocate 4 most important management concepts :
1. Scientific management (classical management).
3. Management from the positions of psychology and human relations.
4. Management from the standpoint of the science of behavior.
Organizational behavior is based on the last two concepts, and together with personnel management form a public system of human resource management. The concept of management from the standpoint of psychology and human relations - management is seen as a science that ensures the performance of work with the help of other people, while the growth of labor productivity is provided to a greater extent by changing the relationship between workers and managers, rather than by raising wages. Research in this area has shown that changes in how people are treated can boost productivity. In turn, the concept of management from the standpoint of behavioral science - the effectiveness of the organization directly depends on the effectiveness of its human resources. The components are: social interaction, motivation, power and leadership, organizational and communication system, content of work and quality of life.
4. Approaches and methods to the study of organizational behavior.
Can be distinguished two main approaches :
1. Trial and error method. Based on accumulation life experience, on the search for effective models of behavior.
2. Use of special methods and methods of related disciplines. This approach is associated with mastering theoretical knowledge and practical skills.
It is important for a leader to combine both of these approaches.
When studying organizational behavior, we use following methods :
o Surveys, including interviews, questionnaires, testing.
o Collection and analysis of information is fixed (based on the study of documents).
o Observation and experimentation.
5. Historical reference.
The studies of E. Mayo and the views of C. Bernardo focused on the human social factor in the organization, on the purpose of this factor. American researchers point to the existing role of the leader in the organization (C. Bernardo). The role that consists in mastering the social forces in the organization, in managing its informal components, in the formation of values and norms. The views of Mayo and Bernardo were the prerequisites for expanding research in the framework of organizational behavior. The discipline of organizational behavior originates from the report of R. Gordon, D. Howell. The main conclusion of their research is that academic psychology is difficult for managers to use in practice. A new approach is required, which should generalize research into the behavior of individuals and groups in the organization. As a result, organizational behavior has combined separate areas psychology, sociology, pedagogy and other sciences.
6. Features of organizational behavior in Russia.
As a result of the changes taking place in the social, economic and managerial spheres, a certain approach is required, not only passive to the adaptation of people in these conditions, but also an active adaptation is necessary. These conditions are characterized by:
1) Formation of specific features of organizational behavior in various groups and workers.
2) Decrease in people's confidence in the future, the possibility of positive changes.
3) Search for moral support in their children and fear of old age.
7. Elements in management activities, management functions.
Management activity consists of information preparation for making the implementation of a management decision. The manager is engaged in planning, organizing, controlling and performing the functions of a leader. The effectiveness of managerial activity is determined by certain qualities of the leader (skills of social interaction and interpersonal relations, orientation towards achieving success, social maturity, practical intelligence, ability to hard work, social adaptability, leadership).
Elements of management activity.
successful
achievement
Wasteful Saving Use
Resources
8. Personal development organizations.
Continuous improvement management personnel in its activities is the key to the sustainability and efficiency of the organization. There are various forms of learning, including self-learning, learning, learning by doing.
The main factors determining the effectiveness of training in activities :
o Personality, work, environment (feature of activity, environment, culture, understanding of the educational process, past learning experience, learning motivation, etc.).
o Learning skills (setting management performance standards, evaluating achievements, identifying learning opportunities, continuous development curricula).
Ability to learn is made up of:
o Assessing your needs;
o Planning for personal training;
o Ability to listen;
o Ability to self-knowledge, etc.
personality in an organization.
Choleric. A strong nervous system, easily switches from one job to another, but an unbalanced nervous system, which interferes with his accommodating and compatibility with other people.
sanguine. A strong nervous system, has good performance, easily moves to another type of activity, easily survives failures.
Phlegmatic person. A strong, efficient nervous system, but it is difficult to get involved in other work and adapt to a new environment, the predominance of a calm, even mood, feelings are constancy.
melancholic. It is characterized by a low level of mental activity, slow movements, fatigue, high sensitivity. His sensitivity to others makes him universally accommodating with other people.
Indicators of introversion - extraversion characterize the individual psychological orientation of a person, either to the world of external objects (extrovert), or to the inner subjective world (introvert). Extroverts characterized by sociability, impulsiveness, flexibility of behavior, great initiative, but little perseverance, high social adaptability, they are focused on external evaluation, they do well with work that requires quick decision-making. Introverts isolation, uncommunicativeness, social passivity (with sufficiently high perseverance), a tendency to introspection are inherent, they have difficulty in social adaptation. They cope well with monotonous work, neat and pedantic.
The indicator of neuroticism characterizes a person in terms of his emotional stability (stability). Emotionally stable (stable) people are not prone to anxiety, resistant to external influences, inspire confidence, tend to lead. Emotionally unstable (neurotic) sensitive, emotional, anxious, tend to painfully experience failures and get upset over trifles.
Each type of temperament is naturally conditioned, which the leader must take into account.
Motivations of Maslow's theory are used by the leadership of the team:
1. Physiological needs;
2. Security needs;
3. Social needs;
4. Esteem needs;
5. The need for self-expression.
Actions of leaders towards subordinates methods of satisfying the needs of subordinates):
Social needs.
1) Give employees a job that allows them to communicate.
2) Create a team spirit in the workplace.
3) Hold periodic meetings with subordinates.
4) Do not try to destroy the emerging informal groups, if they do not cause damage to the organization.
5) Create conditions for social activity of members of the organization outside of work.
The need for respect.
1) Offer subordinates more meaningful work;
2) Provide them with positive feedback on the results achieved.
3) Appreciate and encourage the results achieved by subordinates.
4) Involve subordinates in setting goals and making decisions.
5) Delegate additional rights and powers to subordinates.
Methodical and methodological foundations
organizational behavior.
1. Types of sociological research:
Intelligence research. The simplest form of specifically sociological analysis. Solves very limited tasks, covers small groups of people, is based on a simplified program and a concise tools(understood various documents for the collection of primary information - questionnaires, interview forms, questionnaires etc.) This method used to obtain preliminary information about the subject and object of research in in-depth studies.
Descriptive research. A more complex type of specifically sociological analysis. It involves obtaining a holistic view of the phenomenon under study, its structural elements. It is carried out according to a complete, sufficiently detailed program and on the basis of tested tools. It is used when the object of study is a sufficiently large group of people (for example, the staff of an enterprise: people of different professions and age categories, different levels of education, etc.).
Analytical research. The most in-depth type of sociological analysis. It aims to identify the causes and factors influencing the studied phenomena or process. The preparation of this study is associated with the development of a complete program and related tools.
An independent type of analytical research is experiment. An experimental situation is created by changing the normal conditions of the object's functioning. During the experiment, the behavior of the factors involved is studied, which give the object new features and properties.
2. Empirical data collection methods:
Survey. The most common type of sociological research. Widely used to collect primary information (90% of all sociological data are collected using this type).
The survey is subdivided:
· Questioning;
· Interviewing.
At questioning pre-formulated questions for respondents.
Interviewing used when the next question for the respondent depends on the answer to the previous question.
sociological observation. It is a purposeful and systematized perception of a phenomenon, trait, property or feature. Forms of fixation can be different (form, observation diary, photo or film equipment, etc.).
Document analysis. The source of information is text messages. This method allows you to get information about past events. Can identify the trend and dynamics of changes in individual features of the object, consequences.
3. Preparation of sociological research. Programs and research plan.
Sociological research requires careful preparation. In this case, it is necessary:
1) Take care of theoretical basis research;
2) Think over the general logic of his behavior;
3) Develop methodological documents for collecting information;
4) Form a working group of researchers;
5) Provide the necessary resources (financial, human resources, etc.).
Sociological research program:
It is a strategic document that reveals the concept of the study and the intentions of the organizers to analyze the problem under study. The sociological research program includes:
1. Methodological part :
1.1. Substantiation of research problems. research problem called a contradictory situation posed by life itself, which affects the interests of the studied group of people.
1.2. Object and subject of research. object research is the bearer of a particular problem. Item research includes the sides and properties of the object that express the problem under study (the contradictions hidden in it).
1.3. Purpose of the study. It is set depending on the studied properties of the object of study (if it is studied at the enterprise, then the purpose of the study will be to analyze the factors affecting the state of the production discipline and develop recommendations aimed at strengthening this discipline).
1.4. Logical analysis of basic concepts. He resorts to indirect methods of dismembering the subject of analysis. It is not the phenomenon under study that is dissected, but the concept that symbolizes this phenomenon. Logical analysis includes two procedures:
o Interpretation of key concepts;
o Operationalization of basic concepts.
Example: the state of production discipline is the degree of conscious observance of the rules and norms of the labor process and labor technology.
State of production discipline
(structural operationalization)
State of production discipline
(analytical operationalization)
State of production discipline
|
1.5. Research hypothesis. A scientific assumption put forward to explain any facts, phenomena or processes that need to be confirmed or refuted. Hypotheses:
· Basic;
· Additional.
1.6. Research objectives. Based on the formulated hypotheses, the research task is set, they can also be:
· Basic;
· Additional.
1.7. Definition of sampling sets. It is necessary to justify the size (project) of the sample. The sample must be representative (reflect the properties of the general population) so that the results of the research can be extended to the entire group of people.
1.8. Primary information collection methods:
1) Secondary analysis of statistical materials based on factory data based on the results of previous studies;
2) Collection of primary information using questionnaires.
1.9. The logical structure of the toolkit and the collection of primary information.
The logical structure of the worker's questionnaire.
Questions in the questionnaire:
1) What are you currently working for? (profession for workers, position for engineers).
2) Does your current profession match your professional education?
010 fully complies
011 corresponds partially
012 does not match
013 find it difficult to answer
1.10. The logical scheme of information processing on a computer.
distribution
Similar blocks are compiled for all the tasks put forward.
2. Methodical part the program contains a description of the methods used to collect primary information, a work plan for the study, including preparation for a field study, a field study, preparation of information for processing, its processing on a computer and analysis of research results with conclusions and recommendations, preparation of supporting documents and selection of research standards (instructions are being prepared for questionnaires, coders, resource calculations are made according to current standards).
4. Types of scales and rules for their construction.
Nominal scale– advantages, objective signs of the respondent are measured.
Rank (ordinal) scale- most of the subjective properties and characteristics of the respondent are measured, since it is difficult to find objective signs for them. The positions of the ranking scale are arranged in order from the most significant to the least significant (or vice versa).
Interval scale- a measurable small number of properties and characteristics of the respondents, mainly those that can be expressed in numbers.
5. Psychological methods.
Based on the same principles as sociological methods.
personality in an organization.
1. Human factor.
The human factor plays a decisive role in the activities of the organization. People are the least controllable. One of the main problems of organizational behavior is the problem of performance.
Execution Formula :
Execution = Individual * Effort * Organizational
properties support
Individual properties determine the ability of the employee to perform the assigned tasks.
Efforts associated with the desire to fulfill.
Organizational support provides performance.
Platonov succeeded in revealing the problems of managing individual behavior in an organization. He highlighted:
1) Biologically determined subsystem of personality (gender, age, properties of the nervous system);
2) Individual forms of reflection of objective reality, including mental processes (memory, attention, thinking, etc.);
3) Subsystem of experience (knowledge, abilities, skills);
4) Socially conditioned subsystem (administrative orientation for a manager, relations between people, etc.).
TO biologically conditioned personality subsystem include age characteristics, differences in gender, race, temperament, physical characteristics.
Age mental features.
In management activities, it is necessary to take into account the psychological characteristics of age stages life path worker. Researchers distinguish two periods for active people in an organization:
1. Adulthood:
Early (21-25);
· Average (25-45) (peak of intellectual achievements);
Late (45-55) (decline in physical and mental strength);
· Pre-retirement age (55-60) (the peak of the most common social achievements);
2. Aging:
Removal from affairs;
· Old age;
Decrepitude (65-75).
Each period involves the features of the behavior of the individual in organizations, which must be taken into account by the leader. With age, experience is accumulated, skills and abilities are formed, at the same time stereotypes are formed, which reduces the speed of mastering new knowledge and skills. The safety of a person's working capacity with age depends on the level of complexity of the tasks he solves in the organization, as well as on his ability to constantly learn.
Temperament.
Determines the dynamics of a person's mental activity (the rate of occurrence and stability of mental processes, mental pace and rhythm, the intensity of mental processes, the direction of mental activity). TO temperament properties relate:
sensitivity- Sensitivity to environmental influences.
Reactivity – salient feature involuntary reactions Activity– defining arbitrary actions and their balances.
Plasticity of behavior (adaptability) – rigidity(non-flexibility of behavior, reduced adaptability, difficulty in changing behavior when changing in the external environment).
extraversion- orientation to the outside world, to objects and people, the need for external stimulation, involves work associated with novelty, diversity, unpredictability. introversion- implies a focus on internal stimuli, orientation on one's own feelings, inner life, implies predictability, order and stability in work.
Neuroticism. Eysenck interpreted neuroticism as emotional instability, high level neuroticism causes low resistance to uncertainty (workers prefer clear, precise instructions, clear rules, structured tasks), the need for support from others, instability of self-esteem associated with work, sensitivity to successes and failures, sensitivity to threats. The physiological basis of temperament are basic properties of the nervous system :
1) Strength - weakness;
2) Balance - imbalance;
3) Mobility - inertia.
2. Mental processes, properties, states.
Feel is a simple mental process. The sensation reflects the individual properties of objects and phenomena of the surrounding world and the internal state of a person.
Perception involves the reflection in the human mind of integral objects and phenomena. Stand out:
· Visual;
· Hearing;
· Taste;
temperature;
· Olfactory;
· Vibrating;
· Painful sensations;
· Feeling of balance;
· Feeling of acceleration.
For organizational behavior, the concept is important threshold. If the stimulus is not strong enough, then the sensation does not arise. The difference threshold for weight is an increase of 1/30 of the original weight. In relation to light it is 1/100, to sound it is 1/10. The selectivity of perception plays both a positive role (the most significant signals are identified) and a negative role (information loss is possible).
Apperception- dependence of perception on the general content of a person's mental life, his experience, interests, orientation.
Under reflection organizational behavior refers to a person's awareness of how he is perceived by partners. Describing the situational communication of certain John and Henry, the researchers argue that at least 6 people are given in this situation. John as he really is, John as he sees himself and John as Henry sees him. Accordingly, 3 positions from Henry. In the condition of information deficiency, people begin to attribute to each other both the causes of behavior and other characteristics. People tend to reason. A bad person has bad traits good man- good. The idea of contrast representations is that when negative traits are attributed to a bad person, the perceiving person himself, by contrast, evaluates himself as a carrier of positive traits.
attraction- arising from the perception of a person by a person, the attractiveness of one of them for another.
Thinking- mediated and generalized reflection of essential regular connections and relationships. Subordinates can differ from each other in criticality, breadth, independence, logic and flexibility of thinking. The listed features of the thinking of subordinates should be taken into account by the leader when setting tasks, delegating functions, predicting the reserves of mental activity. Complex creative tasks require additional efforts to solve them. At the same time, they use ways to activate thinking :
1. Reformulation of the problem, graphical expression of conditions;
2. The use of non-production associations (leading questions of a leader or colleague can contribute to solving problems);
3. Creation of optimal motivation (sustainable motivation contributes to problem solving);
4. Decrease in criticality in relation to own decisions.
Attention- the orientation of the psyche to a specific object, which has a stable or situational value. Kinds:
· Involuntary;
· Arbitrary.
Often the organization solves the problem of attracting the involuntary attention of customers to a new product or service. involuntary attention defined:
a) Features of the stimulus (intensity, contrast, novelty);
b) Compliance of the external stimulus with the internal state and needs of the person;
c) Feelings (interest, entertainment);
d) previous experience;
e) The general orientation of the personality.
Arbitrary attention determined by the goals and objectives of the activity, efforts of will.
Memory- the processes of organizing and preserving past experience, making it possible to reuse it in activities. Memory processes:
· Memorization;
· Preservation;
· Reproduction;
· Forgetting.
According to the duration of the preservation of the material, short-term and long-term memory are distinguished. Arbitrary (purposeful) and involuntary memorization, preservation and reproduction are also possible.
Rules of involuntary memorization :
1. It is better to remember the material related to the content of the main goal of the activity;
2. The material that requires active mental work is remembered better;
3. Great interest is the best memory.
Arbitrary memorization techniques :
1. Make a plan for the material to be memorized;
2. Comparison of classification and systematization - contributes to the memorization of the material;
3. Repetition must be meaningful and conscious, etc.
Will- regulation by a person of his behavior, expressed in the ability to overcome external and internal difficulties in the performance of purposeful actions. For the organization, such strong-willed qualities of employees as determination, purposefulness, perseverance, independence and initiative are important. A significant problem for the organization can be the indecisiveness of the staff due to lack of information, the struggle of motives, the peculiarities of the person's temperament, etc.
Emotions- reflect the subjective meaning for a person, objects and phenomena in specific conditions. Allocate emotional reactions :
· Emotional response;
Emotional outburst;
· Affect (over-emotional reaction).
Emotional condition :
· Mood;
· Stress;
· Manifestation, for example, of a sense of duty, patriotism, etc.
The leader must know how certain emotions and feelings arise.
Stress- a set of protective reactions of the body, a state of tension that occurs in difficult life situations. The effect of stress intensity on individual human activity is shown in the figure.
In the destructive zone to the opposite effect. Therefore, we can conclude that there is an optimal level of stress that ensures high performance. To overcome stress, its causes are identified (see diagram).Motivation of labor behavior.
Labor behavior determined by the interaction of various internal and external motivating forces. Internal motivating forces :
· Needs;
· Interests;
· Desires;
· aspirations;
· Values;
Value orientations;
· Ideals;
· Motives.
The listed components are structural elements of the process of motivation of labor activity.
Motivation process- this is the process of formation, functioning of internal motive forces that determine labor behavior. The deepest source of motivation for a person's labor behavior is needs, which are understood as the need, the need for something for an employee, a team. There is a tradition of dividing needs into primary (natural and material) and secondary (social and moral). The relationship between these types of needs is complex, which contributed to the emergence various social technologies:
1. Primary needs weigh more than secondary needs. The most famous such theory is Maslow's theory of needs, in which all needs are divided into 5 steps:
Physiological needs
The need for security is primary
The need for social connections
The need for self esteem
The need for self-expression secondary
2. Primary and secondary needs are equivalent, equally weighty. Their simultaneous implementation gives effective and acceptable motives for work.
3. In the absence of the ability to satisfy the primary need, their motivational functions are transferred to secondary needs (outside of motives, human activity is not possible).
4. In the real mechanism of labor activity motivations, primary and secondary needs are difficult to distinguish, often coincide with each other. So wages are a condition not only for material, but also for spiritual consumption. Orientation to authority and career is often a converted form of striving for material prospects.
5. Secondary needs weigh more than primary needs. In some cases, the material cannot replace and compensate for the moral. financial incentive significantly refracted through the moral nature of man.
Personal Needs appear in the form:
1) Material needs (food, clothing, housing, personal security, rest);
2) Spiritual (intellectual) needs (in knowledge, in familiarization with culture, science, art);
3) Social needs associated with a person's relationship with other members of society.
Personal needs may be:
· Conscious;
· Unconscious.
Only a conscious need becomes a stimulus and regulator of labor behavior. In this case, the needs acquire a specific form of interest in those activities, objects and subjects. Any need can give rise to a variety of interests.
Need shows what a person needs, and interest How to act to meet this need. In the process of labor activity, collective (group) and personal interests constantly collide. The task of any team is to provide an optimal combination of interests. The types of collective interests are:
· Corporate;
departmental interests.
A mismatch of interests is observed when corporate interests prevail over public interests (in this case, departmental (collective, group) egoism).
Other important elements of the process of labor motivation are values and value orientation.
Values- a person's idea of \u200b\u200bsignificant phenomena and objects for him, about the main goals of life and work. And also about the means to achieve the goal. Values may or may not correspond to the content of the needs of interests. Values are not a cast of needs and interests, but an ideal representation that does not always correspond to them.
The orientation of the personality to certain values of material, spiritual culture characterizes it. value orientations, which serve as a guide in the behavior of the individual. There are values-goals (terminal) and values-means (instrumental). The former reflect the strategic goals of human existence (health, interesting work, love, material security). The latter are means to achieve the goal (a sense of duty, a strong will, the ability to keep one's word, etc.), and can also represent a person's beliefs (moral - immoral, good - bad). Among internal stimuli, the motive is the link preceding the action.
Under motive is understood as a state of predisposition, readiness, inclination of a person to act in one way or another.
Predisposition- the internal position of the employee in relation to various objects and situations.
motive means by which a person explains and justifies his behavior. Motives give personal meaning to the work situation. Stable readiness for certain actions is expressed by the concept installation.
Functions of motives :
1) Orienting (the motive directs the behavior of the employee in a situation of choosing options for this behavior);
2) Meaningful (the motive determines the subjective significance of this behavior for the employee, revealing its personal meaning);
3) mediating (the motive is born at the junction of internal and external motivating forces, mediating their influence on behavior);
4) Mobilizing (the motive mobilizes the forces of the employee for the implementation of significant activities for him);
5) Justifying (a person justifies his behavior).
There are the following types of motives :
Motives of motivation (true real motives that activate to action);
Motives of judgment (proclaimed, openly recognized, carry the function of explaining their behavior to themselves and others);
Motives of the brake (they keep from certain actions, human activity is justified simultaneously by several motives or a motivational core).
The structure of the motivational core varies depending on the specific working conditions:
1) The situation of choosing a specialty or place of work;
2) Daily work situation;
3) Situation of change of place of work or profession;
4) The innovative situation is associated with a change in the characteristics of the working environment;
5) Conflict situation.
For example, for everyday work behavior, the motivational core includes the following motives:
a) Motivations for providing the most important social needs first;
b) The motives of recognition, that is, the desire of a person to combine his functional activity with a certain occupation.
c) Motives of prestige, the desire of the employee to realize his social role, to occupy a worthy social status.
The mechanism of regulation of labor behavior.
Social norms play a significant role in the value regulation of labor behavior. Values set the direction of human behavior, and norms regulate specific actions and actions. The norms prescribe to the employee official and permissible actions in the sphere of work. Social norms are formed on the basis of the values of the labor collective. Their purpose is to ensure that employee behavior is consistent with shared collective values. Performing a prescriptive function, the norm sets the employee a certain official type of behavior. Dependence on the method of establishing the norm is divided into:
Legal (legislative);
Professionally official (role prescriptions fixed in job descriptions);
Moral (reflect the ideals of social justice).
Conflicts. Conflict Management.
Conflict- this is a disagreement between two or more parties, when each side tries to make sure that its views or goals are accepted, and prevent the other side from doing the same.
Conflict- this is one of the forms of interaction between people and groups, in which the actions of one side, colliding with the other, impede the realization of the goal.
The conflict should be distinguished from the usual contradictions (simple disagreement, disagreement of positions, opposition of opinions on a particular issue).
A labor dispute arises when :
a) The contradiction reflects the mutually exclusive positions of the subjects;
b) The degree of confrontation is quite high;
c) The contradiction is understandable or incomprehensible;
d) Controversy arises instantly, unexpectedly, or accumulates for a long time before social clashes arise.
Subjects and participants of the conflict.
These two concepts are not always identical.
Subject of the conflict- an active party capable of creating a conflict situation and influencing the course of the conflict in accordance with its interests.
Participant in the conflict Maybe:
a) Consciously or not fully aware of the goals, objectives of the confrontation to take part in the conflict;
b) To be accidentally or against his will involved in the conflict.
During the conflict, the statuses of participants and subjects of the conflict may change places.
Participants in the conflict distinguish:
· Direct;
· Indirect.
Indirect participants pursue their own interests and may:
Provoke conflict and contribute to its development;
· Contribute to the reduction of the intensity of the conflict and its complete cessation;
Support one or the other side of the conflict, or both sides at the same time.
The term " side of the conflict» includes both direct and indirect participants in the conflict. As the primary subjects of the labor conflict are individual workers, labor groups, teams of organizations, if their goals collide in the labor process and in distribution relations. It is they who are aware of and fundamentally relate to the emerging contradictions. Participants join the conflict for a variety of motives (interested attitude, support of the right side, just a desire to participate in events).
Organizational conflict can take many forms. But regardless of the nature of the conflict, managers must be able to analyze it, understand and manage it.
Classification of organizational conflicts.
Classification can be carried out according to a number of criteria:
I. By the number of participants:
· Intrapersonal;
· Interpersonal;
· Between the individual and the group;
· Intergroup;
· Interorganizational.
II. Membership status:
· Horizontal (between parties having the same social status);
· Vertical (between parties located at different levels of the management hierarchy).
III. According to the features of social relations:
Business (about the functions performed);
Emotional (associated with personal rejection).
IV. According to the severity of conflicts:
· Open;
Hidden (latent).
V. By organizational design:
· Natural;
Organizationally formalized (requirements are recorded in writing).
VI. By predominant impact on the organization:
· Destructive (slow down the activities of the organization);
Constructive (contribute to the development of the organization).
The structure of the conflict.
Components elements of conflict are:
1. Opponents– subjects and participants of the conflict;
2. Conflict situation- the basis for the conflict;
3. Object of conflict- the specific cause of the conflict, its driving force. Objects can be of three types:
1) Objects that cannot be divided into parts;
2) Objects that can be divided in various proportions between participants;
3) Objects that participants can own jointly.
4. Cause of conflict- can be internal and external, objective and subjective.
objective :
· Limited resources;
Structural dependence of participants production process from each other and other things.
subjective :
· Differences in values, in value orientations, norms of behavior of employees;
· Personal characteristics of character.
5. Incident- a formal reason for the start of a direct clash of the parties. It can happen accidentally or can be provoked by the actors of the conflict. The incident marks the transition of the conflict to a new quality, while it is possible 3 options for the behavior of the parties to the conflict :
· The parties seek to resolve the differences that have arisen and find a compromise solution;
One of the parties pretends that nothing happened (avoidance of the conflict);
· The incident becomes a signal for the start of open clashes.
Stages of the conflict.
The first stage is pre-conflict (hidden). At this stage, the participants evaluate their resources and look for supporters.
The second stage of development (conflict perception). People feel potential disagreements, irritation, anger, anxiety. The feeling of anxiety is evidence of the perception of the situation as a conflict. Threats are related to the fact that the other side hinders the achievement of goals, blocks intentions and means to achieve goals. The parties have doubts about whether they can trust each other.
The third stage of open conflict. It is characterized by statements, actions and reactions of the conflicting parties. This stage begins with a clearly defined challenge (threat) and ends with a critical point (peak, climax) of the conflict.
The fourth stage is conflict resolution. exit from conflict situation possible when the causes of the conflict are eliminated. This requires negotiations. If the parties cannot agree, then it is possible to involve intermediaries, use a conciliation commission, and resort to labor arbitration. A special division has been created under the Ministry of Labor - a conflict resolution service that has its own structures in the regions.
Reasons for the conflict.
See diagram " Sources of conflict ».
The first step in conflict management is to understand its sources. After determining the causes of the conflict, the leader must minimize the number of participants. If in the process of conflict analysis the leader cannot establish its natural sources, then it is possible to involve his competent specialists and experts. There are three points of view regarding the conflict :
1. The manager believes that the conflict is not needed and only harms the organization. The task of the manager is to eliminate the conflict by any means;
2. The manager believes that conflict is an undesirable but common by-product of the organization. The task of the manager is to resolve the conflict;
3. The manager believes that conflict is not only inevitable, but necessary and potentially beneficial.
Depending on what point of view the manager adheres to, the procedure for overcoming the conflict depends. Conflict management methods are divided into 2 groups :
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Of particular difficulty for managers is finding ways to resolve interpersonal conflicts. There are several behavioral strategies and corresponding tactics of a manager's behavior in a conflict situation. The manager's behavior in a conflict situation has essentially two independent dimensions.
Strategies :
Assertiveness (perseverance). The strategy is aimed at realizing one's own interests, achieving one's own, often mercantile, goals.
Partnership (cooperativeness). It is characterized by the behavior of the individual, the direction of taking into account the interests of other persons. This is a strategy of consent, search and increase of common interests.
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The combination of strategies with varying degrees of their severity is determined by 5 Essential Tactics for Managing Interpersonal Conflicts :
1) Avoidance Tactics. The manager's actions are aimed at getting out of the situation without giving in, but not insisting on his own, refraining from entering into disputes and discussions, from expressing his position. In response to the presentation of charges to the manager, he transfers the conversation to another topic, denies the existence of a conflict, considers it useless.
2) confrontation characterized by the desire of the manager to insist on his own way by openly fighting for his interests, taking a tough position of irreconcilable antagonism in case of resistance, the use of power, coercion, pressure, the use of dependence, the tendency to perceive the situation as a matter of victory or defeat.
3) concession. In this case, the manager is ready to give in, neglecting his own interests. Avoid discussing controversial issues, agree with the claims of the opposite side. Seeks to support the partner, emphasizing common interests and hushing up differences.
4) Cooperation- this tactic is characterized by the search for solutions that satisfy both the interests of the manager and the other person in the course of an open and frank exchange of views about the problem.
5) Compromise characterized by the desire of the manager to settle disagreements, giving in something in exchange for concessions to another, the search for average solutions in which no one loses much, but does not win much, the interests of the manager and the opposite side are not disclosed.
There are others conflict resolution management styles :
1) Solution to the problem. It is characterized by the recognition of differences of opinion and the willingness to get acquainted with other points of view in order to understand the causes of the conflict and resolve it in a way acceptable to all parties. The manager does not achieve his goal at the expense of others, but is looking for the best way to resolve the problem that caused the conflict.
2) Coordination– coordination of tactical sub-goals and behavior in the interests of main goal or solving a common problem. At the same time, conflicts are resolved with less cost and effort.
3) Integrative problem solving. The way out of the conflict is based on such a solution to the problem that suits the conflicting parties. This is one of the most successful strategies, as the manager comes closest to resolving the conditions that gave rise to the conflict.
4) Confrontation- this is a way to resolve the conflict by putting the problem on public display, all parties to the conflict are involved. The manager and the other party are confronting the problem, not each other. Public and open discussions are one of the effective means of conflict management.
The main task of the manager is to identify the conflict and enter into it at an early stage. It has been established that if a manager enters into a conflict at the initial stage, then the conflict is resolved in 92% of cases, at the phase of the rise of the conflict in 46%, and at the “peak” stage, when passions are heated to the limit, the conflict is resolved with difficulty.
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1.1 - leadership style: the manager is not focused on either work or people, strives to keep the position;
9.1 - the style is focused on people, even to the detriment of work;
5.5 – flexible combination (on average), work and people orientation;
9.9 - the most optimal leadership style, democratic, both production and personal problems are discussed.
Adaptation- means the inclusion of an employee in a new material and social environment for him. At the same time, mutual adaptation of the worker and the environment is observed.
Entering the enterprise, the employee has certain goals, needs, values, norms, attitudes of behavior and imposes certain requirements on the enterprise (the content of labor, working conditions, the level of remuneration).
The enterprise, in turn, has its own goals and objectives, and imposes certain requirements on the education, qualifications, productivity, and discipline of the employee. It expects the employee to comply with the rules, social norms and traditions of the enterprise. Requirements for an employee are usually reflected in the relevant role prescriptions ( job descriptions). In addition to the professional role, the employee at the enterprise performs a number of social roles (becomes a colleague, subordinate or leader, member of a trade union organization).
The process of adaptation will be the more successful, the more values and norms of behavior of the enterprise become at the same time the values and norms of behavior of the employee.
There are adaptations:
· Primary;
Secondary.
Primary adaptation occurs on initial entry. young man V labor activity.
Secondary adaptation associated with the transition of an employee to a new workplace (with or without a change of profession), as well as with a significant change in the working environment (technical, economic, social elements of the environment may change).
By the nature of the inclusion of the employee in the changed working environment, adaptation can be :
· Voluntary;
· Forced (mainly at the initiative of the administration).
Labor adaptation has a complex structure, in which there are:
1) Psychophysiological adaptation- the process of mastering and adapting an employee to sanitary and hygienic conditions in a new place.
2) Socio-psychological adaptation associated with the inclusion of the employee in the system of relationships of the team with its traditions, norms of life, value orientations.
3) Professional adaptation expressed in the level of mastery of professional skills and abilities by the employee, labor functions.
IN the process of adaptation, the employee goes through several stages :
1st stage of familiarization. The employee receives information about the new working environment, about the criteria for evaluating his various actions, about the standards and norms of labor behavior.
2nd stage of adaptation. The employee evaluates the information received and decides on the reorientation of his behavior, on the recognition of the main elements new system values. At the same time, the employee retains many of the previous settings.
3rd stage of identification, that is, the complete adaptation of the employee to the new working environment. At this stage, the employee identifies personal goals and objectives with the goals and objectives of the enterprise.
According to the level of identification, 3 groups of workers are distinguished :
· Indifferent;
· Partially identified;
· Fully identified.
The success of the adaptation of workers is judged by:
· Objective indicators characterizing the actual behavior of an employee in his profession (for example, in terms of work efficiency, assessed as successful and high-quality completion of a task).
· subjective indicators characterizing social well-being workers. These indicators are measured on the basis of a questionnaire survey by establishing, for example, the level of employee satisfaction with various aspects of labor, the desire to continue working at this enterprise.
In different professional groups, there are different periods of adaptation (from several weeks to several months). The adaptation period for the team leader should be significantly shorter than for subordinates.
The success of adaptation depends on a number of factors:
I. Personal factors:
· Socio-demographic characteristics;
· Socially determined factors (education, experience, qualifications);
Psychological factors (level of claims, self-perception), etc.
II. Production factors- these are, in fact, elements of the production environment (including, for example, the nature and content of the work of a given profession, the level of organization of working conditions, etc.).
III. Social factors :
· Norms of relationships in the team;
· Rules work schedule and etc.
IV. Economic forces :
· The amount of wages;
· Various additional payments, etc.
The professional task of organizational behavior specialists is to manage the adaptation process, which includes:
1. Measuring the level of adaptation of various groups of workers;
2. Identification of factors most influencing the terms of adaptation;
3. Regulation of the adaptation process based on the identified factors;
4. Stage-by-stage control of adaptation of workers.
Labor collective (group behavior).
The backbone of any organization is the workforce. People unite in organizations in order to jointly carry out labor activity, which has significant advantages over individual activity.
The labor collective of the organization acts in the following capacities :
1) As social organization. It is a variety public institution and is characterized by a management hierarchy.
2) As social community. It acts as an element in the social structure of society, indicating the presence of various social strata.
Criteria for the classification of labor collectives:
I. Ownership:
· State;
· Mixed;
· Private.
II. Activity:
· Production;
· Non-manufacturing.
III. Time Criteria:
· Continuous activity;
· Temporary labor collectives.
IV. By association:
· Top level (collective of all organizations);
Intermediate (subdivisions);
· Primary (department).
V. Functions:
target;
Satisfaction of social needs;
· Socially-integrative function;
· Participation in the life of the region.
VI. Social structures:
· Production and functional;
· Socio-professional;
· Socio-economic;
· Socio-psychological;
· Socio-demographic;
· Socio-organizational.
VII. Cohesion:
· Cohesive;
· Dissected;
· Disconnected.
The most important functions of the labor collective.
Labor collectives implement the following main functions:
target- a fundamental function, for the implementation of which a labor collective is created.
Conditions of social needs are implemented in providing employees with material benefits, in meeting the needs of team members in communication, in advanced training, developing abilities, raising status, etc.
Social integrative function is realized as a result of team building in order to achieve the set goal, for the sake of influencing the behavior of employees and accepting certain values and norms of the team.
Participation in the industrial, economic, social life of the region within which the workforce operates. An optimal combination of all these functions is necessary, since the labor behavior of workers depends on their coordination. With the optimal combination of these functions, the enterprise is able to produce high-quality products and provide for the spiritual and material needs of both members of the workforce and residents of the country's region.
The social structure of the labor collective.
The social structure of the labor collective- the totality of its elements and the relationship between these elements. As items social structure act social groups, which is a collection of individuals with different social signs. The following most important social structures are distinguished :
1) Production and functional structure consists of production units, within which production and functional relations are formed between members of the team. These relationships can be horizontal (relationships between employees with the same social status) and vertical nature (relationships between workers with different social status). As a result of such a combination of relationships in the work team, on the one hand, a feeling of mutual responsibility, cooperation, competitiveness, etc. arises, and on the other hand, the relationship between leaders and subordinates.
2) Socio-professional structure. Team members are people of different professions, different qualifications and not the same way of thinking. Professional qualification differences have a significant impact on social relations between team members on their mutual understanding and ultimately significantly affects labor behavior.
3) Socio-economic structure. Members of the labor collective, the difference in wages, rights, property, profit sharing, working conditions, etc. As a result, in the workforce economic relations between team members can be social partnership or the nature of the conflict (confrontation). All this significantly affects the labor behavior of the employee.
4) Socio-psychological structure. It is formed on the basis of personal sympathies, friendship, common value orientations, hobbies and interests. This is, in fact, an informal structure that exists due to the fact that the labor collective is a complex world of socio-psychological relations.
5) Socio-demographic structure It manifests itself in the interaction of a set of groups depending on gender, age, marital status, work experience. Each of these groups has its own value orientations and behavioral characteristics.
6) Socio-organizational structures. Teams are formed by those operating at the enterprise public organizations.
folding labor Relations in a team are determined by a significant degree of the social structure of the work team and are a complex interweaving and interpenetration of various relations.
Intra-collective cohesion and its impact
on performance efficiency.
Team Cohesion is an important social characteristic. Intra-collective cohesion is the unity of the labor behavior of the members of the team, based on the commonality of interests, values and norms of behavior. This is an integral characteristic of the team. The constituent elements that are the harmony of the members of the team, their responsibility and duty to each other, coordination of actions and mutual assistance in the labor process. In the process of rallying the labor collective, a unity of interests, norms of labor behavior, and collective values are being formed. The result of the rallying process is manifested in the unity of opinions of the team members, in the attraction of employees to each other, help and support. As a result, a kind of cohesive atmosphere is created. Depending on the level of cohesion, labor collectives are divided into:
1) Close-knit work teams are characterized by the stability of their composition, the maintenance of friendly contacts during working and non-working hours, a high level of labor and social activity, and high production indicators. As a result, a collective self-awareness arises that determines the labor behavior of workers.
2) Dismembered work teams characterized by the presence of a number of socio-psychological groups that are unfriendly to each other. These teams are characterized by a wide variation in indicators of discipline and initiative.
3) Fragmented work teams- functional relations dominate, and socio-psychological contacts are not developed. These teams are characterized by high staff turnover and conflict.
To assess the level of cohesion of the workforce, such private indicators as the coefficients of actual and potential staff turnover, the number of violations of labor and technological discipline, the number of conflicts, group indices of sociometric status and emotional expansiveness are used.
Factors of cohesion of the labor collective.
It is possible to regulate the level of cohesion of the labor collective based on the impact on cohesion factors. These factors are divided into:
· Local.
TO common factors include the form of ownership of the means of production, the nature of labor, the features of the economic mechanism, sociocultural attributes (values, norms, traditions), which together act at the macro level.
Local factors can be grouped into 4 groups:
1. Organizational and technical;
2. Economic;
3. Socio-psychological;
4. Psychological.
Organizational and technical factors are associated with the technical components of the enterprise and are characterized by the level of organization of production (creating conditions for rhythmic work, providing jobs with material elements of labor, a service system, etc.) and labor (the choice of one or another form of organization of the labor process: individual or collective), spatial the location of jobs (the frequency of contacts between employees depends, they determine the ways of communication in the labor process), the organizational order (they characterize the functional relationships and connections existing in the team).
Economic forces are characterized by the forms and systems of remuneration used at the enterprise, features of bonuses. Here it is important that employees perceive the existing distribution relations in the team as fair and participate in this process.
Socio-psychological factors include in their composition social and production informing the members of the team (consists in bringing to each employee common goals, tasks, norms, methods of definition, etc.). These factors determine the psychological climate of the team (the emotional mood of the team, the socio-psychological atmosphere in the team, which can be favorable and unfavorable, optimal and suboptimal). These factors are also determined by the leadership style, that is, the behavior of the leader, his organizational skills, and the ability to work with people.
Psychological factors are manifested in the psychological compatibility of its members, a favorable combination of the properties of employees that contribute to the effectiveness of joint activities.
There are two types of compatibility :
· Psychological compatibility, which involves the optimal combination of personal psychological properties (character traits, temperament, abilities, etc.).
· Psychophysiological compatibility, which is associated with the synchronism of the individual mental activity of workers, with the level of development of their mental processes (perception, thinking, attention, etc.).
Negotiation.
Negotiation is the search process joint decisions two or more parties with different points of view, preferences, priorities. Negotiations are seen as a search for reconciliation of common and conflicting interests.
Initial terms of negotiations :
· Interdependence;
· Incomplete antagonism or incomplete cooperation.
Negotiations are not needed in the following cases :
1. If you have the ability to give orders or the right to instruct.
2. If a consultant expresses a point of view that does not coincide with yours.
3. If there is a third party that soberly assesses the situation and has the ability to accept general solutions or impose certain solutions.
First of all, it is necessary to highlight those situations in which negotiations are inappropriate. This will save time.
Negotiation options:
the subject of negotiations;
· Area of interest;
· Time frame;
· Topics of negotiations.
Proper assessment of these parameters and their control allows you to guarantee better results of the negotiations.
Stages of the negotiation process.
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Thorough preparation is a prerequisite for the successful completion of negotiations. It is necessary to begin with the collection of information that will allow you to clarify the purpose of the negotiations, establish what agreement should be reached, and determine the best way to achieve it. At the stage of preparation of negotiations, it is necessary to highlight best ways their conduct. Negotiations can be built in a non-directive way or with a predominance of directive methods.
Non-directive ways of negotiating involve:
1) Readiness for an agreement (at least temporarily), that is, an agreement with what the opponent offers.
2) Willingness to change one's own opinion, when this contributes to a constructive resolution of a critical situation and does not contradict the fundamental principles of the party that is ready to change its mind.
3) Refusal to criticize the personality of the opponent and everything that affects his pride.
4) Emphasizing the non-substantive business side of the negotiations.
5) Selection and consolidation of statements that contribute to a constructive decision and agreement.
6) The ability to listen to the opponent, using the principle of repetition of statements for a better understanding of the parties.
7) Refusal to openly interpret (evaluate) the motives and intentions of opponents.
8) Statement of open questions, devoid of ambiguity and subtext.
One of the theories of negotiation is based on highlighting the characteristics of the intermediate stages and results of negotiations. These characteristics include an estimate of gains and losses. In this case, you need to plan 2 types of actions, namely the assumption of obligations and threats.
The first type is obligations. It involves taking on obligations, as well as informing the opponent about existing circumstances. These circumstances should convince the opponent of the impossibility of making further concessions to the opposing side.
The second type is threats. It is the demonstrated ability and willingness to inflict damage on the opponent. In this case, the method " show of force". In fact, this is a demonstration of the possibility of controlling the pace and time of negotiations.
The effectiveness of negotiations largely depends on the self-control of the participants and control over the course of negotiations. Can also be selected pressure tactics. At the same time, the task is to create a situation where one of the parties is forced to make concessions.
This tactic involves:
1) Refusal to negotiate;
2) Overstatement of requirements (at the beginning of negotiations);
3) Increasing demands in the negotiation process;
4) Delaying negotiations.
Pressure tactics are effective only in rare cases. At the same time, when preparing for negotiations, it is necessary to provide for the possibility of the parties switching to different methods of negotiating.
Negotiation process.
In the process of negotiations, parties with different positions express them, discuss, argue and come to an agreement. The main tasks of the individual steps of the negotiation process are presented in the table.
The key to success in negotiations is the ability and skills to conduct them:
1. Drawing a clear line between opponents as a person and the issue under discussion.
2. It is necessary to look at the problem through the eyes of the opponent. The opponent has certain needs, interests, attitudes, prejudices, takes a certain position.
3. Emphasis on the ability to satisfy the opponent, and not on the interests that he wants to defend.
4. Joint development of alternatives.
5. Search for an objective measure that allows you to evaluate the decisions made.
In order to reach an agreement, the negotiator must be able to :
1. Clearly state your positions.
2. Listen to the description of the situation given by the opponent.
3. Offer a solution.
4. Listen to solutions (perceive) proposed by other participants in the negotiations.
5. Discuss proposed solutions and, if necessary, be prepared to change your position.
6. Have a good command of the language in which negotiations are being conducted or be able to work effectively with an interpreter.
Thus, important skills in any negotiation are the ability to express, listen, suggest and change. The outcome of a negotiation often depends on the people involved. At the same time, people with the necessary skills and abilities achieve much more in negotiations. The ability of its participants to fix identification signals has a significant impact on the results of negotiations (it is important to understand what “no” means for participants in negotiations).
Negotiations completed. Is the refusal to conclude a deal final or is it a technique by which opponents try to achieve favorable conditions and put the other side in a hopeless situation.
Individual words, phrase construction, gestures, facial expressions, movements and actions can be identification signals when interpreting “no”. Professionals with experience in negotiating clearly determine whether “no” means the end of negotiations or “no” is “yes”, but under some conditions. For accurate fixation of identification signals from the situation of negotiation, it is necessary not to lose sight of all the participants in the negotiations and to observe their reactions and movements.
Behavioral features of the negotiation process strongly depend on the subject and conditions of negotiation.
Conducting negotiations in critical situations.
A critical situation is created when the organization is threatened with the loss of significant values (threat of financial damage, prosecution, loss of sales markets, public discrimination of the product, etc.).
When negotiating under these conditions, take into account :
1) A critical situation causes strong negative emotions in the negotiators (anxiety, fear, anger, a sense of threat, etc.).
2) The intensity of negative emotions depends on the characteristics of the perception of a critical situation by the negotiators and is determined by:
a) The value of the object under threat ( cash, company reputation, trade secret, health, etc.);
b) The probability of total or partial loss of this object;
c) lack of time needed to solve the problem;
d) Personal characteristics of the negotiators.
3) Negative emotions make it difficult and distort the exchange of information, its perception by the negotiators;
4) The behavior of people negotiating in a critical situation can contribute to its aggravation:
a) Negotiators deliberately narrow and distort information;
b) Negotiators avoid joint solutions to problems in the negotiation process or hinder their achievement.
A way out of the critical situation that has developed in the negotiations is possible by attracting a third party (a neutral participant). In this case, the intermediary:
a) Optimizes the exchange of information, filtering out emotionally rich and destructive information;
b) Facilitates decision making by breaking down problems and reformulating questions;
c) Helps the parties to make concessions to each other without damaging their prestige;
d) Acts as a guarantor of the implementation of the agreement and thereby increases its value.
In a critical situation, non-directive methods of negotiating turn out to be the most effective (See above).
Negotiations on the financing of new production, associated with risk.
Of the 100 cases of such negotiations, 10 end with the agreement of the capital owners for further consideration of the possibility of their entry into the case, and only 1 case ends with the conclusion of a deal. In negotiations of this type, entrepreneurs should take into account 3 groups of factors that encourage investors to risk capital investments:
a) Mental characteristics of investors (groups of investors):
· Temperament;
· Character;
The established line of conduct;
· Propensity to take risks, etc.;
b) An exceptional opportunity to achieve, receive, acquire, control, manage something;
c) Probable excess profit from investments of capital.
Consistently using one or more motivating factors in a negotiation leads to better outcomes.
a) Take an offensive stance and present their actions as a search for the most suitable investor;
b) Give concrete facts demonstrating the viability of the proposed investment project.
Negotiating contracts.
There are 4 groups of factors that determine the results of contract negotiations:
1) Factors characterizing economic conditions external to the firm, these include:
a) Conditions of competition;
b) Legislative restrictions;
c) National specificity when concluding contracts between firms of different countries.
2) Features of the organizational structure of firms participating in the negotiations:
a) Scale production activities;
b) The amount of income;
c) Degree of formalization management processes;
d) Degree of management decentralization.
3) Features of the participation and interaction of various management services in the process of concluding a contract. Opposing interests of employees and services of the company can have a significant impact on the process and results of negotiations.
4) Personal characteristics of persons participating in the negotiations:
a) Sex, age, education;
b) General psychophysical condition;
c) Personal interests;
d) Attitudes, stereotypes.
The negotiation process largely determines the nature of the contract. When preparing for negotiations, you should:
· Collect the necessary and sufficient information about the reliability of the future partner, about the possibility of concluding a contract with other partners;
Determine the desired outcome of the negotiations;
· Develop a negotiating strategy, including the allowable level of concessions, as well as the sequence of offers and concessions.
The organization carries out the restructuring of production in connection with the introduction of new products. In these conditions, the task of adapting new employees is acute. It is necessary to determine:
1. What types of adaptation come to the fore, and what factors determine them;
2. Rank the factors using the method of pairwise comparisons.
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Changes in the organization. Innovations.
The organization focuses its efforts on change if new strategies have been developed, its effectiveness is declining, it is in a state of crisis, or the management is pursuing its own personal goals. One of the components of the introduction of innovation is development of a new idea by the organization. The author of the idea must:
1) Identify the interest in this group idea, including the consequences of the innovation for the group, the size of the group, the spread of opinions within the group, etc.;
2) Develop a strategy to achieve the goal;
3) Identify alternative strategies;
4) Finally choose the strategy of action;
5) Define a specific detailed action plan.
People tend to have a wary negative attitude towards all changes, since an innovation usually poses a potential threat to habits, ways of thinking, status, etc. Allocate 3 types of potential threats in the implementation of innovations:
a) Economic (decrease in income level or its decrease in the future);
b) Psychological (feeling of uncertainty when changing requirements, responsibilities, work methods);
c) Socio-psychological (loss of prestige, loss of status, etc.).
A specially designed program to overcome resistance to change is required. In some cases when introducing innovations, it is necessary :
a) Provide a guarantee that this will not be associated with a decrease in the income of employees;
b) Invite employees to participate in making decisions about changes;
c) Identify in advance the possible concerns of workers and develop compromise options based on their interests;
d) Implement innovations gradually, on an experimental basis.
The main principles of organizing work with people in innovation are:
1. The principle of informing about the essence of the problem;
2. The principle of preliminary assessment (informing at the preparatory stage about the necessary efforts, predicted difficulties, problems);
3. The principle of initiative from below (it is necessary to distribute responsibility for the success of implementation at all levels);
4. The principle of individual compensation (retraining, psychological training etc.);
5. The principle of typological features of perception and innovation by different people.
There are the following types of people in their attitude to innovation :
1. innovators- people who are characterized by a constant search for opportunities to improve something;
2. Enthusiasts- people who accept the new, regardless of the degree of its development and validity;
3. Rationalists- they accept new ideas only after a thorough analysis of their usefulness, an assessment of the difficulty and possibility of using innovations;
4. Neutrals- people who are not inclined to take a word for one useful proposal;
5. Skeptics- these people can become good controllers of projects and proposals, but they slow down innovations;
6. Conservatives- people who are critical of everything that is not tested by experience, their motto is "no novelties, no changes, no risk";
7. Retrogrades- people who automatically reject everything new (“the old is certainly better than the new”).
Types of possible consequences when changing the organizational structure :
a) Potentially real conflicts in connection with the reorganization of old and the formation of new structural units;
b) The emergence of a conflict of jobs, that is, it arises after a fuzzy definition of rights and obligations, distribution of power and responsibility;
c) Formation among the members of the organization of uncertainty in the future, in the correctness of the chosen course;
d) Changing communications within the organization leads to disruption of information flows, in some cases due to the concealment of information by a number of managers and employees.
Organizational culture.
organizational climate and organizational culture- two terms that serve to describe a set of characteristics inherent in a particular organization and distinguish it from other organizations.
Organizational climate includes less stable characteristics, more subject to external and internal influences. With a common organizational culture of an enterprise organization, the organizational climate in its two departments can vary greatly (depending on the leadership style). Under the influence of organizational culture, the causes of contradictions between managers and subordinates can be eliminated.
The main components of the organizational climate are:
1. Managerial values (the values of managers and the peculiarities of the perception of these values by employees are important for the organizational climate, both within formal and informal groups);
2. Economic conditions(here it is very important to have a fair distribution of relations within the group, whether the team participates in the distribution of bonuses and incentives for employees);
3. Organizational structure (its change leads to a significant change in the organizational climate in the organization);
4. Characteristics of the members of the organization;
5. The size of the organization (in large organizations, greater rigidity and more bureaucracy than in small ones, a creative, innovative climate, a higher level of cohesion is achieved in small organizations);
7. Management style.
IN modern organizations much effort is being put into shaping and studying the organizational climate. There are special methods for its study. It is necessary in the organization to form judgments among employees that the work is difficult, but interesting. In some organizations, the principles of interaction between the manager and the staff were determined and fixed in writing, often increasing the level of team cohesion by organizing joint leisure activities for employees and their families.
Organizational culture- is a complex of the most stable and long-term characteristics of the organization. Organizational culture combines the values and norms inherent in the organization, the styles of management procedures, the concept of technological social development. Organizational culture sets the limits within which confident decision-making is possible at each level of management, the possibility of rational use of the organization's resources, determines responsibility, gives the direction of development, regulates management activities, and contributes to the identification of employees with the organization. Under the influence of organizational culture, the behavior of individual employees is formed. Organizational culture has a significant impact on the effectiveness of the organization.
Basic parameters of organizational culture :
1. Emphasis on external (customer service, customer focus) or internal tasks. Organizations are focused on customer satisfaction, have significant advantages in market economy, differs in competitiveness;
2. The focus of activity on solving organizational problems or on the social aspects of the functioning of the organization;
3. Measures of readiness for risk and the introduction of innovations;
4. The degree of preference for group or individual forms of decision-making, that is, with a team or individually;
5. The degree of subordination of activities to pre-drawn plans;
6. Expressed cooperation or rivalry between individual members and groups in the organization;
7. The degree of simplicity or complexity of organizational procedures;
8. A measure of the loyalty of employees in the organization;
9. The degree of awareness of employees about their role in achieving the goal in the organization
Properties of organizational culture :
1. Collaboration forms the team's ideas about organizational values and ways to follow these values;
2. commonality means that all knowledge, values, attitudes, customs are used by a group or work collective for satisfaction;
3. Hierarchy and Priority, any culture represents a ranking of values, often the absolute values of society are considered the main ones for the team;
4. Consistency, organizational culture is a complex system that combines individual elements into a single whole.
The influence of organizational culture on the organization's activities appears in the following forms:
a) Identification by employees of their own goals with the goals of the organization through the adoption of its norms and values;
b) Implementation of the norms prescribing the desire to achieve the goal;
c) Formation of the organization's development strategy;
d) The unity of the process of implementing the strategy and the evolution of the organizational culture under the influence of the external environment (the structure is changing, therefore, the organizational culture is changing).
Making a managerial decision.
Decision-making– the process of identifying a problem and searching for alternatives in the environment best solution this problem.
The decision is made under the conditions :
a) Certainty (the manager is confident in the results of each of the alternatives, chooses the most effective);
b) Risk (the manager can determine the probability of success for each of the alternatives);
c) Uncertainties (the situation is similar to risk conditions).
Distinguish 2 main types of managerial decisions :
1. Typical tasks, for which the decision algorithm is known;
2. Non-standard tasks - require a creative approach when making a decision.
Other criteria for classifying decisions:
1) By the duration of the consequences of the decision (long-term, medium-term, short-term);
2) By the frequency of decision-making (one-time, recurring);
3) By breadth of coverage (general, concerning all employees and highly specialized);
4) By the form of training (sole, consulting, group);
5) By complexity (simple and complex).
Decision making process:
1. Problem Definition, consists in its detection and evaluation. Problem Detection - realizing that there was a deviation from the established plans, when there are many problems, it is important to choose a priority, which is also connected with the solution of other problems. Problem Assessment- Establishing its scope and nature, when a problem is detected, here it is necessary to assess the severity of the problem and evaluate the means to solve it.
2. Revealing Constraints and Identifying Alternatives. The causes of the problem may lie outside the organization ( external environment that the manager cannot change) and internal problems that the manager can successfully address by establishing a possible alternative solution to these emerging problems.
3. Decision-making, is associated with the choice of an alternative with favorable overall consequences.
4. Solution Implementation consists in concretizing it and bringing it to the performer.
5. control over the execution of the decision, consists in identifying deviations and making adjustments to implement the solution.
Decision-making methods :
A. Informal heuristic methods are based on the individual ability of managers. The methods are based on the manager's intuition, on his logical techniques and methods for choosing the optimal solution. These solutions are operational, but do not guarantee against errors.
b. Collective Methods discussion and decision:
a) A temporary team created to solve a specific problem, competent communicative employees capable of solving creative problems are selected;
b) Brainstorming method ( brainstorming), consists in the joint generation of new ideas and subsequent decision-making;
c) The Delphi method represents multi-level survey procedures, after each round the survey data is finalized and the results are reported to the experts, indicating the location of the assessments. After the assessments stabilize, the survey is terminated and a collective decision is made;
C. Quantitative Methods decision-making use computers for modeling and processing information (linear modeling, dynamic programming, probabilistic statistical models, game theory, etc.).
Implementation of management decisions.
The main elements of the implementation of management decisions:
1. goal setting- the process of developing a discussion and formalization of the goals that employees can achieve. If goals are not defined, then subordinates do not know what is expected of them, what responsibility they bear, they cannot focus on their work, they do not participate in decision-making and lose motivation in stressful activities. The simplified goal-setting model includes, on the one hand, the existing difficulties, and to specify the goals that through the linking mechanism (elements of the linking mechanism: efforts, perseverance, leadership, strategy, plans) affect the execution. On the other hand, performance depends on certain regulators (target commitments, feedback, task complexity, situation). The complexity of management by goals is associated with the complexity of combining the goals of the manager and the subordinate.
2. Familiarization. Performers should receive clear information about who, where, when, in what ways and means should carry out actions. Relevant to the decision.
3. Use of power. Leaders use:
1) Orders;
2) Promises, threats;
3) Regulations, norms, standards;
4. Organization of execution, 2 types of execution:
a) Role performance (within the functions of certain job descriptions);
b) Performance outside of role functions.
5. Control is one of the main elements of the implementation of management decisions.
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