The labor collective and the creation of an effective team. Team performance Team performance Many have decided that

So, to implement changes in the organization, you can create a team. To create a team, you need to know how it is created and formed. You need to choose the right way to create a team. Building a team in itself is not enough to bring about change. The team must act effectively - this is the key to the success of the implementation of change, and to monitor the effectiveness and improve it is the task of managers and managers.

Commands are most effective when:

Development of strategies in conditions of high uncertainty of the environment;

Blurring and multiplicity of criteria for selecting strategic options;

Simultaneous implementation of several strategies;

The need for coordination complex work;

A wide range of opinions of experts regarding the assessment of strategic alternatives;

Conflict of interests of interested parties;

A high degree of resistance to strategic change.

From the general assumptions it is clear that the more uncertain the task, the more effective the team approach, especially in cases where it is necessary to satisfy the various requirements of interested parties. This is obvious, for example, when developing a technological innovation policy, when the choice between alternative development options is based on a detailed study of various data. In this case, there are not always enough facts to determine the final version of the policy or strategy for innovation, support and development, so the opinions and personal vision of the parties involved are taken into account when making a decision. If expertise fails to arrive at the necessary solution to the problems, then compromises between alternative perspectives and the legitimate interests of the parties can be found as a result of teamwork.

The conditions under which teamwork may not be effective are the following:

Teams can work out what suits everyone, not best options problem solution;

Decisions may depend on the level of innovative thinking of team members;

Teamwork may be inappropriate in cases where time is limited for choosing solutions.

Team effectiveness is the degree to which the team achieves its goals, how close the team is to achieving them.

Overall performance in organizations is difficult to measure, and many managers have difficulty evaluating performance because these methods rely on measuring characteristics that cannot be quantified.

The main reasons for the decrease in the effectiveness of the team can be determined by the fact that when the solution to problems is determined in the process of joint discussion, it is likely that extreme, including, possibly, optimal solutions will be excluded.

The result of team work is determined by the degree of progressiveness of the team in terms of its composition, norms and value orientations. The team in which the spirit of invention and originality is a priority tends to be an innovative type of behavior. An innovative type of behavior of an organization is its important competitive advantage, its resource is practically inexhaustible. If price competition is faced with many restrictions, both from the state and business associations, then the possibilities of offering new products and services, changing their quality are constantly supported by the achievements of scientists, engineers, managers, non-standard mental activity of gifted professionals various areas knowledge.

It takes more time to develop a team decision than to make an individual one, since mutual contacts and finding consensus on the decision are assumed.

There are three main factors effective work commands. These include:

Meeting the individual needs of team members;

Successful teamwork;

Solving the tasks assigned to the team.

These elements are interdependent. For example, personal satisfaction depends not only on the successful solution of problems, but also on the quality of relationships in the team, as well as on the social aspects of teamwork. A high level of cohesion can improve the efficiency of the entire organization. Highly cohesive teams have fewer communication problems, fewer misunderstandings, tensions, hostility, and mistrust, and are more productive than non-cohesive teams. However, a negative consequence of high cohesion is team unanimity.

The effectiveness of the strategic change team depends on the following types of work:

Management of the quantitative composition of the team;

Office functional responsibilities team members;

Distribution of functional and team roles.

By managing these types of teamwork, you can monitor the effectiveness of teamwork, increasing efficiency and achieving success in implementing change projects.

From general ideas, it is clear that the effectiveness of very small and very large teams will be less than when a certain optimum size is reached, although the desire to both reduce the number of team members and increase it is justified. In the first case, the speed of intra-team communication increases and, consequently, the speed of task completion. In the second, the inclusion of a larger number of specialists in the team will ensure an increase in the quality of the task. It would be advisable to have a team as small as possible in number, but large enough so that the competence of its members meets the requirements of the task.

The effectiveness of the team is largely determined by the personal qualities of its members and the relationship between them. Everyone should be ready to direct all their abilities, experience and knowledge to the solution of the team problem.

The level of competence, which includes the knowledge, understanding, skills and personal qualities that team members must possess, is determined by the tasks and methods for achieving the goal.

It is necessary to evaluate the relationship between the results of the team’s work and the requirements for the level of competence as often as possible in order to detect in time possible problems and make the necessary changes, organize training, etc.

An effective team can also be characterized by generally accepted criteria for the effectiveness of any organizational structure, but there are specific features that are unique to the team. Distinguish efficiency from positions professional activity on the project and organizational-psychological climate of activity.

In a professional sense, efficiency is, first of all, the focus of the entire team on final result, initiative and creativity in problem solving. High performance and focus on the best option solutions, active and interested discussion of emerging problems complete its characterization.

From the standpoint of the organizational and psychological climate, such a team can be called effective, in which:

Informal atmosphere;

The task is well understood and accepted;

Its members listen to each other;

Discuss tasks in which all members participate;

It is expressed both by their ideas and feelings;

Conflicts and disagreements are present, but expressed and centered around ideas and methods, not personalities;

The group is aware of what it is doing, the decision is based on consensus, not majority vote.

Under these conditions, the team not only successfully fulfills its mission, but also satisfies the personal and interpersonal needs of its members.

The team building process model (Figure 39) includes a description of task characteristics, work structure, individual characteristics, team characteristics, team processes, team building processes, team changes, team activities, individual changes.

Rice. 39– Formation of an effective project team

The immediate result of the output is a completed project with planned characteristics as an indicator of team activity. There are also other intra-team results, which can include team changes (for example, the emergence of new norms) and individual changes (for example, the acquisition of new knowledge, skills), which in turn can affect the improvement of team performance.

UDC 330.332.54

O. V. Gosteva

EVALUATION OF THE PERFORMANCE OF THE PROJECT TEAM

The necessity of evaluating the effectiveness of the work of the project team is substantiated, a critical analysis of the classical methods of personnel assessment and their application for evaluating the project team is carried out.

Keywords Key words: project team, personnel, methods of assessing the work of personnel, tasks of evaluating the project team.

In the modern crisis period, when the survival of the enterprise depends on the efficiency strategic decisions, the effectiveness of management and staff capacity, one of the ways out can be the application of the project approach. The need to improve performance, focus efforts and resources on processes that create value, the need to reduce non-productive costs force the management of enterprises to look for more effective approaches to both project management and project team management. Unfortunately, in the literature on the project approach, a very modest place is given to the management of the project team, and no special distinction is made between the personnel of the enterprise and the project team. But just as there is a fundamental difference between traditional management and project management, there is also a difference between the project team and the staff. Let's consider this point in more detail.

Project management - a special kind management activities, based on the preliminary collegial development of a complex-system model of actions to achieve the original goal and aimed at the implementation of this model.

Project management only at first glance does not differ from traditional management. Functional management focuses on improving the stability of individual operations. Process-oriented management emphasizes the horizontal relationship between separate works and operations, but it also focuses on the stability of the process as a whole, on minimizing process deviations from previously set indicators, and the activity of initiating and goal-setting, planning and designing activities remains aside. Project management shifts focus to systems management and

structures that determine the behavior of its constituent elements, it is aimed at identifying the existing mechanisms of self-government in the system and their full use. The project is a holistic formation, including both control levers and the principles of self-development of the controlled system.

Traditional management is subjective, since the personal qualities of the leader and other active subjects come to the fore in it. The personality factor does make it possible to cope with a difficult problem, but much more often leads to a situation where a group of outstanding people achieve very mediocre results. At the same time, focusing efforts not on individuals, but on the systems and structures that determine the behavior of the team as a whole, allows a group of mediocre performers to achieve very significant success. This is typical for project management, which considers as the main subject of management not individual people, but the project team, "representing something more than the simple sum of its members" .

Thus, project management, being the embodiment of systems approach to management, differs significantly from traditional management, respectively, and personnel management differs from project team management.

What is a project team? There are quite a lot of definitions given by various researchers, let's consider the essence of the team from different positions (Table 1).

The concept of a project team varies depending on the approach, but this does not make it more understandable for practical use.

According to E. Demidov, the following questions are becoming more and more relevant in modern organizations: how to plan and take into account the resources used in the project, primarily the labor of personnel; which of the collaborators

Table 1

Understanding the essence of the project team from the standpoint of various approaches

Approach Essence of the project team (PC)

System CP - the subject of management in relation to the processes and objects of management (subject-object relations) with all its inherent tasks and functions

Project KP - a through developing element of the project implementation technology

Psychological CP is a self-governing and self-developing subject

Personnel management approach KP is a specific group that requires specially trained employees (unique professional competencies, teamwork skills, stress management skills, etc.)

Management approach labor resources KP is an autonomous structural entity with a finite cycle of work

nicknames of the organization is effective, and who is the ballast.

A separate "layer" of problems is associated with the specifics of the personnel working in design organizations. The creative work of a researcher, engineer, designer, "creative" is practically not amenable to rationing; creative individuals generally do not fit well into the framework of the rules and regulations, ranging from “disobedience” to the organization’s work schedule and ending with the form of presenting the results of their work. Their attitude to the material reward of their work is also very diverse, regardless of its quality and complexity. There are, of course, age differences as well. Given the lack of "idea generators", as well as interpreters of these ideas, capable of bringing them to a commercial product, the heads of design organizations have to look for specific approaches to managing a team professional staff, forms and methods of stimulating their fruitful and cost-effective work.

So, design organization tools are needed to manage the cost of individual projects and the organization as a whole, as well as effective means of stimulating professional employees of the organization.

The above problems necessitate the analysis of the effectiveness of the project team. How can this be done?

If we look again at Table. 1, it can be seen that the concept of a project team exists both in personnel management and in human resources management, but it is important to understand that from the point of view of these approaches, a team is considered out of touch with a specific project, but in the process of either preparing personnel for teamwork, or when calculating labor costs (see figure). Thus, we can say that the project team management area is

It is separate from Human Resources Management and Human Resources Management.

Personnel management in relation to the project is an external process and is used in the preparation of potential team members for participation in the project, i.e. teamwork (selection, recruitment, preparation of a database of external specialists for invitation to the project, adaptation, training, certification, promotion on " career ladder”, maintaining corporate culture, motivation, maintaining personnel documentation, dismissal). Human resources management includes the calculation of labor costs, various coefficients and standards that correspond to the specifics of a given enterprise. As can be seen from the above, personnel and human resources management are designed for stable activity and for the individual, and the project team has a different nature and requires different approaches both to management and to evaluating the effectiveness of the team.

The tasks that are solved with the help of personnel assessment are significant for the enterprise as a whole, but are not relevant for the project team, because personnel assessment is an assessment of one employee in isolation from the group or an assessment of the entire enterprise team as a whole. The personal contribution of each team member, of course, matters, but it is important to evaluate how this contribution affected the effectiveness of the project team as a whole.

Let us consider in more detail the concept of personnel assessment and the methods used when working with personnel (Table 2).

From the above definitions, it can be seen that personnel assessment is a process or procedure for comparing a standard with real activity. Personnel assessment solves the following tasks:

Choosing a place in the organizational structure and establishing the functional role of the assessed employee;

Separation of areas of application of approaches to personnel management and project team management

Development of a program for its development;

Determination of the degree of compliance with the specified criteria for remuneration and the establishment of its value;

Definition of ways external motivation worker.

Additional tasks of personnel assessment are as follows:

Establishment feedback with an employee on professional, organizational and other issues;

Satisfying the needs of the employee in assessing their own work and quality characteristics.

It is important for the project team to evaluate the overall performance and the contribution of each team member.

Let's consider the methods that are used to evaluate the personnel, and the possibility of their application to evaluate the work of the project team (Table 3).

Often there is a substitution of the concepts of "personnel assessment", "assessment of types of work", "assessment of the foreign language department", "assessment of labor results" both in concepts and in the methods proposed by various authors. In none of the proposed methods there is a direct assessment of the effectiveness of the group's work, moreover, there is no assessment of the team. The indicators and criteria proposed in the considered methods do not take into account the dynamics of the environment in which the activity takes place.

Classical personnel assessment methods are calculated:

For stable organizational structure, and consequently, on a stable type of activity of the enterprise, which does not correspond to the rapidly changing market conditions and the fierce pressure of competition at the present time;

Stable work that does not require a creative approach, which does not meet the working conditions of the project team;

Evaluation of the work of one employee, not taking into account the effect of the group.

Definition understood

Classical methods of personnel assessment are applicable in the selection or hiring of personnel both for an enterprise and for a project team, when analyzing an employee's personal individual achievements, and when making decisions regarding an employee's career. To assess the effectiveness of the project team, other approaches and methods are needed that would allow the following:

Identify weaknesses in the work of the project team in order to strengthen them in other projects;

Compare the effectiveness of teams with each other, which is especially important for enterprises that carry out standard projects;

Distribute the motivational (bonus) fund in accordance with performance and targeted, make the bonus system transparent;

Take into account the contextual constraints of the project (resistance of the environment, the value of the result, the complexity of the task) and the complexity of the project itself;

Create a system for increasing the level of competencies of potential project team members, taking into account the specifics of the enterprise;

Create a system for increasing the level of maturity of project management in the enterprise;

Increase Quantity successful projects, reduce costs.

Unfortunately, in modern conditions there is no technique that allows solving the above problems. The timely development of such a methodology will simplify and make more efficient the work of not only the project team, but the entire enterprise as a whole.

I would like to hope that clarification of issues related to the effectiveness of the project team, a critical analysis of the concepts and methods of classical personnel management and the possibility of their application to assess the effectiveness of the project team will allow practitioners to more accurately determine

table 2

I staff assessment

Personnel assessment - the activity of persons authorized to carry it out to determine the degree of suitability of a person to perform the duties assigned to him, the successes achieved, the degree of severity of the qualities necessary for work V. R. Vesnin

Business personnel assessment is a purposeful process of establishing the compliance of the qualitative characteristics of personnel (abilities, motivations and properties) with the requirements of the position and workplace Evaluation of labor results is one of the functions of personnel management aimed at determining the level of efficiency of work performance Analysis of work is a process and systematic study of work to determine its most significant characteristics, as well as the requirements for the performers of this work A. Ya. Kibanov

Personnel assessment is the process of determining the effectiveness of the organization's employees in fulfilling their official duties and achieving organizational goals S. V. Shekshnya

Evaluation of types of work - a systematic process that establishes the relative value of various types of work within the organization (deliberately avoids considering the value of employees, is the basis for the salary structure) Personnel evaluation is reduced to: a) evaluation of the organization; b) assessment of organizational culture; c) assessment of the FL unit; d) assessment of competence; e) feedback M. Armstrong

Evaluation of managers - differs from a simple evaluation of personnel and includes: a) the implementation of the plan (task); b) execution job description; c) professional behavior (cooperation, ability to make decisions, take responsibility); d) personal qualities T. Yu. Bazarov, B. L. Eremin

improve the level of project management maturity in your enterprise and avoid many misconceptions and frustrations in the practice of applying the project approach.

Bibliographic list

1. Razu, M. L. Project management. Fundamentals of project management / M. L. Razu. M. : Knorus, 2007.

2. Demidov E. Economics of the design organization / E. Demidov [ Electronic resource]. Access mode: http: //www.iteam.ru/articles.php. Title from the screen.

3. Armstrong, M. The practice of human resource management / M. Armstrong. SPb. : Peter, 2005.

Description of personnel assessment methods

Method 360 degrees - systematic collection of data on the performance of an individual employee or group received from a number of stakeholders V. R. Vesnin

Personnel certification method - a procedure for determining the qualifications, level of knowledge, practical skills, business and personal qualities of employees, the quality of work and its results and establishing their compliance (non-compliance) with the position held. Certification serves as a legal basis for changing the position of an employee in an organization (other methods have no legal force) A. Ya. Kibanov,

Work analysis methods: Observation - getting a snapshot of what the employee does in the study interval, and fixing the frequency of the studied operations Interview - a direct dialogue between the analyst, the employee and the manager Questionnaires - a structured collection of information from a large number of people working in different places A. Ya. Kibanov

Benchmarking method (HR service performance indicators are compared with similar data from other companies) S. Tenendaum R. Biard, E. Salas

J. Philips method (5 formulas): 1) evaluation of investments in the HR department = personnel service expenses / operating expenses; 2) assessment of investment in the HR department = expenses of the personnel service / number of employees; 3) absenteeism rate = absenteeism + number of employees who quit unexpectedly; 4) satisfaction rate = the number of employees satisfied with their work,%; 5) the criterion that determines the consent in the organization M. Armstrong

D. Ulrich's method (5 ways): 1) performance indicator per unit of raw materials, one employee or unit of wages; 2) an indicator of the speed of business processes; 3) expenses and other results in the implementation of special programs and initiatives, an analogue of ROI (indicator of return on investment); 4) skills of employees, loyalty, moral climate in the team; 5) the speed of business processes before and after innovations T. Yu. Bazarov, B. L. Eremin

Methods for performing evaluation procedures: - descriptive method; - free scoring method; - rating method; - method of questionnaires and comparative questionnaires; - method of evaluation by performance factors; - the method of the scale of observation of the behavior of V. R. Vesnin

EFFECTIVNESS ASSESSMENT OF PROJECT TEAM WORK

The necessity of assessing the effectiveness of project team work is given; critical analyzes of classic methods staff assessment and its application project team assessment in the article are shown.

Keywords: project team, staff, methods of staff work assessment, target of project team assessment.

Just as not every group is a team, so not every team is effective. The effectiveness of the group and team can be evaluated in terms of the results obtained. The result can be quantitative, expressed in numerical form, and qualitative.

Key elements of effective teamwork include:

• - meeting the needs of individual membership;
• - successful teamwork;
• - solution of the task assigned to the team.

These elements are interdependent. So, personal satisfaction depends not only on the successful solution of problems, but also on the quality of relationships in the team, as well as on the social aspects of teamwork.

The components of effective teamwork include:

• - skillful use of own repertoire of skills and preferences in teamwork by each team member;
• - a clear idea of ​​the possible contribution of others;
• - extracting the maximum possible from individual differences within the team (skills, personal qualities, cultural perceptions, gender, experience, age), and not minimizing or obscuring them;
• - creation of the most favorable conditions for establishing honest and constructive relations with each other;
• - the desire to create a "safety zone" in the team, when its members trust each other and openly share their concerns.

There is no set of rules that must be followed to create an effective team. The reasons for a team's success are much more complex and cannot be reduced to just fulfilling a set of prescriptions.

To date, both research and methodological literature is more favorable towards self-managed teams. As with quality circles, it was clear that self-managed teams would succeed, but the research to confirm this has just begun. Moreover, as a result of in-depth analysis, it was concluded that self-managed teams have a positive effect on productivity and interpersonal relationships within the group, but not on the overall attitude to work, absenteeism without good reasons and the state of affairs in the organization as a whole Personal problems that arise in self-managed teams include the following:

• - Team members do not want to part with old experiences or forget about their former statuses.
• - Not all team members have the abilities, knowledge and skills that are useful to the group. The functioning of the team is slowed down due to the fact that some team members bear more responsibility than others.
• - Workers as team members often face conflicts and difficulties that challenge their personal beliefs. What is good for the group is not always good for the individual.
• - Issues at the organizational level identified by the survey include pay and reward systems that continue to focus on individual performance only.

For teams to become more effective, they must overcome the challenges they constantly face.

To determine effectiveness, the researchers proposed a "three-dimensional concept of group effectiveness" that includes three criteria:

• - services or products should not be lower or exceed existing standards;
• - there must be group support;
• - the needs of the group members must be met.

To be effective, a group must meet all three interrelated criteria.

According to the group efficiency model, group effectiveness is influenced by three factors:

• - group process;
• - group structure;
• - organizational environment.

In turn, each factor includes a certain number of elements.

The elements of the organizational environment include: a clear mission and shared vision; supporting culture; motivation system, training and consultations; technological and material resources.

Group structure includes: clear goals, motivating tasks, clearly defined roles, sufficient time, effective group culture, group norms.

Group processes include: problem solving, decision making, conflict management, communication.

When using the group effectiveness model, the leader can work with it in the following sequence:

• - Determine the initial position of the group and the elements that work inefficiently.
• - Consider how each element affects the effectiveness of the group.
• - Decide what changes need to be made to make the group more effective. Since the groups are open systems, all elements of the group process, structure and organizational environment can influence each other. Changes in one element may lead to changes in other elements.

Team Effectiveness Levels

The information boom of the 1990s required organizations to adopt the concept of shared command. This concept involves the integration of work not only among team members, but also with other teams and departments of the organization. In this case, the effectiveness of teams can also be considered from the standpoint of their expediency. For these purposes, a three-level team building model can be used.

Level A Cohesive working group a. At this level, team members see themselves as members of the same working group, but their work is largely independent of each other's work. Therefore, they do not need to distribute work among themselves. People are members of a ?group? because they make a certain contribution to the result of the work of this unit. This group is characterized by:

• - the presence of a goal shared by all;
• - everyone feels accepted by the group and has the opportunity to influence others. A cohesive working group focuses on the needs of its individual members.

Level B. Effective work team. At level B, the focus is on increasing productivity. Its members are interdependent, so they need to distribute work to achieve a common goal.

Just like a cohesive work group, an effective work team:

• - functions as an autonomous unit in the organization;
• - group members share working information with each other;
• - has goals and objectives shared and understood by all.

An effective work team focuses on increasing efficiency in achieving work objectives as a self-organizing, self-managing team.

Level C Effective organizational complex. At level C, an effective organizational set focuses on the needs of the organization as a whole. Word? complex? used to describe a team with a large number of people and sub-teams that have different purposes and perform different stages of work. An effective organizational unit has the characteristics of both a cohesive working group and an effective working team plus:

• - each team is associated with other teams in the organization or with functions to carry out various projects;
• - team resources, both human and material, are shared with other teams of the organization or their functions;
• - the team influences the policy and strategy in the organization;
• People move in and out of the team according to the needs and timing of the project, or according to the progress of the work.

An effective organizational complex integrates the work of individual teams of a large organization, establishes a collaborative style between them, and functions in a way that is shared by all teamwork.

The degree of team performance is affected by training or training. Training is especially important in the course of the work of an already established team.

It is useful to periodically go beyond the scope of work and “shake yourself up”. This allows both to refresh the skills already developed earlier and to discuss the problems that have arisen.

The opinion is often expressed that experience for a manager working under the constant load of current organizational tasks, and practice is more important than any training. The result is errors that are devastating to the organization.

Leadership training allows you to solve several problems at the same time, such as:

• - Preparation for the new tasks that will have to be performed by the leading cadres.
• -Deepening of knowledge and development of managerial skills. The traditional set of knowledge that is offered to managers is management, economics and finance, marketing and personnel management. However, knowledge works only when the skills of their correct practical application are developed in relation to those tasks that the manager has to solve every day.
• - Rethinking the old experience, the formation of new approaches to work, new attitudes that can ensure success in changing conditions.

Managers, working in conditions of constant time pressure and the pressure of current affairs, are often not inclined to analyze their own work.

Studying gives them the opportunity to take a closer look at their experience, to the approaches that they most often use when solving problems. managerial tasks, and develop a system of priorities better suited to the new requirements.

Another challenge in leadership training is to develop professional excellence in performance aspects such as productivity, product and service quality, and the ability to drive innovation and support organizational change.

There are three key characteristics to consider when training leaders:

• - We are talking about training adults who have already received education and who have extensive experience in a leadership position;
• - These are leaders, i.e. people with a high level of responsibility, inclined to make independent decisions;
• 3. These are practices. In this regard, they are distinguished by their focus on specific results, and not on general principles, theories, etc.

Today, the main principles have already been established that allow achieving high efficiency in training the leaders of the management team:

• - Activity. Minimizing the use of lecture presentation of material during training and the widest possible use of active learning methods that require a high degree of activity and personal involvement of students in the educational process (analysis of practical situations, business games, training exercises);
• - Orientation to the practical use of the acquired knowledge, close connection of the content of classes with everyday management practice. This goal is served by group discussions and assignments that leaders work through in small groups during training;
• - Teamwork. The main task of a manager is to organize the work of other people, so mastering the skills of teamwork is of particular importance for managers and persons in the reserve for leadership positions.
• -Project work performed by students as part of a project group in the amount of 5-7 people, as a form of consolidating the acquired knowledge and teamwork skills. The group receives a specific problem identified on the basis of the analysis, which they must work out and give proposals for its solution.

Karyakin A.M., Pyzhikov V.V. Fragments of the book "Teamwork: Fundamentals of Theory and Practice"

1. Self-managed work teams

Self-managed team is a group that is granted substantial autonomy; it bears full responsibility for the conduct of its members and the results of its activities.

The main differences between self-managed teams are the combination of empowerment and learning to plan, manage, monitor and control their own activities, significant independence and freedom of action, and the ability to perform management functions.

Self-managed teams are formally created by the company's management, which sets the overall direction of the teams. They do not have a designated leader.

Self-managed team independently:

Based on the foregoing, let us also evaluate the extent to which the factors influencing the effectiveness of the team will contribute to the improvement of collective forms of labor organization in the forest industry.

1. Size. The recommended number in the framework of the theory of group dynamics is from 5 to 12 people. Let's consider this aspect in relation to the forest business. The calculation of the composition of the brigade in the forest industry is usually carried out in the following sequence:

1) outline a set of works assigned to the brigade;

2) calculate the complexity of the work included in the specified complex;

3) labor costs are selected from the calculation according to professions and categories of workers;

5) on the basis of data on the time required by the leading machine to complete the intended complex, the duration of the leading mode is set;

6) calculate the strength of units and teams;

7) determine the professional qualification composition of the brigade.

The practice of recent years indicates a reduction in the number of teams in the forestry business, which is due to the transition to market relations and optimization of costly mechanisms related to wages (improvement of staff incentive methods, combination of professions, mechanization and automation production processes and so on.).

2. Compound. In our opinion, it is important to ensure the psychological compatibility of the team members, since during logging people spend a lot of time in limited communication. The determining factor in the selection of a team in this case should be the personality of the team leader. This aspect will be considered in more detail below.

3. Group norms and cohesion. Both group norms and cohesion in logging conditions predetermine the organizational subculture, since communication mainly takes place in a very limited circle of people. Therefore, group dynamics is a very important aspect within the set goal, and appropriate organizational procedures are needed to manage group norms. At the same time, it is especially important that the procedures for coordinating the goals of the group and the entire organization are thought out, otherwise a high degree of cohesion and group norms will negatively affect the productivity of the entire organization.

4. Group consensus. Taking into account the fact that in the conditions of logging it is within the competence of the brigade to solve problems related to the organization of work and, in particular, to safety, and that group unanimity can adversely affect the quality of decisions made, it is necessary to take measures to create a critical attitude towards new organizational and technological solutions(in terms of compliance with safety regulations). Analysis of the object of study showed that it is possible to single out only individual signs of group unanimity, the impact on which, in our opinion, will have a positive effect. That is, it is very difficult to avoid group unanimity. So, for example, logging teams are characterized by many signs of group unanimity, which were noted, in particular, by I.L. Janis and J. Mann:

1) the leader of the group (foreman) should grant the right to criticism to all members of the group and encourage them to frankly express doubts and objections;

2) organizations should have external groups for evaluating organizational innovations in teams; in practice, these functions are under the control of the master, that is, from the point of view of group dynamics, such a division of functions is reasonable and it makes no sense to rebuild it;

3) foremen and foremen need to influence the self-styled "guardians of morals" - team members who protect others from unwanted information.

5. Conflict. Differences in opinion usually lead to more efficient group work. However, it also increases the likelihood of conflict. While an active exchange of opinions is beneficial, it can also lead to intra-group disputes and other manifestations of open conflict, which are always harmful. Therefore, the task of managers is to analyze the state of conflict and find ways to reduce it. Taking into account the difficult socio-economic situation in the country and, first of all, the high degree of distrust between people, this consideration is one of the additional arguments in favor of self-managed work teams, where the role of the manager-leader is quite high.

6.status of group members. The socio-economic situation in logging teams, the decline in interest in a number of professions, as already mentioned above, predetermines the need to differentiate the members of the team by status. Business leaders must, through organizational and management procedures, single out and additionally motivate the most valuable employees. This can lead to the creation of a leadership coalition in the brigade, which will be able to lead the brigade towards organizational goals.

7. Roles of group members. On the one hand, it is very important to have a variety of personal characteristics in the team, which allows you to fully cover team roles. A team that can distribute most or all of the team roles among its members will perform better than others. There will not only be less friction between individuals, but also a greater chance of getting the role that you may need. On the other hand, it should be noted that all roles (Table 1) are important for the efficient work of brigades during logging in the forestry business.

Table 1. Types of behavior in groups

Target	Supportive
Activity initiation. Offer solutions, new ideas, new problem statements, new approaches to solving them, or new organization material	promotion. Be friendly, sincere, sympathetic towards others. Praise others for their ideas, agree with others, and appreciate their contribution to solving a problem
Search for information. Seek clarification of the proposed proposal, additional information or facts	Ensuring participation. Try to create an environment where every member of the group can make a suggestion
Provision of information. Provide the group with facts or generalizations, apply your own experience in solving group problems or to illustrate any provisions	Establishment of criteria. Establish criteria by which the group should be guided when choosing substantive or procedural points or evaluating the group's decision. Remind the group to avoid making decisions that are inconsistent with group criteria
Collection of opinions. Ask group members to express their attitude to the issues discussed, clarify their values ​​or ideas	performance. Follow group decisions by being thoughtful about the ideas of others who make up the audience during group discussions
Expressing opinions. Expressing opinions or beliefs regarding any proposal, necessarily with its assessment, and not just reporting facts	expressing the feelings of the group. Generalize what is formed as a feeling of the group. Describe the reactions of group members to ideas and solutions to problems
Study. Explain, give examples, develop a thought, try to predict the future fate of the proposal, if it is accepted
Coordination. Clarify relationships between ideas, attempt to summarize sentences, attempt to integrate the activities of various subgroups or group members
Generalization. Relist proposals after discussion ends

With a high degree of probability, we can talk about the possibility of using self-managed work teams in the forestry business in logging. Indeed, functions 1-6 can actually be transferred to members of the team (partially in the function of a foreman), with the exception of function 5, contacts with suppliers and consumers (Fig. 1).

On fig. 1 shows the matrix "Delegation of management functions - knowledge and skills" and the place various types executing commands in this matrix.

Rice. 1. Matrix "Delegation of management functions - knowledge and skills",

2. Teamwork model

As shown by studies of the experience of using teamwork in Russia and abroad (1st chapter of the ed. 2003), teamwork or its analogues are recorded in various fields of activity. At the same time, the quantitative composition of teams, the structure, the roles of team members, etc., change. All this, of course, affects the characteristics of the team. Obvious questions arise: what factors influence the characteristics of the team and its effectiveness, and how will this affect team building processes in the forest industry?

In our opinion, the generalized model of teamwork, if using the frame approach, can be represented as a five:

PT= ,

(1)

where PT is the effectiveness of the team (efficiency, productivity);

E - organizational environment;

T - tasks facing the team;

P - workflows;

RP - responsibility and authority;

S - command structure.

Each element of the model is a set of sub-elements, the disclosure of which can be used both in team building and in business self-assessment processes.

As an example, consider what the components of this model are in the conditions of using commands in the forestry industry.

Organizational environment (E). Organizations have an external environment that largely influences most of the characteristics and parameters of the organization. This influence directly or indirectly affects teamwork. However, we will not directly explore this aspect of teamwork, since indirectly the organizational environment reflects the influence of the external environment on teamwork. The organization is the closest context to teamwork: members of the organization outside the team usually demand certain outcomes from the team. Within the framework of traditional management, the formulation of tasks is included in the functions of management, however, the development of teamwork in an organization should be accompanied by the delegation of not only responsibilities, but rights to the team level, in particular, the rights to organize work in accordance with the required results and available resources. It was this approach in the interaction of the considered E-T components that allowed IBM to get out of the crisis situation when strict regulation was replaced by the practice of "controlled anarchy" .

We can distinguish the following main characteristics of the organizational environment, which, in our opinion, have the most significant impact on teamwork:

1. Organizational culture. Organizational culture is the traditions, norms, beliefs and value orientations shared by the members of the organization. If we consider the traditionally distinguished 4 types of organizational culture - corporate, partisan, consulting, entrepreneurial - (Fig. 2), it is obvious that the least acceptable for teamwork is the corporate type (Table 2).

Nevertheless, as the experience of the USSR and a number of organizations in Russia and abroad shows, even under the conditions of a corporate type of organizational culture, it is possible to use teamwork. For this, the following conditions must be met:

• development of a situational style of leadership focused on the delegation of authority and responsibility;
• readiness of management to delegate responsibility and authority;
• orientation of management to strategic goals, and not to local ones;
• willingness of team members to take responsibility and authority.

Thus, in many ways, the effectiveness of teamwork in an organization with a corporate organizational culture depends on psychological aspects activities and, in particular, from the use of appropriate training procedures and trainings.

Rice. 2. Classification of organizational cultures

Table 2. Characteristics of entrepreneurial and corporate types of organizational culture

Organizational variables	Corporate culture	Entrepreneurial culture
Control system
Property Relations	Process Owner	Property owner
Opportunity attitude	Waiting for the moment	Leads the search
Priority problem solving	Rational-logical	intuitive
Delegation of authority and responsibility	Centralization	Decentralization
Organizational structure	Hierarchical	Adaptive
Relations of subordination	"Adult - Child"	"Adult - Adult"
Organizational focus	Per organization	per person
Main goals	Performance	Efficiency
Management approach	Systemic	situational
Job design	From the standpoint of integration	From the point of view of autonomy
Completing of the work	According to the rules	Creative
Ongoing changes	Modification	Radical
Founding slogan	Do the right thing	Do the right thing

2. Resources. One of the most important aspects of teamwork is the ability of the team to influence resource provision. Failure to fulfill this aspect (low and/or untimely supply of raw materials) largely nullified the effectiveness of collective work in the Soviet Union. The need for a significant improvement in intra-factory planning in order to increase the efficiency of collective forms of labor organization was emphasized in many works by Soviet scientists. We see the solution to this problem in the development of a budgeting system based on the “bottom-up” principle, that is, at the first stage, team budgets are formed, which serve as the basis for developing the budget of the organization as a whole.

2. Recruitment system. As already emphasized above, the effectiveness of team work is significantly influenced by the socio-psychological climate in the team and, in particular, the presence in the team of individuals who meet certain requirements. Therefore, in order to increase the efficiency of team work, it is necessary to build a personnel selection system in such a way that specialists personnel management when selecting personnel, due attention was paid to the analysis of the psychological characteristics of candidates for vacancy. Some aspects of this problem will be discussed below.

3. Development strategy. As the results of the study of foreign experts show, the formation of teamwork takes place within 3-5 years. That is, the team does not reach the peak of efficiency immediately, but in the process of passing through various stages of the state. Therefore, the business development strategy must be consistent with the stages of development of teams in the organization.

4. Pay system. Collective (group) forms of remuneration are becoming more and more widespread throughout the world, along with other effective forms of remuneration for work. It is obvious that the wage system in an enterprise that introduces teamwork must be properly restructured. This fact was emphasized both by scientists involved in the introduction of self-supporting brigades and team contracts in the USSR, and by modern scientists who study team work. It is impossible not to notice that there are quite contradictory views on the distribution of funds within the collective among its members - from categories and KTU to complete equality. However, given the fact that this aspect of teamwork has been considered in sufficient detail by other scientists, it will not be considered in this study.

Thus, we have identified the main content of one of the components of the teamwork model and determined the necessary conditions for effective team work.

Tasks facing the team (T). From the point of view of analyzing the tasks facing the team, the use of teamwork is considered appropriate and can be effective if the following conditions are met:

• selection of a complex of tasks combined into a single process;
• the need to apply multifunctional knowledge and skills;
• the need for collective decision-making.

If we focus on teamwork in logging, then all of the above conditions are satisfied. However, if we consider the forest business as a whole, then within the framework of certain types of activities, the fulfillment of these conditions is not only not obvious, but even negative in today's conditions. As an example, we can cite activities related to sales, where the individual work of marketers is considered more effective.

Therefore, the fulfillment of the above conditions can serve as a basis for assessing the degree of readiness of the organization for the transition to teamwork.

You should also consider the types of tasks facing the team. In particular, the following items:

• solving problems related to the achievement of tactical goals;
• participation in the development of the development strategy for the team and the organization as a whole;
• restructuring of production processes and teams.

The definition of these tasks as team-wide largely indicates the level of team work (corresponds to the definition of the concept of a self-managed team).

Work processes (P). In our opinion, the following intra-team processes can be distinguished that affect the expediency of team work and its effectiveness:

• assessment of the results of the team's activities and the progress of its development;
• identification of problems and formation of goals;
• implementation of external contacts.

We can also single out the following components for assessing the results of the team’s activities and the progress of its development:

• the team's ability to self-evaluate the results (the availability and possibility of applying by the team methods and techniques for determining the quantitative and qualitative indicators of the team's activities);
• the team's ability to manage product quality (knowledge of quality management methods, communication with the consumer, etc.);
• the ability of the team to influence the cost of production (rational use of resources, rationalization, etc.).

Responsibility and Authority (RP). Self-managed teams typically delegate the following management functions to the command level:

• operational production functions;
• formation of the production program;
• quality control;
• drawing up a work schedule;
• contacts with suppliers and consumers;
• production accounting.

Considering the importance of the socio-psychological climate in logging teams, as already mentioned above, the above list can be supplemented with a function of participation in hiring and firing procedures.

Team structure (S). Summarizing the analysis of team work, we single out the main components of S.

1) The quantitative composition of the team - the optimal composition of 8-12 people.

2) The level of qualifications of team members - team members have a variety of necessary professional knowledge and skills.

3) Cohesion and conflict - the cohesion of the team and the psychological portrait of the team members provide a low probability of conflicts in the team.

4) Group like-mindedness - the degree of group like-mindedness does not interfere with a critical attitude to problems.

5) Status - the presence of a strong leader in the team.

6) Roles - the target and support roles are adequately distributed among the team members.

The above specification of the components of the team work model and the selection of the desired level of the components of these components from the standpoint of the expediency and effectiveness of team work can be used in the practice of team building in almost all areas of activity. Although, of course, one should take into account the fact that we are talking about self-managed teams and in some points the specifics of the business still appear.

3. Basic organizational and economic procedures for team building

In this section, we will consider another option for organizing team building. However, in this case, we restrict ourselves to the formation of a self-managed team. Objectively, this approach is more consistent with the current state of affairs in the Russian economy as a whole and in individual enterprises.

As mentioned above, a number of authors focus on the dynamics of team development. At the same time, the stages (stages) of team formation are defined differently. Given the great contribution of many scientists to the development of the theory of team building, we will try to generalize their research, taking into account the content of individual stages. This will allow positioning organizational and economic procedures, determining their sequence and expediency.

Let us represent the set of organizational and economic procedures proposed by these scientists at various stages in the form of a certain set M (Table 3).

M = A ∩ B ∩ C ∩ D ∩ E ,

(2)

where A = Σ A i is the set of organizational and economic procedures presented at the stages: start (set A 1); state of uncertainty (set A 2); leader orientation (set A 3); rigidly structured team (set A 4).

B = Σ B i is the set of organizational and economic procedures presented by D. G. Boyett and D. T. Boyett at the stages: formation (set B 1); weathering a storm (set B 2); return to normal (set B 3); normal activity (set B 4).

С = Σ С i is a set of organizational and economic procedures presented in the works of B.V. Tuckman, J. Kattenbach, D. Smith, J.W. Newstrom and K. Davis at the stages: formation (set C 1); seething (set C 2); normalization (set C 3); functioning (set С 4).

D = Σ D i is a set of organizational and economic procedures presented in the works of A.Yu. Bazarov, I.V. Rybkin, T.S. Pyrkova at the stages: adaptation (set D 1); grouping (set D 2); cooperation (set D 3); regulation of activities (set D 4); functioning (set D 5).

E = Σ E i - a set of organizational and economic procedures presented in the work of V. Eremenko at the stages: formation (set E 1); conflict (set E 2); effective functioning (set E 3).

Table 3. A set of organizational and economic procedures for team building

	Procedure	Source
	Definition of team members
	Getting to know the team members	B 1, C 1, E 1
		A 1, B 1, D 1, C 1, E 1
		A 1, B 1, D 1, C 1, E 1
		A 1, B 1, E 1
	Regular exchange of materials, information and experience;
	Holding meetings in a free, democratic environment where everyone can express their opinion;	A 1, D 1, C 1, E 1, C 2
	Definition and analysis of tasks
		B 1, D 1, E 2, D 4
		A 1, B 1, C 3, D 4
		A 2, B 2, E 2, C 3
		A 2, B 2, E 2
		A 2, B 2, C 3
	Encouraging team members to take on more responsibility and new commitments
	Making the most of the skills, knowledge and experience of team members
	Reducing the number of briefings
	Teamwork	A 4, B 4, C 4, E 3, D 5

It is not entirely clear why some papers pay little (or no) attention to the procedures for selecting team members. In our opinion, which, however, is not unique, this procedure is extremely important.

Thus, we have identified a set of organizational and economic procedures used in the process of team building. Obviously, the use of certain procedures in some cases may be inappropriate and, conversely, in some cases, the effectiveness of team building will be minimized without the use of certain procedures. In our opinion, it is advisable to build a decision tree to determine the appropriateness of applying a particular procedure. Our goal is to develop a basic decision-making model that can be further developed for various applications.

The first stage is "Start". At this stage, the qualitative and quantitative characteristics of the team are determined, team members are selected, and the teams are positioned in order to adapt the full cycle of creating the final product for them, goals are set and tasks are formulated. Managers help teams to define new ways of organizing their activities. After identifying areas of study, targeted educational process. A plan for the transition to working teams is being formed, taking into account the phased transfer of authority for specific teams. The management system of the organization practically does not undergo changes at this stage.

In our opinion, the most this stage suitable procedures are given in table. 4.

Table 4. Main organizational and economic procedures of the "Start" stage

	Procedure name
	Determination of the qualitative and quantitative composition of the team. Selection of team members
	Getting to know the team members
	Setting team goals
	Providing the necessary information
	Involving team members in discussing and developing plans, clarifying roles and identifying ways to work together
	Regular exchange of materials, information and experience
	Holding meetings in a free, democratic environment where everyone can express their opinion
	Informal communication outside of work
	Organization of the educational process
	Formation of a plan for the transition to teamwork, taking into account the phased transfer of authority for specific teams
	Definition and analysis of tasks
	Determination of the optimal way to solve the problem
	Search for mutually acceptable behavior in the group
	Search for forms of organization of mutual activity
	Coordination of personal motivation of individuals with the goals of group activity

It is impossible to determine a rigid scheme for the formation of a team, especially since some procedures can be implemented at different stages for a long time. The process of team building depends on many factors, some of which greatly affect the feasibility and effectiveness of the above organizational and economic procedures, as well as their content. In particular, in our opinion, we should highlight:

• readiness of management to delegate authority and responsibility;
• experience of working with teams (for managers) and in teams (for performers);
• selection of team members;
• specifics of production;
• system of motivation and material incentives, etc.

On fig. Figure 3 schematically shows the decision tree developed on the basis of the analysis of the totality of procedures and the most significant factors at the "Start" stage. Similar schemes have been developed for subsequent stages and will be given below.

Rice. 3. Decision tree at the "Start" stage

Note:

A - potential team members have been working in the same organization for several years and know each other well;

B - team goals differ significantly from the goals set for employees of similar production units in which team work is not used, or fundamentally new goals have been set for the team that were not previously set in the organization;

B - a need is identified;

D - a group system of material incentives has been developed.

The second stage is the "State of Uncertainty". The organizational subculture of the team is being formed. The process of redistribution of functions, responsibilities and powers begins. Workflows and processes are being redesigned, and the foundations of customer feedback are being created. Managers oversee virtually the entire transformational process, assist in achieving goals and resolving emerging issues, manage team development, clarify new roles and responsibilities, coordinate team efforts, assist in establishing relationships with external environment(suppliers, consumers, support groups). The systems of measurement, cost analysis and ranking are being redesigned. Management transfers powers that are not related to cost indicators and human resources. At this stage, as a rule, managers train teams in decision-making methods and other skills and abilities, monitor and evaluate performance, and maintain discipline. Certain systems of contacts are formed both inside and outside the team. Teams and team members at this stage have many challenges with new roles and responsibilities. After the initial enthusiasm, there comes a stage of some confusion, uncertainty. At this stage, the process of transition to work teams usually encounters the strongest resistance from the opposition to change, and the likelihood of conflicts within the team is also high.

From the above list, to the greatest extent, this stage corresponds to the procedures given in table. 5.

Table 5. Main organizational and economic procedures of the "State of Uncertainty" stage

	Procedure name
	Formation of team norms
	Solving issues of power and authority
	Reducing the importance of the role of the leader so that the team can become more independent
	Development and implementation of an agreement on how decisions are made and who makes decisions
	Encouraging team members to take on more responsibility and new commitments
	Discussions about the direction of the team development
	Manage team development, clarify new roles and responsibilities, coordinate team efforts
	Redesign measurement, cost analysis and ranking systems
	Transfer of powers not related to cost indicators and human resources
	Training the team in decision-making methods and other skills and abilities, monitoring and evaluating performance, maintaining discipline
	Encouraging people to be as productive and collaborative as possible
	Promoting respect for each other

On fig. Figure 4 shows the developed decision tree at the stage "State of Uncertainty".

Rice. 4. Decision tree at the stage "State of uncertainty"

Note:

The letters indicate the following conditions for performing the procedures indicated by the index:

0 means that if the condition is not met, the application of the procedure is inappropriate;

B - a need is identified;

D - a group system of material incentives has been developed

D - readiness of management to delegate authority and responsibility;

E - requires the specifics of production.

The third stage is “Becoming a self-managed team”. Managers help teams expand authority and responsibilities.

The main procedures of this stage are given in table. 6.

Table 6. Main organizational and economic procedures of the stage "Formation of a self-managed team"

	Procedure name
	Updating methods and procedures to ensure cooperation
	Helping the team understand how to manage change
	Representation and protection of the team in relations with other groups and outsiders
	Track progress and highlight successes
	Reducing the number of briefings
	Listening for helpful comments
	Delegation of powers related to human resources
	Creation in a team equal opportunity for self-development
	The attention of the team is focused on the constant process of change, improvement, development, both in relation to the team itself and its members, and in relation to the final product.

On fig. 5 shows the developed decision tree at the stage of "Becoming a self-managed team".

Rice. 5. Decision tree at the stage "Becoming a self-managed team"

Note:

The letters indicate the following conditions for performing the procedures indicated by the index:

0 means that if the condition is not met, the application of the procedure is inappropriate;

B - a need is identified;

D - the readiness of management to delegate authority and responsibility.

As can be seen from fig. 5, many procedures can be implemented at the stage of team work.

Thus, the process of creating teams is a long period in the life of an organization, requiring serious efforts from both management and team members.

4. Leader identification

It should also be noted that at the stage of team formation, it seems important, if not decisive, the procedure for selecting a team leader. This is especially true in the case of the formation of a self-managed team.

In some cases, the team is formed outside of existing units or for a fundamentally new area of ​​activity. In this case, it is proposed to use the methodology proposed by V.V. Avdeev, based on the combination of the resources of unity of priorities and psychological attitude with personal resources. These resources V.V. Avdeev determines:

In our opinion, to answer the question of whether a person is a potential team leader, naturally, taking into account the above factors, one can use the results of tests to identify the value orientations of the team leader and measure the value regulators of organizational behavior developed by T.S. Kabachenko and disclosed in his work by V.V. Avdeev. The first of these tests allows you to answer the question of what value orientations are inherent in a person:

1. Focus on strategic analysis(for political analysis, macroeconomic, for the analysis of social processes, innovative attitude).

2. Orientation towards problem solving (creativity, efficiency, effectiveness in interaction, instrumental relationships).

3. Focus on the means of implementation (on administrative and administrative methods, legal regulations, socio-psychological methods, methods of informal organization).

The second test allows you to identify the installation of a person on the following regulators of behavior: power; normative activity; time; achievement of the agreed result; minimizing effort; own principles; "social face"; assessment of the informal group; evaluation by formal structures; participation in power; traditions of the organization, declared principles and values; own security, stability of position; security, stability of the position of the informal community; new horizons, prospects, potential achievements; stability in the organization; career; material interest; obligations of others; workload stability; stability of the content of activities; the possibility of higher earnings.

For example, if we consider the issue of team building during logging, where a significant part of the time the team members spend “out of touch with civilization” and the role of the leader is extremely high, then, in our opinion, priority should be given to a person who has a predominant focus on the following values:

• installation on the analysis of social processes, on security, stability of the position of an informal community (work in conditions of limited information exchange and in conditions of a limited circle of people);
• installation on creativity, effectiveness in interaction, socio-psychological methods, assessment of an informal group (work in a limited circle of people);
• installation on efficiency, time, minimization of efforts (limited period of work due to dependence on weather conditions);
• setting to achieve the agreed result, the obligations of others (a limited period of work due to dependence on weather conditions, a contractual system of relationships with customers);
• installation on the instrumental relationship to legal matters, normative activity (high importance of compliance with safety standards).

Thus, the tests proposed above make it possible to select a candidate for the role of a team leader, although his recognition by the team remains important.

On the other hand, it is necessary to determine the personal resources of the leader. Personal resources, first of all, are determined by the type of human temperament. On fig. 6 schematically shows the relationship between types and subtypes of temperament.

The identification of the type and subtype of the leader's temperament is due, on the one hand, to the determination of the possibility of attracting a person to the role of leader, and on the other hand, the need to select other team members.

We will try to identify the most suitable subtypes for the role of a leader, using the classification of V.V. Avdeeva.

Rice. 6. Types and subtypes of temperament ("introversion-extroversion" - horizontally, "emotionality" - vertically)

However, it should be noted that V.V. Avdeev, within the framework of behavior diagnostics, distinguishes four types of information communication channels: basic, creative, painfully responsive, indifferent. In our analysis, we limited ourselves only to the basic and creative channels, since they have the maximum impact on activity and behavior. At the same time, in Table. 7 shows only subtypes of temperament that are preferable or undesirable from the standpoint of selecting a team leader in the formation of work in a particular field of activity, in particular in logging, a description of the subtypes is given in the work of V.V. Avdeev.

In practice, to determine the type and subtypes of temperament, you can use the well-known G. Eysenck test questionnaire.

Table 7. Results of the analysis of types and subtypes of temperament for compliance with the role of a leader

Desirable	Neutral	Unwanted
"Touchy" or "restless" choleric. "Aggressive" or "excitable" choleric.	"Moodable" or "impulsive" choleric (desire to work in a team devoid of conflict).	"Calm" or "measured" phlegmatic (prefers to work individually).
"Optimistic" or "active" choleric. "Sociable" or "open" sanguine. A "talkative" or "accessible" sanguine person. "Live" or "carefree" sanguine. "Peaceful" or "thoughtful" phlegmatic. "Rigid" or "stubborn" melancholic. "Anxious" or "annoyed" melancholic	"Convenience-loving" or "initiative" sanguine (need for large-scale projects). "Reliable" or "purposeful" phlegmatic (prefers creativity in work). "Diligent" or "passive" phlegmatic (desire to work in a team devoid of conflict)	"Uncommunicative" or "reserved" melancholic (prefers to work individually). "Sober" or "pessimistic" melancholic (prefers to work individually)

After identifying the leader, you should start recruiting teams. It is advisable to select team members from the standpoint of effective interaction with the team leader. Based on the classification of V.V. Avdeev, we analyzed various types and subtypes of temperament for their joint work in a team during logging. In table. 8 shows the types and subtypes of temperament that can be attracted to the team, taking into account the characteristics of the leader. The following aspects were taken as a basis for the analysis:

• work in a self-managed team;
• low probability of conflicts;
• adequate information exchange;
• the level of interaction from the position of "master - slave";
• prerequisites for cooperation.

Table 8. Characteristics of preferred temperament types and subtypes of team members

Leader characteristic	Characteristics of a possible "slave"
1. "Touchy" or "restless" choleric	1. "Anxious" or "irritated" melancholic. 2. "Loving convenience" or "initiative" sanguine. 3. "Calm" or "measured" phlegmatic. 4. "Aggressive" or "excitable" choleric. 5. "Optimistic" or "active" choleric. 6. "Diligent" or "passive" phlegmatic (when allocating an independent area of ​​responsibility). 7. A "touchy" or "restless" choleric person (with lower qualifications, otherwise he can claim the role of a leader). 8. "Talkative" or "accessible" sanguine person (does not cooperate well when discussing details).
2. "Aggressive" or "excitable" choleric	1. "Rigid" or "stubborn" melancholic (parent-child relationships should be excluded). 3. "Touchy" or "restless" choleric. 4. "Moodable" or impulsive "choleric (requires a coincidence of interests). 5. "Peaceful" or "thoughtful" phlegmatic. 6. "Aggressive" or "excitable" choleric (with lower qualifications, otherwise he can claim the role of leader). 7. "Sociable" or "open" sanguine. 8. "Loving convenience" or "initiative" sanguine (relationships such as "parent-child" are undesirable). 10. "Optimistic" or "active" choleric (recommended to more often agree on understanding the circumstances).
3. "Optimistic" or "active" choleric.	1. "Uncommunicative" or "reserved" melancholic (relationships such as "parent-child" are undesirable). 2. "Sociable" or "open" sanguine. 3. "Diligent" or "passive" phlegmatic. 4. "Moodable" or "impulsive" choleric. 5. "Touchy" or "restless" choleric (coincidence of interests is important). 6. "Calm" or "measured" phlegmatic. 7. "Optimistic" or "active" choleric (relationship "teacher-student" is desirable). 8. "Live" or "carefree" sanguine. 9. "Talkative" or "accessible" sanguine person (relationships like "parent-child" are undesirable). 10. "Loving convenience" or "initiative" sanguine person (relationships such as "parent-child" are undesirable). 11. "Aggressive" or "excitable" choleric (recommended to more often agree on understanding of the circumstances).
4. "Sociable" or "open" sanguine	1. "Diligent" or "passive" phlegmatic (relationships such as "parent-child" are undesirable). 2. "Optimistic" or "active" choleric. 3. "Uncommunicative" or "reserved" melancholic. 4. "Loving convenience" or "initiative" sanguine. 5. Talkative or accessible sanguine. 6. "Sober" or "pessimistic" melancholic. 7. "Sociable" or "open" sanguine person (relationships of the "teacher-student" type are desirable). 8. "Aggressive" or "excitable" choleric. 9. "Touchy" or "restless" choleric (relationships such as "parent-child" are undesirable). 10. "Moodable" or impulsive "choleric" (parent-child relationships are undesirable). 11. "Live" or "carefree" sanguine person (recommended more often to agree on an understanding of the circumstances).
5. Talkative or accessible sanguine	1. "Peaceful" or "thoughtful" phlegmatic (parent-child relationships are undesirable). 2. "Moodable" or "impulsive" choleric. 3. "Sober" or "pessimistic" melancholic. 4. "Live" or "carefree" sanguine. 5. "Sociable" or "open" sanguine person (coincidence of interests is important). 6. "Uncommunicative" or "reserved" melancholic. 7. "Talkative" or "accessible" sanguine person (relationships like "teacher-student" are desirable). 8. "Touchy" or "restless" choleric. 9. "Aggressive" or "excitable" choleric (relationships such as "parent-child" are undesirable). 10. "Optimistic" or "active" choleric (relationships such as "parent-child" are undesirable). 11. "Loving convenience" or "initiative" sanguine person (recommended to more often agree on an understanding of the circumstances).
6. "Live" or "carefree" sanguine	1. "Reliable" or "purposeful" phlegmatic (parent-child relationships are undesirable). 3. "Rigid" or "stubborn" melancholic. 4. Talkative or accessible sanguine. 5. "Loving convenience" or "initiative" sanguine person (coincidence of interests is important). 6. "Anxious" or "irritated" melancholic. 7. "Live" or "carefree" sanguine person (relationships like "teacher-student" are desirable). 8. "Optimistic" or "active" choleric. 9. "Moodable" or "impulsive" choleric (parent-child relationships are undesirable). 10. "Touchy" or "restless" choleric (relationships such as "parent-child" are undesirable).
7. "Peaceful" or "thoughtful" phlegmatic	1. "Talkative" or "accessible" sanguine person (relationships like "parent-child" are undesirable). 2. "Aggressive" or "excitable" choleric. 3. "Peaceful" or "thoughtful" phlegmatic (relationships like "teacher-student" are desirable). 4. "Rigid" or "stubborn" melancholic (relationships such as "parent-child" are undesirable). 5. "Anxious" or "irritated" melancholic. 6. "Moodable" or "impulsive" choleric. 7. "Reliable" or "purposeful" phlegmatic (coincidence of interests is important). 9. "Uncommunicative" or "reserved" melancholic (relationships such as "parent-child" are undesirable).
8. "Rigid" or "stubborn" melancholic	1. "Aggressive" or "excitable" choleric (relationships such as "parent-child" are undesirable). 2. "Live" or "carefree" sanguine. 3. "Peaceful" or "thoughtful" phlegmatic (relationships such as "parent-child" are undesirable). 4. "Rigid" or "stubborn" melancholic (relationships like "teacher-student" are desirable). 5. “Anxious” or “irritated” melancholic (coincidence of interests is important). 7. "Reliable" or "purposeful" phlegmatic. 8. "Diligent" or "passive" phlegmatic. 9. "Calm" or "measured" phlegmatic (relationships such as "parent-child" are undesirable). 10. "Sober" or "pessimistic" melancholic
9. "Anxious" or "annoyed" melancholic	1. "Touchy" or "restless" choleric (relationships such as "parent-child" are undesirable). 2. "Live" or "carefree" sanguine. 3. "Peaceful" or "thoughtful" phlegmatic. 4. "Rigid" or "stubborn" melancholic (coincidence of interests is important). 5. "Anxious" or "annoyed" melancholic (relationships like "teacher-student" are desirable). 6. "Loving convenience" or "initiative" sanguine. 7. "Reliable" or "purposeful" phlegmatic (relationships like "parent-child" are undesirable). 8. "Diligent" or "passive" phlegmatic (relationships such as "parent-child" are undesirable). 9. "Calm" or "measured" phlegmatic 10. "Uncommunicative" or "reserved" melancholic

5. Evaluation of the effectiveness of teamwork

Evaluation of the level of teamwork - an analysis of the five components of the teamwork model, which, respectively, are the evaluation criteria of the model. Each of the five criteria contains five sub-criteria, so the teamwork assessment system combines 25 assessment categories (Table 9).

Table 9. Summary and structure of teamwork assessment criteria

Criterion	Maximum	Grade
1. Organizational environment
1.1. The readiness of management to delegate responsibility and authority to the team level and the readiness of team members to take responsibility and authority
1.2. Building a budgeting system based on the "bottom-up" principle
1.3. Application of methods of psychological analysis in the selection of candidates for vacancies
1.4. The degree of coordination of the organization's development strategy with the stages of team development
1.5. The focus of the remuneration system on the use of teamwork
2. Responsibility and authority
2.1. Distribution of powers and establishment of areas of responsibility between the team and the intra-organizational environment from the standpoint of operational production functions
2.2. Team participation in hiring and firing procedures
2.3. Product quality assessment functions
2.4. Formation of the production program and production accounting
2.5. Drawing up a work schedule
3. Processes
3.1. The ability to self-assess the results of the team's activities
3.2. Application of quality management methods
3.3. The ability of the team to influence the cost of production
3.4. Team independence in identifying team problems and shaping team work goals
3.5. Degree of team interaction with suppliers and customers
4. Tasks
4.1. Combining local tasks into a single process that can be subjected to a comprehensive assessment
4.2. Application of multifunctional knowledge and skills, incl. use of collective decision making
4.3. The presence of tasks related to the achievement of tactical goals
4.4. Participation of the team in the development of the development strategy for the team and the organization as a whole
4.5. The presence of tasks related to the restructuring of production processes and teams
5. Structure
5.1. The quantitative composition of the team (the optimal composition is 8-12 people)
5.2. Team members have a variety of necessary professional knowledge and skills
5.3. Team cohesion and the psychological portrait of team members provide a low likelihood of conflicts in the team
5.4. The degree of group unanimity does not prevent a critical attitude to problems
5.5. Target and support roles are adequately distributed among team members. Has a clear team leader
Overall assessment of the level of teamwork

Expert analysis of each of the 25 categories suggests five options for assessing management activities in an organization (Table 10):

The level of development of teamwork in the organization is determined by the overall assessment. It is proposed to single out five levels of development of teamwork in an organization (Table 11).

For a visual representation of the results of assessing teamwork in an organization, it is advisable to use a pentagram (Fig. 7), on which a profile of teamwork in an organization can be superimposed, built taking into account each of the five evaluation criteria of the functional model (Fig. 8). This approach makes it possible to clearly see the areas in which priority improvements in the management system are needed.

Table 11. Determination of the level of development of teamwork

Level	Grade	Characteristics of the state of teamwork
		Management is haphazard, goals are not defined or too vague. For further development we need to fundamentally rethink how we do business
		Teamwork has the potential for development, but these opportunities are poorly realized. Leadership needs to show initiative, clearly define goals and develop a strategy for developing teamwork.
		Teamwork in the organization is in its infancy. It is necessary to focus on the processes of delegation of responsibility and authority
		The development of team work is carried out in most areas. It is necessary to maintain the momentum for improvement and start transforming the remaining problem areas. It is necessary to consolidate the positive results of the transformations in regulatory documents
		Maximum results have been achieved in all areas of teamwork, the system is a reference

Rice. 7. Pentagram of Teamwork

The profile of teamwork in the organization, depicted in fig. 8 indicates that the company has problems, first of all, with the organizational environment and setting goals and objectives, and these areas of teamwork need detailed analysis and improvement.

When carrying out activities to develop teamwork, it should be taken into account that actions to improve one of the criteria will have an impact on the others, that is, the criteria are interconnected.

Rice. 8. Team work profile

Conclusion

Currently, the theory and practice of teamwork is developing rapidly, new examples of its use, methods and organizational procedures for substantiating and implementing work teams are emerging. The first examples of the effective use of work teams in Russia have also appeared. Today there is no need to justify the need to develop this direction in management. However, this does not mean that all problems have been solved. This is evidenced by the growing number scientific publications on this topic in Russia and abroad.

Particular attention should be paid to methodological and methodological issues, "binding" individual provisions of the theory of work teams to specific areas of application. In the proposed work, various approaches are proposed to solve typical problems arising from the implementation and operation of commands. Naturally, they are not universal and indisputable. It should also be noted that the material under consideration is focused on the activities of the executing teams. In fact, the material on management teams is left outside the boundaries of work, although the issues of leadership in teams, effective management of work teams are considered in the manual.

Further research is needed within the framework of this issue, because, in our opinion, teams are a necessary component of any organization focused on a quick response to external changes, on maintaining a high competitiveness of products and services.

To illustrate the last thesis, in conclusion, let us dwell on the most important aspect that determines the effectiveness of the use of teams in various business areas. This aspect concerns decision-making.

On fig. 9 shows the qualitative dependence of profit on the degree of risk taken by a member of the organization of the decision (lower curve). The marginal degree of risk when making a decision, as a rule, is associated with the risk of losing a job (R kr1), this also determines the potential profit (P 1). With a command decision, this point shifts to the right. On the one hand, this shift can be justified by the "blurring" of responsibility, on the other hand, people's faith in the team and its effectiveness. And one more important point- in true teamwork, multifunctional knowledge, skills, and abilities of the team are involved, which affects the risk-profit relationship itself, making it more attractive for business. Accordingly, the value of possible profit in team work is much higher than in individual decision making (P 2 > P 1).

Rice. 9. Comparison of individual and team decision making

Bibliographic list

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2. Belbin R.M. Roles in the team and self-assessment of your preferred roles / R.M. Belbin // Views and illustrations / ed. J. Billsberry. - Zhukovsky: MIM LINK, 2001. - S.197-205.

3. Belbin R.M. Types of roles in management teams / R.M. Belbin. - M .: Delo, 2004.

4. Bragina E.V. Personnel management / Z.V. Bragin, V.P. Dudyashova, Z.T. Kaverin. — M.: Knoruk, 2008.

5. Vikhansky O.S. Management / O.S. Vikhansky, A.I. Naumov. — M.: Gardariki, 1999.

6. Galkina T.P. Sociology of management: from group to team / T.P. Galkin. - M .: Finance and statistics, 2001.

7. Daft R.L. Management / R.L. Daft. - St. Petersburg: Peter, 2001.

8. Janis I.L. Group thinking of roles / I.L. Janis // Views and illustrations / ed. J. Billsberry. - Zhukovsky: MIM LINK, 2001. - S. 180-193.

9. Dudyashova V.P. Architectonics of managerial relations: cellular-network concept / V.P. Dudyashova. - Kostroma: KSTU, 2004.

10. Eremenko V. Creation and development of the team / V. Eremenko // Management of the company. - 2004. - No. 1.

11. Karyakin A.M. Organizational behavior/ A.M. Karjakin; federal agency by education, State Educational Institution of Higher Professional Education "Ivanovo State Power Engineering University named after V.I. Lenin". — Ivanovo, 2005.

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13. Karyakin A.M. Change management and organizational development. / A.M. Karyakin, E.O. Grubov; Federal Agency for Education, Ivanovo State Power Engineering University named after V.I. Lenin. — Ivanovo, 2003

14. Kovalev S.V. NLP for effective leadership / S.V. Kovalev. - Rostov n / a: Phoenix, 2006.

15. Magomedov O.M. Collective forms of labor organization in construction in a market economy: author. dis. … cand. economy Sciences / Magomedov Omar Magomedovich. - N. Novgorod, 2002.

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17. Maslov D.V. Functional assessment of management / D.V. Maslov, V.G. Malyavin, G.V. Rogacheva // Problems of theory and practice of management. - 2007. - No. 3. - S. 103-113.

18. Maslov D.V. Functional self-assessment of management: the practice of improving the management system / D.V. Maslov, Yu.S. Tishkov // Vestnik mashinostroeniya. - 2007. - No. 10. - S. 73-76.

19. Pugachev V.P. Personnel management / V.P. Pugachev. — M.: Aspect Press, 2006.

20. Fernham A. Implementation of the benefits of team work / A. Fernham // Views and illustrations / ed. J. Billsberry. - Zhukovsky: MIM LINK, 2001. - S. 194-196.

21. Herriot P. Teams: old myths and a new model / P. Herriot, K. Pemberton // Views and illustrations / ed. J. Billsberry. - Zhukovsky: MIM LINK, 2001. - S. 206-223.

22. Khudyakov S.S.. Leadership and leadership in small groups / S.S. Khudyakov // mibif.indi.ru/library/html/article13/index.htm

Command types: IF - intrafunctional; CF - cross-functional; About - operational; B - virtual; P - entrepreneurial; SU - self-managed; CH - self-guided.

Management functions: 1 - operational production functions; 2 - formation of the production program; 3 - quality control; 4 - scheduling work; 5 - contacts with suppliers and consumers; 6 - production accounting; 7 - hiring-dismissal; 8 - financial accounting; 9 - educational; 10 - choice of development directions (determination of long-term plans).

Knowledge and skills: 1 — technical; 2 - interpersonal; 3 - command; 4 - administrative; 5 - special.

Organizational Behavior / Ed. G.R. Latfulina, O.N. Thunderous. - St. Petersburg: Peter, 2006. - P.189.

Janis I.L. Group thinking of roles // Views and illustrations / ed. J. Billsberry. - Zhukovsky: MIM LINK, 2001. - S.189-190.

The analysis was carried out in the form of interviews both with foremen and foremen, and with individual ordinary members of the teams. About 200 people were interviewed.

Janis I.L. Group thinking of roles // Views and illustrations / ed. J. Billsberry. - Zhukovsky: MIM LINK, 2001. - P. 191-192 .;

The description of the characteristics is given according to the book “Views and Illustrations”, ed. J. Billsberry.

Minsky M. Frames for Knowledge Representation. - M .: Energy, 1979.

The methodology proposed by D. Maslov was used to implement the processes of self-assessment of management at the enterprise.

Herriot P., Pemberton K. Teams: old myths and a new model // Views and illustrations / ed. J. Billsberry. - Zhukovsky: MIM LINK, 2001. - P.211.

Mercer D. IBM: Management in the most successful corporation in the world. — M.: Progress, 1991. — S.156-157

Vikhansky O.S., Naumov A.I. Management. - M .: Gardariki, 1999. - P. 432.

Beyerlein M., Beyerlein S., Richardson S. Survey of Technical Professionals in Team: Summary Report.- USA, TX, Denton: Center For The Study of Work Teams, University of North Texas, 1993. - P.38.

The names of some procedures have been changed in relation to the source for generalization purposes.

Avdeev V.V. Personnel management: team building technology. — M.: Finance and statistics, 2003. — P.16.

Avdeev V.V. Personnel management: team building technology. — M.: Finance and statistics, 2003. — P.89-112.

Choleric (1 - touchy; 2 - restless; 3 - aggressive; 4 - excitable; 5 - moody; 6 - impulsive; 7 - optimistic; 8 - active); sanguine (9 - sociable; 10 - open; 11 - talkative; 12 - accessible; 13 - lively; 14 - carefree; 15 - loving convenience; 16 - enterprising); phlegmatic (17 - calm; 18 - measured; 19 - reliable; 20 - directed (purposeful); 21 - peaceful; 22 - thoughtful; 23 - diligent; 24 - passive); melancholic (25 - uncommunicative; 26 - restrained; 27 - pessimistic; 28 - sober; 29 - rigid; 30 - unyielding; 31 - anxious; 32 - irritable).

Description of subtypes is given in the work of V.V. Avdeev.

In parentheses are characteristics that reduce the significance of the subtype for the role of a team leader

In parentheses are additional conditions that ensure effective teamwork.

The methodology for assessing teamwork is borrowed from the works of D. Maslov, who proposed using a functional model for self-assessment in an organization.

Maslov D.V., Malyavin D.V., Rogacheva G.V. Functional assessment of management // Problems of theory and practice of management. - 2007. - No. 3. - P.103-113.

To implement changes in an organization, you can create a team. To create a team, you need to know how they are created and formed. You need to choose the right way to create a team. Building a team in itself is not enough to bring about change. The team must act effectively - this is the key to the success of implementing changes, and monitoring and improving efficiency is the task of managers and managers.

When is using commands more efficient than using groups?

Teams and groups are overlapping concepts. In some cases, it may be appropriate to pay closer attention to team building processes rather than being limited to doing work as a group.

Commands are most effective when:

• development of strategies in conditions of high uncertainty of the environment;
• vagueness and plurality of criteria for selecting strategic options;
• simultaneous implementation of several strategies;
• the need to coordinate complex work;
• a wide range of opinions of experts regarding the assessment of strategic alternatives;
• conflict of interests of interested parties;
• a high degree of resistance to strategic change.

From general considerations, it is clear that the more uncertain the task, the more effective the team approach, especially in cases where different stakeholder expectations must be met. This is evident when making government decisions or when developing technology and innovation policies, when the choice between alternative development options is made on the basis of a detailed study of a variety of data. In such situations, the facts alone are not always enough to determine the final innovation, support and development policy or strategy, so the opinions and personal visions of the parties involved are taken into account when making a decision. If due diligence fails to arrive at a satisfactory solution to the problems, then compromises between alternative perspectives and the legitimate interests of the parties can be found as a result of teamwork.

In what cases can the use of commands be ineffective?

There are conditions where teamwork may not be effective, in particular the following:

• teams can work out solutions that suit everyone, rather than optimal solutions to problems;
• decisions may depend on the level of innovative thinking of team members;
• teamwork may be unacceptable in cases where you need to find a solution quickly.

The reasons for the decrease in the effectiveness of the team are determined by the fact that when solutions to problems are sought in the process of joint discussion, it is likely that extreme solutions will be excluded, including, possibly, optimal solutions.

The result of teamwork is determined by how progressive the team itself is in terms of composition, norms and value orientations. A team that cultivates the spirit of invention and originality strives for an innovative type of behavior.

It takes more time to develop a team decision than to make an individual one, since mutual contacts and finding consensus on the decision are assumed.

What are the main factors that determine team performance?

There are three main factors of effective team work. These include:

• meeting the individual needs of team members;
• successful teamwork;
• solution of tasks assigned to the team.

These elements are interdependent. For example, personal satisfaction depends not only on the successful solution of problems, but also on the quality of relationships in the team, as well as on the social aspects of teamwork. Single businessmen, combining the owner and manager in one person, are deprived of the opportunity to exchange ideas with their colleagues. Working alone can reduce their productivity over time. The effectiveness of the team also depends on the next step, i.e. on what happens after the goals are achieved.

Internal elements of team effectiveness

The model of the internal elements of team effectiveness is as follows. The three elements discussed above are presented in the form of icebergs, most of which are under water. Observing the work of teams in organizations, you can see that most of the energy, if not all, is directed to the exact solution of the problem (what needs to be achieved, when, how budget funds and what resources). Naturally, this is important, but we must not forget about the process (how the team will work) and that shipwrecks are not excluded, as in cases with real icebergs. For example, even a team that has achieved its goals can hardly be considered effective if its members have conflicting views and are so disillusioned with their organization that they intend to look for another job. Therefore, as additional characteristics of the effectiveness of the team, we can consider the degree of readiness of its members to perform new tasks and their desire to continue working together.

How to improve the effectiveness of the strategic change team?

The effectiveness of the strategic change team depends on:

• management of the quantitative composition of the team;
• managing the functional responsibilities of team members;
• distribution of functional and team roles.

By managing these types of teamwork, you can monitor the effectiveness of teams, increasing efficiency and achieving change success.

How can you influence the effectiveness of the team by managing its quantitative composition?

From general considerations, it is clear that the effectiveness of very small and very large teams will be less than when a certain optimum size is reached, although the desire to both reduce the number of team members and increase it is justified. In the first case, the speed of intra-team communication increases and, consequently, the speed of task completion. In the second, the inclusion of a larger number of specialists in the team will ensure an increase in the quality of the task. The most reasonable thing would be to have a team as small as possible in number, but large enough so that the competence of its members corresponds to the requirements of the task.

It is easiest to work in a team consisting of two people, due to the ease of communication. In larger teams, members are prone to messy communications, leading to disorganization and the feeling that a lot of time is wasted. With the increase in the size of the team, the number of interactions between its members increases dramatically.

If we keep in mind that every interaction contains potential conflict between its participants, with the expansion of the team, a greater likelihood of organizational difficulties becomes apparent.

If the team has more than twelve people, it would be reasonable to break it into two subgroups, giving each of them an integral part of the overall task and retaining the overall leadership of the group. If this is not done, the team will be divided into informal groups in an arbitrary way (for example, based on the sympathy of team members for each other), which will make it difficult to coordinate the task and reduce the effectiveness of team work. Therefore, the process of dividing a large group into subgroups, bearing in mind the achievement of team goals, is best managed consciously and carefully.

How can managing the functional responsibilities of team members affect the effectiveness of its work?

The effectiveness of a team is largely determined by the personal qualities of its members and the relationships between them. Everyone should be ready to direct all their abilities and knowledge to the solution of the team task.

The level of competence, which includes the knowledge, understanding, skills and personal qualities that team members must possess, is determined by the tasks and methods for achieving the goal.

It is important to assess the correlation between the results of the team’s work and the requirements for the level of competence as often as possible in order to detect emerging problems in time and make the necessary changes, organize appropriate trainings, etc.

How can teams be more efficient by assigning functional and team roles?

When selecting people for a team, we usually make our choice based on their skills, knowledge and experience. But to achieve team effectiveness, not only skills, knowledge and experience are important, but equally personal qualities and personal characteristics of team members.

When people work as part of the same group or team, each of them performs two types of roles: functional, based on professional skills and practical experience, and team, which is based on personal characteristics. The team role can be viewed as a characteristic of the quality of the application of individual skills and experience that make up the content of the functional role being performed.

There are nine team roles. Research has shown that each team member plays not one, but often two, even three or four team roles. It should be noted that they can be considered equally important for the effectiveness of teamwork, provided that they are used in the team at the right time and in the best possible way. For example, when a team is just starting to consider a problem or develop a project, innovative ideas are needed first (need a thinker), followed by the need to evaluate how these ideas can be translated into practical actions and achievable tasks (doer) . In these stages, success is achieved provided that the team has a good coordinator (chairman), whose task is to ensure the best return from the team members at the right time. The team acquires driving forces and incentives thanks to the activity of an energetic shaper. When it comes to complex negotiations with other groups, the qualities of the resource researcher become important. To contain excessive displays of enthusiasm that distract from the main activities of the team, an evaluator should be included in the composition of the team.

All kinds of sources of friction and misunderstanding between team members are eliminated by the collectivist, and thanks to the presence of a specialist, the team has at its disposal rare skills and knowledge that are periodically needed. The role of the closer is not to lose sight of even the smallest details of the implementation of the decisions made and to achieve the consistent implementation of all the planned actions.

It is clear that in order for the team to extract maximum benefit of the variety of team roles, each member must be aware of the features of the team roles of their colleagues. Only in this case can it be established whether among these nine roles there are those that do not belong to natural strengths team members. If this is the case, then those team members for whom the missing natural team roles are secondary will have to try to fill this gap. Obviously, this will require an atmosphere of frankness and trust. Sometimes managers speak out in the sense that they are tasked with leading teams that are imbalanced in terms of team roles and have to deal with what they have. In most modern organizations, there is a constant turnover of staff. When selecting and hiring new employees, managers who have adopted the concept of team roles will purposefully select their staff.

Team roles

Team Role	Required personal qualities and contribution to the team	Permissible deficiencies
Thinker	Creative orientation, rich imagination, originality of thinking. Striving for innovation. Source of original ideas for the team	Lack of experience interpersonal communication Psychological instability May be delayed for a long time interesting ideas»
Executor	Turns ideas into practical actions. Turns decisions into easy-to-do tasks. Brings order to the team	Lack of flexibility. Rejection of fantastic ideas Dislike of frequent changes of plans
Closer	Diligence and conscientiousness. Ensures that tasks are completed in full. Tracks the timeliness of tasks	Excessive concern about the state of affairs. Tendency to inner experiences. Unwillingness to delegate their responsibilities. Rejection of the frivolous attitude to his duties by others
Appraiser	Confesses an impartial critical analysis of the situation Strategic Approach and discernment in assessments. Accuracy of judgment, the desire to consider everything possible options solutions. Underestimation of the factors of stimulation and inspiration	Lack of inspiration and creative imagination. The ability to overwhelm the initiative of others
Resource Explorer	Possession of the art of negotiation, a variety of contacts. Talent improviser, exploring opportunities. Enthusiasm, communication skills	Loses interest as enthusiasm wanes. Jumps from one task to another. Needs outside pressure
shaper	Constant focus on solving the problem; stimulates the work of the whole team. Contributes to the implementation of decisions made; encourages employees to work harder. Energetic, striving for excellence and working with full dedication	Turns easily into a state of irritability and frustration Impulsiveness and impatience Intolerance of vague wording and indecision in behavior
Collectivist	Contributes to the harmonization of relations in the team and the elimination of disagreements. Listens carefully to the interlocutor; relies on the opinions of others. Sensitivity, lack of overconfidence	Indecisiveness in crisis situations. The desire to avoid escalation of situations. Can prevent action at a crucial moment
Chairman	Clearly formulates goals; performs well as a facilitator during discussions. Promotes effective decision making. Has good communication skills; social leader	May give the impression of a manipulative person. Tendency to shift their responsibilities to others. Can take credit for the entire team
Specialist	Possesses rare skills and knowledge Purposefulness and ability to concentrate efforts. Initiative and ability to devote oneself to work	Useful only in a narrow professional field. Often has poor communication skills. Often "can't see the forest for the trees"