Groups are a natural and inevitable part of any organization. No matter how communities of people are called: groups, divisions, collectives or teams, most of them are aware of how much their individual success depends on them. No one is able to perform a symphony alone, which requires the coordinated playing of an entire orchestra. If we keep in mind that management is the art of achieving goals with the help of subordinates, then it is necessary that subordinates know and share these goals, and be motivated to achieve them.

The meaning of the term "group" historically goes back to two roots: "knot" - from the Italian groppo and German grop and "circle" - from the German kruppe and French groupe. Interestingly, both of these words were based on the idea of ​​a circle. From this follows the idea of ​​equality of the group of persons forming a circle.

A group is two or more interacting and interdependent people united to achieve a specific goal. Groups created in an organization at the behest of management are called formal groups. They are designed to perform specific tasks and achieve specific goals. There are three main types of formal groups in an organization: leadership groups, production groups, and committees. The leader's group consists of the leader and his direct reports, who, in turn, can also be leaders. The second type of formal group is the working (task) group, consisting of individuals working together on the same task. Although they have general manager, in contrast to the command group, they have much more independence in planning and carrying out their work. A committee is a group within an organization that is delegated authority to perform a task or set of tasks. Committees are sometimes referred to as councils, task forces, commissions, or teams. But in all cases, this implies group decision-making and implementation of actions, which distinguishes the committee from other organizational structures.

In order to imagine what formal groups the customs authorities of the Russian Federation consist of, one should refer to structural diagrams, which in essence are a means of visual demonstration of the official structure of the organization and which can be used to illustrate the composition and relationships between individual working groups, departments and divisions.

The hallmarks of formal groups are: a clearly defined composition and structure, including organizational norms, common tasks (goals), rigid definition and distribution of roles; unambiguous establishment of the statuses, rights and obligations of the members of the group.

An informal group is a spontaneously formed group of people who interact regularly to achieve certain goals. These goals do not directly coincide with the goals of the organization. There is a community of interests, sympathies, antipathies of group members, manifested in relationships of mutual assistance, information exchange, etc. Informal groups have much in common with formal organizations in which they are inscribed (hierarchy, leaders, tasks, norms). However, they do not have a clear structure. They can be open to new members of the organization, the delimitation of roles and statuses in them is not rigid and pre-planned, it is not set from the outside, but is determined by intra-group relationships. Informal groups are able to significantly modify the formal structure.

A special kind of group is a team. A team is a group of people with common goals, complementary skills and abilities, high level interdependence and shared responsibility for the achievement of outcomes.

All work teams are groups, but only formal groups are work teams. The main difference between teams and traditional working groups is the presence of a synergistic effect.

The formation of an effective management team is one of the priority tasks of the management activities of the heads of customs departments. Each leader must clearly see the immediate and distant goals of the customs activities of his unit, but he needs like-minded people who share these goals and help him turn them into reality.

Researchers have not yet come to a unified typology of teams. It is most convenient to classify them according to the following four characteristics: purpose, duration, membership and structure. Currently in modern organizations The most commonly used are: functional commands, self-managed commands, and cross-functional commands.

Functional teams include a leader and his subordinates belonging to a specific functional department. The structure of this type of team is quite clear, issues related to official authority, leadership, decision-making and interaction of members are quite simple and understandable. Functional teams solve specific production tasks and certain customer problems.

The management team of the head of the customs division is an example of a functional team.

Self-managed teams are functional groups of employees who work without a leader and are responsible for the entire work process (or part of it), which consists in providing products / services to the client. Self-managed teams are responsible for both getting the job done and managing it.

Cross-functional teams - A mixed group of specialists in different fields working together to accomplish specific tasks facing an organization.

Teamwork is increasingly used in modern organizations, however, their creation and development require certain efforts, which do not always correspond to the result obtained. Therefore, the use of a command is appropriate only when the work requires interrelated actions that cannot be performed efficiently with individual work. To determine the need for teamwork, it is convenient to use a three-level team building model, which is shown in Fig. 4.8 (according to D. Macintosh-Fletcher) 28 .

Level A. Cohesive working group. Team members see themselves as one working group, but their work is mostly independent of each other, so they do not have the need to distribute work among themselves. They can be considered a group because they make a certain contribution to the work of their unit. This group is characterized by:

The presence of a goal shared by all;

Everyone feels accepted by the group and has the ability to influence others.

A cohesive group is focused on the needs of its individual members.

Level B. An effective work team focuses on increasing productivity. Its members are interdependent, which makes it necessary to distribute work to achieve a common goal. This level is characterized by:

Functioning as an autonomous unit within an organization;

Team members share work information with each other;

The presence of goals and objectives shared and understood by all.

An effective work team is focused on growing its effectiveness in solving work tasks as a managed team.

Level C. An effective organizational complex consists of a large number of people, includes sub-teams with different purposes or performing different stages of work. It targets the needs of the organization as a whole. This level has the characteristics of both a cohesive group and an effective working team and, in addition:

Each team is linked to other teams in the organization or to functions to carry out different projects;

Team resources (human and material) are shared with other teams in the organization or their functions;

The team influences the organization's strategy and policies;

People can move in and out of the team according to needs, work flow, time factor.

An effective organizational complex integrates the activities of individual teams of a large organization, establishes cooperation between them, and operates on the principles of teamwork shared by all.

All levels of team building are represented in the customs authorities of the Russian Federation.

It has been established that for the choice of the type of the working group, the nature of the task assigned to it is of fundamental importance. If the task is well structured (simple, familiar, common), then it has a programmable solution. To perform such a task, employees require only certain professional skills, they are well performed by people working independently from each other. Homogeneous groups are effective here, consisting of employees with similar values, beliefs, experience, up to 9 ± 2 people. If the task has a high degree of uncertainty, unstructured, requires an unprogrammed solution (unique, requiring a non-standard approach), then a heterogeneous group of 7 ± 2 people with a high level of teamwork skills is effective.

Having determined the need for a team, you should begin to form it.

Team formation is facilitated by: the presence of group members of such qualities as the ability to listen, empathize, willingness to help others, common values ​​and interests, the desire for cooperation in solving complex problems, clarity and certainty of positions, openness, flexibility. The formation of a team is hindered by: the desire to dominate, constantly enter into an argument, peremptory statements, a negative assessment of the ideas of others, the habit of being always right, reasoning, indifference. Numerous studies in recent years have identified characteristics common to all effective teams (Figure 4.9).

Thus, effective work teams are characterized by: the presence of clear goals; people who have necessary skills and skills, a high degree of mutual trust between team members, their overall commitment to the cause of the team, a high level of communication, the ability to negotiate among themselves and effective leadership 29 .

At the initial stage of formation of the management team, the head of the customs division plays a leading role. He sets clear goals and objectives, inspires confidence in his own strength, helps develop skills, approaches, improve the techniques and methods of work performed, achieve coordination of actions, while behaving more like a mentor, assistant, than like a controller.

Initially, the team will include the immediate environment of the leader and other employees who support him, share his ideas, views on joint activities and put them into practice. At the same time, the team not only perceives the ideas and views of the leader, but also provides him with feedback that allows him to refine and develop these ideas. The initial quantitative composition of the management team should correspond to the size of the sociocritical mass (-5% of 30 people, ~10 - 15% of 30 - 150 people). In the future, the team can cover all the employees of the unit, thereby transforming into the team of this unit. In terms of the socio-psychological development of the customs department, the process can be described by the following scheme:

manager - the management team of the leader - the team of the unit.

The team building process goes through a number of stages. American researcher B. Bass distinguishes four stages of team development.

1. Acceptance by team members of each other. At this stage, distrust, wariness and alienation relative to each other are eliminated, and a willingness to cooperate appears.

2. Development of communications and development of a mechanism for making group decisions. The expansion and intensification of communications make the group capable of making collective decisions.

3. Formation of group solidarity. Growth of trust and strengthening of the sense of group identity. Members of the group experience satisfaction from the very fact of being in it and help each other.

4. The desire to maximize group success through the rational use of individual abilities, opportunities and mutual assistance, ensuring informal collective control. This stage is characterized by a shift in emphasis from interpersonal solidarity and support to a common cause.

As the team progresses through the stages of development, the relationships in it reach maturity, which positively affects the effectiveness of its activities.

R. M. Belbin found that the distribution of roles affects the success of the management team. He found that there are two types of roles: professional and team. There are eight team roles: performer, coordinator, set in motion, "thinker", resource explorer, evaluater, collectivist, follow through. The personal characteristics of team members allow them to adapt well to certain roles and limit their ability to successfully perform others. The team should strive for a balance of group roles filled by the right people for those roles. The very same balance of roles is determined based on the goals and objectives of the group. Thus, the formation of a team includes: defining the purpose of the team (why the team exists), formulating its purpose (what the team is going to do), setting goals (how the team is going to do), defining the role of the team (the working approach that the team as a group should take), fundamental rules and norms (leadership).

Teamwork has both advantages and disadvantages. The advantages include: the ability to combine a variety of skills to solve a problem or problem, mutual assistance and mutual support, the opportunity to learn from each other, relative independence from the rest of the organization. Among the disadvantages are: isolation from the rest of the organization can lead to the fact that the goals of the team may conflict with the goals of the organization, conflicts arise between different teams, the pressure of the team on its members can lead to "groupthink" (unrealistic perception of the surrounding reality).

The general trend in the development of management in recent years is the provision of significant independence to small teams that acquire the rights of independent teams. "Team" management technologies began to actively penetrate into the practice of public service, there is a delegation of rights and responsibilities from the upper levels of management to the lower ones. Small teams get the opportunity to manage resources, pursue their own personnel policy, and even engage in strategic planning. Teams are becoming the main tool for achieving innovation, individual commitment, focus on the main tasks. All of the above fully applies to the customs service.

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management team formation efficiency

Introduction

Chapter 1. Labor collective

1.1 Labor collective: concept, types, goals, structure, stages of development

1.2 The workforce and its features

1.3 Stages of development of the labor collective: managerial aspect

Chapter 2

2.1 Formation of teams

2.2 Management teams and their formation

2.3 Team effectiveness

Conclusion

Bibliography

Introduction

The efficiency of business processes (both in Russia and abroad) is increasingly determined by the use of effective management teams. This is due, firstly, to the sharply increased rate of changes in the external environment in which one has to work. commercial organizations, secondly, with a significantly increased role of the creative work of employees in the organizations themselves.

The need to quickly respond to external changes, combined with the increased complexity of management, forces the formation of groups of highly qualified specialists for the effective management of companies. These groups of specialists, as well as their individual members, work most productively when effective management teams are formed, and relationships within the group are built around a team leader.

The relevance and objective necessity of studying the processes of creating effective management teams is determined by the fact that for many companies the solution to this issue is a survival factor.

Despite the huge interest around the world in the topic of team building and teamwork, the issue of forming effective management teams has been worked out relatively little. One of the reasons for this is that the problems themselves, the solution of which requires the use of the effectiveness of teams, have risen before the business in all their acuteness only in recent decades.

The object of research is the processes of formation and functioning of effective management teams in commercial organizations.

The subject of the study is the social characteristics and technologies for the formation of effective management teams in organizations.

The purpose of the study: to determine the criteria for evaluating the effectiveness, analysis of resources, stages, technologies for the formation of labor collectives and the creation of effective teams in organizations.

* consider the terms of the labor collective and effective team;

* identification of the main team-building features;

* determination of the parameters of team effectiveness, factors that increase or decrease this efficiency;

* isolation of the stages of formation of effective management teams in organizations;

Chapter 1. Labor collective

1.1 Labor collective: concept, types, goals, structure, stages of development

The labor collective is a special social community that unites people who carry out joint labor activities within the framework of a labor organization. It forms the social basis of stable, sustainable and capable of development. labor organizations.

From the point of view of G. Allport, the labor collective is all citizens participating by their labor in the activities of an enterprise (organization) on the basis of an employment contract.

From the point of view of I. Steiner, the labor collective is a collective in which workers get the opportunity to be included in the labor process. There are primary, secondary, formal and informal labor collectives.

From the point of view of C. Rogers, a labor collective is a group of people who work together to achieve a specific goal.

From the point of view of Eric Larson, the collective is a social organization characterized by joint socially significant activities.

From the point of view of W. Golding, a team is a group of people working together in which people interact with each other in such a way that everyone influences others and at the same time is under his influence.

From the point of view of A.V. Petrovsky team - a group of people united by common goals and objectives, which has reached a high level of development in the process of socially valuable joint activity.

The composition of the teams are:

Homogeneous (homogeneous);

Heterogeneous (dissimilar). These differences may relate to gender, age, profession, status, level of education, and so on.

Heterogeneous teams are more effective at solving complex problems; they are also effective in intensive creative work (brain attack). At the same time, homogeneous ones solve simple problems better.

By structure:

Functional (based on the division of labor and the definition of production tasks for each);

Political (in accordance with belonging to certain groups);

Socio-demographic (by gender, age, education, qualifications, etc.);

Socio-psychological (in accordance with likes and dislikes);

Behavioral, determined by activity, etc.;

Motivational (depending on the driving factors of behavior).

By status:

Official, for example, the personnel of an organization or unit, are legally formalized and operate within the legal space).

Unofficial ones are based on nowhere recorded, or even declared, the desire of people to cooperate with each other and the real practice of such cooperation.

According to the nature of internal relations:

Formals are prescribed in advance

Informal ones are formed spontaneously, by themselves.

Based on the duration of existence:

Temporary, designed to solve a one-time task

Permanent.

By size:

Small; members maintain not only direct, but also emotionally colored friendly contacts with each other;

Large; each performs a wide range of duties.

The main parameters of the labor collective, on which the effectiveness of the labor organization depends, are such indicators of its condition as: cohesion, stability, level of qualification and education, labor and social activity of its members, role in public life wider social community. The labor collective is formed on the basis and in the process of sufficiently long interactions and relations between members of the labor organization, due to joint participation in a single production and social process. An important characteristic of labor organizations that influences the formation and development of their labor collectives is the way they arise (origin). Labor organizations can arise in two main ways: 1) as a result of personal initiative, on a voluntary basis, due to internal private goals and motives; 2) on an external initiative: according to the decision of any state department, the management of a corporation, a meeting of shareholders of a company, another owner. The noted differences in the origin of organizations are important because they determine the ways in which the labor behavior of their employees is regulated. The regulation of the labor behavior of employees of the organization occurs on the basis of general social and private social, i.e. narrow-group, norms that “adapt”, “adjust”, “subjugate” the norms of labor interaction, dominate them in the labor process, directly affecting the organization of production. This way of organizing and regulating labor behavior is very common and typical for most newly created firms. Modern labor organizations, as a rule, are designed on the basis of existing, relatively standard projects. At the same time, the design process and the project itself cover not only the production, technical and commercial (economic) side of the functioning of the organization, but also the social one.

Stages of development of the labor collective

According to G. Reznik, the process of forming a labor collective generally consists of three stages:

The first stage - the orientational stage - is formed by a labor community, the basis for the unification of which is mainly formal-functional ties, which are forced, conditioned by technology, in nature. Such connections are carried out mainly due to external, administrative pressure, supervision and control for the sake of obtaining remuneration for work, as a means of achieving personal goals that are not related to the main goal of the organization. Such a labor community is not yet a labor collective and takes place either at the initial stages of the existence of a labor community, or at the stage of its crisis and disorganization, when it falls apart for one reason or another.

On this stage the organizer of the team is the leader, all requirements come from him.

At the first stage, individualism prevails in the behavior of people. They get to know each other, observe others and show them own possibilities. At the same time, many take a wait-and-see position, avoid hostility, observe, analyze. After a certain time has elapsed and with certain managerial efforts, the labor community can move on to the 2nd stage.

The second stage is the mutual adaptation stage. It is distinguished by the presence of a stable “core” formed during this time, capable of influencing other employees whose goals do not coincide with the goals of the organization. This is the "embryo" of the future real labor collective, whose members identify themselves with the organization, perceive its goals as their own. At the second stage, there is a rapprochement between people, the establishment of the necessary contacts between them and the formation of common norms of behavior that “cement” the team, as well as attempts to establish priorities and seize power.

The main goal of the leader at this stage is to make the most of the capabilities of the team to solve the problems for which this team is being created. Practically only now the collective reaches a certain level of its development as a subject of education, as a result of which it becomes possible to purposefully use it for the purpose of the individual development of each individual worker. In the general atmosphere of goodwill towards each member of the team, a high level of leadership, stimulating positive sides individual, the team becomes a means of social development important qualities personality.

The third stage is the stage of consolidation (cohesion). At the 3rd stage, when the labor community can be called a labor collective (real), most of its members share the goals of the organization, identify themselves as a given community. At the third stage, the team is stabilized, common goals and norms, reliable cooperation is established, which allows to obtain guaranteed results.

In the future, with the growth of the maturity of the team, more and more complex tasks become on the shoulder, and the trust that exists between people, their good knowledge of each other in a number of cases allows it to function on the principles of self-government.

The leader at this stage tries to rally the team, gives a clear orientation to achieve goals.

Theoretically, the 4th stage is also possible, when almost every member of the labor community is actively working, consciously contributing to the achievement of corporate goals. However, this is rather an ideal that the personnel management service should strive to achieve as the main goal of the social development of the organization and personnel policy her guides. The ratio of formal organizational and personal goals of labor communities is a defining, but not the only indicator of the level of development of the labor collective. Others important indicators This level is the range and scope of functions performed by the workforce along with the main production, economic function. The labor community, reaching the state of the labor collective, unites the employees of the organization not only in the main production activities, but also in activities related to other areas of public life, giving them the opportunity to satisfy important social needs: in communication, participation in the management of the organization, in self-expression and self-improvement, in familiarization with cultural and spiritual values. A real work collective, as a rule, provides, first of all, a basic set of social services constituting the so-called social package. An important difference between the labor collective and other less developed labor communities is the presence in its social structure of a sufficiently large number of informal interest groups, including those directly related to production activities such as societies (councils) for rationalization and invention, quality circles, etc.

1.2 The workforce and its features

Stabilization of the workforce. Maintaining or ensuring stability of the workforce is one of the main tasks social management labor organization. Violation of the stability of the labor collective is a threat to its existence in this capacity. The labor collective, as shown above, differs from other communities in the high degree of coincidence of the personal goals of its members with the general goals of the given labor organization. Not every labor organization operates on the basis of a real workforce. The creation of a labor collective is the result of a special, purposeful activity carried out by the personnel management service of the enterprise, and in its absence - management team organizations. An unstable labor collective is actually a nominal labor collective, characterized by the instability of social ties that unite the employees of the enterprise as participants production process and labor organization. Several circumstances contribute to the instability of the labor collective. The main thing is the lack of general economic stability, a reliable legal framework, and solid criteria for successful activity. All this takes place in transitional periods of the development of society, when the traditional mechanisms of economic and social management and regulation are ineffective or destructive, and new ones have not yet been created or mastered. The concept of "stabilization of the labor collective" has a double meaning. Stabilization of the labor collective can be understood, firstly, as a management activity aimed at eliminating the factors of temporary instability of an established and successfully functioning labor collective. Secondly, as a systematic activity of a strategic nature, which is one of the elements of the process of social management of the organization in the long term.

Distinctive features of the workforce. The distinctive, specific features of the labor collective as a social community are associated not only with the fact that it arises on the basis of a joint labor activity, but mainly with those features that make it possible to characterize this or that social community as a collective. The socio-psychological theory of the labor collective is engaged in the identification and analysis of such signs in relation to labor communities. According to this theory, not every target social community, even if it has a certain organization, has properties that allow it to be considered a collective. The properties that distinguish the collective from other social communities are acquired.

Cohesion. As cohesion grows, members of the group identify themselves with it to a greater extent, experience more satisfaction from their belonging to this group.

The proximity of attitudes, opinions, values ​​and norms of behavior of group members ensures its greater cohesion and reduces the likelihood of disagreements and conflicts that can divide the group or lead to its disintegration.

Groups in which there are contradictions and conflicts, there is no spirit of mutual assistance and camaraderie, are less effective than groups in which relations are characterized by mutual understanding, mutual sympathy and cooperation.

When talking about group development, managers tend to view cohesion as a positive, desirable quality. Therefore, the formation of a cohesive team is on the list of top-priority tasks of the leader.

However, the relationship between cohesion and efficiency group activity not so unambiguous. Studies have shown that cohesion contributes to the effective operation of the group, if combined with another important component of it - a positive orientation.

Orientation characterizes the aspirations of group members, what they consider useful and important for themselves. We can talk about a positive orientation if the goals of the group coincide with the purpose of the organization's activities. If its aspirations are aimed at satisfying selfish goals and contradict the interests of the organization, then this orientation is negative.

Cohesion -- one of the processes of group dynamics, characterizing the degree of commitment to the group of its members. As specific indicators of Cohesion, as a rule, the following are considered: 1) the level of mutual sympathy in interpersonal relationships - the more members of the group like each other, the higher its cohesion; 2) the degree of attractiveness (usefulness) of the group for its members - the greater the number of those people who are satisfied with their stay in the group, i.e. those for whom the subjective value of the advantages acquired through the group exceeds the significance of the efforts expended, the higher the force of its attraction, and, consequently, the cohesion.

The following factors contribute to the increase in group cohesion:

Agreement on goals;

Interaction frequency;

personal attraction;

Intergroup competition;

Favorable ratings.

Factors that reduce cohesion in a group include:

Lack of agreement on goals;

Large group size;

Unpleasant communication experience;

intragroup competition;

Dominance of one or more members.

It follows from the above that in order to encourage cohesion it is necessary:

Reduce the composition of the group (5 - 7 people);

Encourage the agreement of group members with its goals;

Encourage competition with other groups;

Reward all group members;

Isolate the group by giving it shared territory and time to socialize.

If the goal of the leader is to weaken the cohesion of the group, aimed at achieving narrow group, selfish interests that impede the effectiveness of the organization, then the leader must take the opposite measures:

Increase the composition of the group;

Encourage disagreement of group members with its goals;

Eliminate competition with other groups;

Reward each employee individually;

Divide the group geographically, reduce the time for communication.

The social structure of the labor collective. Social structure - a set of relatively stable relationships between elements social system reflecting its essential characteristics.

Social structure - the internal structure of a society or social group; an ordered collection of interrelated and interacting social groups, social institutions and relationships between them.

The social structure of the labor collective is a characteristic of the labor collective by sex, age, professions, nationalities and other social indicators.

The labor collective as a social organism has a certain social structure as a set of principles of mutual arrangement, interconnections and relationships constituent elements that make up a complete system.

There are production-functional, target, vocational, socio-demographic, socio-organizational, socio-psychological and national social structures.

The production-functional includes production units that produce products, sell them, manage, plan, stimulate, etc. In this social structure, there are three levels of teams: the highest (main), middle (secondary) and lower (primary).

The highest (main) is the production team, which is an independent socio-economic unit with established norms of industrial and social life, labor traditions and rules and consisting of secondary teams: workshops, sections, services - which in their structure have many primary teams: brigades, shifts, groups, etc.

The entire workforce of organizations, depending on the functions performed, is divided into two groups: industrial and production personnel (PPP) and non-industrial personnel (NP). The PPP includes all employees of the main activity: managers, specialists, technical performers, main and auxiliary workers, students, employees of the paramilitary and guard guards, fire protection, employees of research and design and technological divisions. The composition of the NP includes employees of housing and communal services, cultural and community and medical and sanitary services, auxiliary agricultural enterprises, sports facilities, teaching and service personnel preschool institutions and etc.

The target social structure is considered as a set of all levels of the social structure (higher, middle, lower), interconnected by a common goal and tasks of both an industrial and socio-psychological nature, expressing the same interests, common value orientations.

The professional qualification social structure is social form professional division of labor. It involves the division of groups according to the level of education, professions, and within professions - according to qualifications, total work experience, work experience in a given profession, in a given organization.

The socio-demographic social structure characterizes the labor collective, dividing it into groups by sex, age, marital status, income level, etc. In each group, it is important to study the specific needs, interests of its members, the nature of reproduction, development prospects and other characteristics.

The socio-organizational social structure expresses the system of relations in the work collective, in which formal and informal associations. The discrepancy between the interests of formal and informal groups often leads to conflict situations.

The socio-psychological structure is determined by the system of interconnection of positions and roles of individual workers and small groups. Developing, it affects the socio-psychological climate in the team, labor motivation, adaptation of new members of the team, conflict resolution and, as a result, on the effectiveness of activities.

The national social structure is the national composition of the labor collective (group).

All types of social structures together determine the content of intra-collective social relations. The study of the characteristics of these relations in relation to various groups is important for improving the management of the labor collective, strengthening its social status, and attracting young, highly qualified specialists to the team.

Regulation social processes in work groups

The basis for the regulation of social processes is the labor behavior of people in a team, which is determined by internal and external motivating forces.

Internal motivating forces are needs, interests, values, motives, which together represent the structure of a complex process of motivation - encouraging oneself and other members of the organization to work to achieve personal goals and goals of the workforce.

External incentive forces are incentives, sanctions used to incline a person to certain labor behavior. It is important to clearly understand what place a person is applying for in an organization, what roles he can and is ready to perform, and what role the organization is going to offer him. Often it is precisely the discrepancy between this role and the capabilities of a person that is the basis of the conflict between him and the organizational environment.

The regulation of the conformity of the role and place of a person in an organization occurs when he enters the organization, in the process of learning and in the process of interacting with him in the course of work (Fig. 1). In the process of entering the employee into the organizational environment, the organization must solve three problems: to cut the old behavioral stereotypes; to interest him in the work of the organization; to instill in the employee new norms of behavior in specific organizational conditions.

Rice. 1. Regulation of compliance with the role and place of a person in an organization

Interaction between a person and an organization involves a role aspect. On the one hand, this is the role of a person in a team, i.e. the connection of his activity with the goals and objectives of the organization, the content of his work and the methods of its implementation, on the other hand, it is the readiness of a person to consciously fulfill his role, which will lead to a positive result, not necessarily a material one, and will bring him satisfaction.

Conflict - a collision of oppositely directed goals, interests, positions, opinions or views of opponents or subjects of interaction.

Conflict - a contradiction in views and relationships, a clash of divergent, opposing interests, a sharp dispute.

Conflict situations that are generated by organizational and emotional factors can be eliminated by adjusting the role of the employee (changing the form of work); professional development, the ability to recognize and prevent emerging problems, the rearrangement of workers from one role to another depending on their ability to cope with conflict situations and etc.

Most conflicts can be resolved by eliminating them. material basis: to improve the organization of labor, to establish an uninterrupted supply of raw materials and materials, to change the order financial incentives or make structural changes in the team. The resolution of the conflict contributes to its open discussion.

An important role in regulating social relations and processes in the organization is played by group norms that are aimed at achieving the goals and objectives of the organization, encouraging the behavior of employees, achieving the goals of the organization, and sanctions that encourage group members to comply with group norms.

Roles and relationships in the workforce. Roles in the team are divided into "production" (functional and social) and "interpersonal". Specialists distinguish eight production roles.

The coordinator has the greatest organizational skills and usually becomes the leader of the team, regardless of his knowledge and experience. His main duty-- to be able to work with those who have such knowledge and experience, and to direct their activity to achieve the set goals.

The idea generator is usually the most capable and talented member of the team. He develops options for solving any problems facing him, but due to his passivity, lack of concentration, etc. unable to put them into practice.

The controller himself is not capable of creative thinking, but due to deep knowledge, experience, erudition, he can properly evaluate any idea, identify its strengths and weaknesses, and encourage others to work on its further improvement.

The grinder has a broad view of the problem and therefore, if necessary, is able to “link” its solution with other tasks of the team.

The enthusiast is the most active member of the team; he captivates others with his example to take action to achieve the goal.

The seeker of benefits is an intermediary in internal and external relations, giving a certain unity to the actions of the members of the team.

The performer conscientiously implements other people's ideas, but at the same time needs constant guidance and encouragement.

An assistant is a person who personally does not strive for anything, is content with second roles, but is always ready to assist others in work and in life.

There may also be "auxiliary" roles (for example, jester).

It is believed that the team will function normally with full distribution and conscientious performance listed roles. If its members are less than eight, then someone will have to simultaneously play two or more roles, which will inevitably lead to conflicts.

This circumstance is one of the reasons for the insufficient stability of small teams. According to the roles associated with interpersonal relationships, team members are usually divided into leaders and followers. The first group is formed by preferred persons (“stars”, authoritative, ambitious, otherwise attractive to others). The second includes all the rest, including those who are not preferred (neglected, rejected, etc.), with whom they only co-operate involuntarily and make them responsible for everything.

1.3 Stages of development of the labor collective

E.N. Reshetova identifies five stages in the development of the labor collective: formation, storm, regulation, functioning and completion.

At the formation stage, team members find out the upcoming tasks, leadership style, possible types of interpersonal and work relationships.

Characteristic features of communication of team members: politeness, enthusiasm, confusion, attentiveness and generality, silence, self-awareness, dependence, superficiality, uncertainty.

Problems: orientation of team members, creating a comfortable atmosphere in the team, building an atmosphere of trust, establishing relationships with the leader, clarifying goals.

To overcome problems, the leader must "introductory" activities, getting to know the team members, providing necessary information, development of grounds for mutual trust, formation of a model of expected behavior, clarification of directions and goals, rules, procedures and expectations, involvement of team members in the development of plans.

During the storm stage, group members begin to resist group influence. There is a conflict of competing approaches in achieving the goals of the group. Characteristic features of communication of team members: polarization of team members, formation of coalitions, competition between team members, disagreements with the leader, violation of team norms, tension, criticism and confrontation. Problems: conflict management, legitimization of productive expression of individuality, overcoming group consensus, analysis key processes teamwork, turning confrontation into interaction.

The leader must take actions such as: identifying a common adversary and reinforcing a vision of the future, creating a commitment among team members to its goals, turning students into teachers, effectively mediating, ensuring recognition of the achievements of the team and its individual members, encouraging the acceptance of responsibility, strengthening the win-win mindset, addressing issues of power and authority, developing and implementing agreements on the order of decision-making.

In the rationing stage, sustainability is achieved by overcoming the influence of the group: rules and standards are established, bonds are created within the group, and its standards and expectations are schematically defined.

Characteristic features of communication of team members: cooperation, cooperation, connection and adherence to certain views, cooperation, ignoring disagreements, conformity to standards and expectations, increased interpersonal attraction.

Challenges: maintaining unity and cohesion, differentiating and clarifying roles, determining the level of personal contribution to the work of the team, clarifying the future, resolving the issue of obligations regarding the future of the team.

The leader should: use the skills, knowledge and experience of team members, encourage people to respect each other, actively work in cooperation.

At the stage of functioning, the group is quite “ripe” to start performing tasks. Interpersonal relationships, the status of group members, as well as the distribution of tasks are established.

Characteristic features of communication of team members: high mutual trust, unconditional devotion of group members, versatility of relationships between group members, mutual learning and development assistance, entrepreneurial spirit, self-sufficiency, challenge, creativity, group consciousness. Challenges: Strengthening key skills, maintaining a spirit of incremental improvement, anticipating customer needs and proactively responding to their requests, increasing work rates and reducing deadlines, encouraging creative problem solving. The manager should take actions such as: maintaining and updating methods and procedures that ensure cooperation, reinforcing a culture of quality in the work of the team, ensuring regular feedback regarding the functioning of the team, supporting and guiding team members, helping the team to prevent regression to past stages of development, tracking progress and celebrating success. At the stage of completion, the group fulfilled its purpose or broke up. Characteristic features of communication of team members: compromise, communication, reaching consensus.

Problems: the process of disbanding the team, adapting to new conditions.

The leader should take actions such as: discussing with the participants their experience of teamwork, identifying the reasons for successes and failures, clarifying role positions.

The most prominent representative of Russian pedagogy, who developed the theory of the collective, was A.S. Makarenko.

To become a collective, a group must go through a difficult path of qualitative transformations. On this path, A.S. Makarenko identified several stages:

The first stage is the formation of the team (the stage of initial cohesion). At this time, the team acts, first of all, as the goal of the educational efforts of the leader, who seeks to turn the organizationally formed group into a team, i.e. such a socio-psychological community, where the relations of workers are determined by the content of their joint activities, its goals, objectives, values. The first stage is considered completed when an asset has stood out and earned in the team, the pupils have rallied on the basis of a common goal, common activity and common organization.

The second stage is the strengthening of the influence of the asset. Now the asset not only supports the requirements of the leader, but also presents them to the members of the team, guided by its own concepts of what is beneficial and what is detrimental to the interests of the team. If the activists correctly understand the needs of the team, they become reliable assistants to the leader. The second stage is characterized by the stabilization of the team structure. The team is already performing complete system, in which the mechanisms of self-organization and self-regulation begin to operate. It is already able to demand certain norms of behavior from its members, while the range of requirements is gradually expanding. Thus, at the second stage, the team already acts as an instrument for the purposeful education of certain personality traits. The development of the team at this stage is associated with overcoming contradictions: between the team and individual workers who are ahead of the requirements of the team in their development or, conversely, lagging behind these requirements; between general and individual perspectives; between the norms of behavior of the collective and the norms that spontaneously develop in the group; between separate groups of students with different value orientations, etc. Therefore, jumps, stops, and backward movement are inevitable in the development of the collective. The third and subsequent stages characterize the flourishing of the collective. To emphasize the level of development of the team, it is enough to point out the level and nature of the demands placed on each other by members of the team: higher demands on themselves than on their comrades. This alone already testifies to the achieved level of upbringing, stability of views, judgments, habits. If the team reaches this stage of development, then it forms a holistic, moral personality. At this stage, the team turns into an instrument for the individual development of each of its members. Common experience, identical assessments of events are the main feature and the most characteristic feature of the team at the third stage. There are no clear boundaries between the stages - the opportunities for moving to the next stage are created within the framework of the previous one. Each subsequent stage does not replace the previous one, but, as it were, is added to it. The team cannot and should not stop in its development, even if it has reached a very high level.

W. Golding identifies 4 stages in the development of the workforce: stage 1 - adaptation, stage 2 - grouping and cooperation, stage 3 - regulation of activities, stage 4 - functioning. The first stage - adaptation is characterized as a stage of mutual information and analysis of tasks. There is a search by members of the group for the optimal way to solve the problem. Interpersonal interactions are cautious and lead to the formation of dyads, the stage of verification and dependence begins, which involves the orientation of group members regarding the nature of each other's actions, and the search for mutually acceptable behavior in the group. Team members come together with a sense of alertness and compulsion. The effectiveness of the team at this stage is low, since its members do not yet know each other and are not confident in each other.

The second stage - grouping and cooperation - is characterized by the creation of associations (subgroups) according to sympathies and interests. Its instrumental content consists in the resistance of group members to the requirements imposed on them by the content of the task, due to the identification of a discrepancy between the personal motivation of individuals and the goals of group activity. There is an emotional response of group members to the requirements of the task, which leads to the formation of subgroups. When grouping, group self-awareness begins to take shape at the level of individual subgroups that form the first intergroup norms. However, individual subgroups quickly realize the impossibility of effectively solving the problem without communication and interaction with other subgroups, which leads to the formation of communication patterns and intergroup norms common to the group as a whole. Here, for the first time, an established group with a distinctly expressed sense of "we" appears.

The third stage - the principles of group interaction are developed and either the area of ​​intragroup communication or the area of ​​collective activity is normalized. Characteristic development of the group at this stage - the lack of intergroup activity. The process of isolation of a cohesive, well-prepared, united in organizational and psychological terms, a group can turn it into an autonomy group, which is characterized by isolation on its own goals, selfishness. The fourth stage can be considered as the stage of decision-making by constructive attempts to successfully solve the problem. Functional-role correlation is associated with the formation of the role structure of the team, which is a kind of resonator through which the group task is played. The group is open to the manifestation and resolution of the conflict. A variety of styles and approaches to problem solving are recognized. At this stage, the group reaches the highest level of socio-psychological maturity, distinguished by a high level of preparedness, organizational and psychological unity, characteristic of the team subculture. Eric Larson identifies five stages in the development of the workforce: formation, confusion, normalization, fulfillment, dissolution.

1. Formation. At this initial stage, the workers get to know each other and understand the scope of the project. They begin to establish ground rules, trying to determine what behavior is acceptable both in relation to the project (what role they should play, what are the expectations regarding the quality of the project) and in interpersonal relationships (who is really responsible). This stage ends when workers begin to feel like part of the group.

2. Confusion. As the name implies, this stage is marked by a high degree of internal contradictions. Employees accept that they are part of the project team, but resist the restrictions that the project and team place on their identity. Controversy arises over who will lead the group and how decisions will be made. When this conflict is resolved, the leadership of the project manager is recognized and the group moves on to the next stage.

3. Normalization. In the third stage, close relationships develop and the group demonstrates cohesion. Feelings of camaraderie and shared responsibility for the project are growing. This stage is completed when the structure of the group is solidified and the group has developed common system expectations and criteria for how its members should work together.

4. Execution. At this stage, everyone agrees that the structure of the firm is fully functional. The group has completed the transition from getting to know and figuring out how it will work to achieving the project's goals.

5. Dissolution. For temporary working groups, the stage is the last in their development. However, for project teams there is also a preliminary stage of completion of work. At this stage, the team is preparing to disband.

This model has several important points for team leaders. The first is that the leader should focus on getting the group to a productive fourth stage (work stage) as quickly as possible. The second point is that the model itself enables the group to understand how it develops. Managers find it useful to familiarize their teams with the model. This helps employees to come to terms with the inevitability of conflicts and to the third and second stages and direct their efforts towards moving towards more productive phases. The last (third) point is that it emphasizes the importance of the normalization stage, which helps to significantly increase the level of efficiency in the work stage. As will become clear later, project managers must take an active part in shaping the norms of the group that will contribute to the successful work on solving the problem.

B. Bass identifies four main stages:

The first stage is connected with the elimination of the initial distrust of the group members to each other. Naturally, employees who do not know each other closely are wary of their colleagues. They are alienated from each other. But over time, the members of the team accept each other, gradually they begin to cooperate with each other and do it more and more willingly. This stage is extremely important because it is the basis on which the further development commands.

The second stage involves the development of communication between team members and their ability to develop mechanisms for acceptance common solutions relating to the entire group. Sometimes it is not enough just to overcome the barrier of alienation between people. The longer they know each other, the more they communicate with each other, and trust extends not only to the business sphere of life. Frank communication within the team opens up a new level of their relationship: they are already ready to make collective decisions, and preliminarily discuss ways to solve the tasks, consider several proposed options.

The third stage is a natural development of the relationships that arise in the previous stage. Due to the expansion of communications, trust in each other is growing more and more. People no longer feel separate from the team: now they are part of it. They are ready to help a colleague and feel satisfied with the fact that they are on this team.

The last stage is characterized by the use of their abilities, helping each other and informal control for completing tasks. At this stage, all the actions of the team members are aimed at supporting the common cause and increasing all possible intragroup resources.

After passing through all stages, labor efficiency increases.

Researcher V.M. Davydov also identifies four stages, but they differ from those discussed above:

1. Stage of formation. At this stage, the members of the group only get to know each other, and the acquaintance is still superficial. There is an acquaintance with the organization and working conditions in it.

2. Stage of psychological tension. This stage is characterized by distrust of the members of the labor collective to each other. They try to understand what their colleagues are like. They look for common and different positions of people on certain issues. Inevitably, there will be rivalry among several individuals for leadership and influence in the group.

3. Normalization. At this stage, the relationship between team members is stabilized. Common norms and opinions are being developed. Role expectations are set.

4. General activities. At this stage, the team begins to perform a common task, since the social roles between people, the goals and features of the activity are clarified. In the process of work, people get to know each other better, begin to trust, take into account different opinions, learn to anticipate each other's behavior.

A.I. Prigozhin formulated three criteria for the typology of labor collectives:

1. The first criterion is the features of labor activity or the content of the object of labor and the result of the labor of the majority (main composition) of employees of the organization and the organization as a whole.

2. The second criterion is immediate social subject needs satisfied by the main activity of the labor organization.

3. The third criterion is the main partner of the organization and the type of relationship with him. According to the first criterion, labor collectives are divided into two types: labor collectives of enterprises and labor collectives of institutions.

One of the most extensive attempts to define the theory of the collective was developed by A.V. Petrovsky (Psychological Theory of the Collective, 1979). It represents a group as consisting of three strata (layers), each of which is characterized by a certain principle, according to which relations between group members are built in it.

In the first layer, first of all, direct contacts between people are realized, based on emotional acceptability or unacceptability;

In the second layer, these relations are mediated by the nature of the joint activity;

In the third layer, called the core of the group, relationships develop based on the acceptance by all members of the group of the common goals of group activity. This layer corresponds to the highest level of development of the group, and, thus, its presence allows us to state that we have a team in front of us.

In accordance with the general principles of the concept of activity mediation of interpersonal relations by A.V. Petrovsky singles out two vectors in his group theory. The vector of "mediation" has a one-way direction, the vector of "content of activity" allows you to place groups on both sides of the zero point, which shows the possibility of two fundamentally different content of activity, corresponding to social progress and not corresponding to it. 1) the presence or absence of mediation of interpersonal relations by the content of group activity (X) and 2) public importance group activity (Y). Vectors form a space in which all groups functioning in society can be located. The general scheme takes the following form (Fig. 2).

Rice. 2. Typology of groups within psychological theory team (A.V. Petrovsky)

The indicated five figures correspond to different types of groups: figure 1 indicates teams where the social significance of activity is maximum and the degree of mediation of interpersonal relations by activity is maximum; figure 2 - a community with a high level of social significance of activity, but with a low degree of mediation (an example here is a newly created group, where relations have not developed even before collective ones); figure 3 represents a group that is antisocial in terms of the content of its activity, where, nevertheless, the degree of mediation of interpersonal relations by this antisocial activity is high (an example is a highly organized criminal group, for example, a large gang of criminals, the mafia); figure 4 also depicts an antisocial group, provided that relations between its members are to a weak extent mediated by antisocial activity (from the point of view of society, such a group is less dangerous, although it hinders social progress by the fact of its existence); Finally, figure 5 can be interpreted as a group with an extremely weak degree of manifestation of the social content of activity (both positive and negative) and the same weak degree of significance of this activity for all group processes (the authors of the diagram believe that an experimental group assembled from random people can serve as an example, although this example violates general principle, since the scheme was created to classify real natural groups, and it is not entirely easy to find a suitable example among them). I believe that his theory gives a deeper understanding of the stages of development of the labor collective. It also gives guidance to leaders on how and why to behave at a certain stage of development. He also advises how to get out of a situation when the team begins to degrade.

Conclusion: in chapter 1, I examined the concept of a work collective and its components: classification, distinctive features, relations, theory of formation. And I came to the conclusion that the labor collective is the basis of the organization, that the stages of the formation of the labor collective are a complex process without which the collective will not be so. But it is not enough to form a labor collective, one must be able to manage it correctly. Its effectiveness depends on it. The ability to effectively manage a team means getting a good result for the organization, for developing its competitiveness in the global market.

Chapter 2. Effective team

2.1 Formation of teams

Today, many more leaders understand the need for teamwork along with individual action - for themselves and others in the organization. There is also a great deal of concern about understanding the need flexibility to managerial functions. An increasing number of leaders today can apply a team approach with the confidence that is based on own experience and success.

In Russian, the word "team" has two basic meanings: an order and a specific group. In sociology, it is the second meaning that is used.

According to Ozhegov's Dictionary of the Russian Language, the team is: 1) Detachment, military unit; 2) Personnel, the ship's crew; 3) A sports team led by a captain; 4) A group of people connected by something, someone's environment. Encyclopedic definition: command (French commande, from late Latin commando - I entrust, order) - temporary or permanent military organization numbering from 3 people or more, designed to perform certain duties in the service or any work.

All currently available interpretations of the term "team" are divided into two parts. One is the definition of the word "team" through its external manifestations through its description. The second part - structural definitions, denoting the inner essence of this object.

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enterprises

In this subsection of the course work, we will consider the problem of the formation of management teams as a dilemma of the collective and the individual in the organizational culture of Russian enterprises.

The solution of modern economic problems requires Russian enterprises introduction of more flexible management technologies, creation of new management structures, more active involvement of top managers in group, team forms of work, which are widely used in countries with liberal economies. However, the adaptation of Western advanced technologies to Russian conditions is not always successful. Often, the peculiarities of the national mentality and national organizational culture act as an obstacle to the spread of managerial innovations. As you know, each national community has its own ideas about what is possible, permissible, and “correct” in group work and the corresponding method of management). These differences are significant and it is quite often seen how foreign, seemingly promising management experience does not take root or does not take root well at Russian enterprises. In this regard, the question arises of how the national characteristics of the organizational culture of Russian enterprises prevent the fruitful assimilation of advanced foreign experience in the development of command (collective) forms of management.

Recently, organizational culture has been considered as a key tool for the development of an enterprise, and therefore the attention of researchers is attracted not only by the problems of its diagnosis, but also by the possibility of forming, creating an organizational and cultural environment of a certain type. In the most general sense, organizational culture is a set of values, norms, traditions, beliefs, myths, behaviors that are most typical for an organization. Following T. Yu. Bazarov, we will consider organizational culture as a value-normative space in which the interaction of employees of an enterprise unfolds. In this value-normative space, one of significant places occupy the values ​​and norms related to the ways of interaction between the individual and the organization, the individual and the group. They determine the dominant orientation in the organization - collectivist or individualistic. It is no coincidence that the parameter "individualism-collectivism" is considered as one of the essential features that differentiate organizational cultures into various types. 7

For many years, Russian business culture has been assessed by researchers as collectivist, which allowed sociologists and management consultants to build optimistic forecasts regarding the spread of group forms of managerial activity in Russian enterprises and, in particular, team management.

However, in recent years, corporate culture has seen significant shifts towards autonomization and individualism. In this regard, the assessment of the organizational culture of enterprises on the basis of "individualism-collectivism" is often controversial, especially if external, not systematized signs act as criteria for such an assessment. Thus, many researchers note that modern Russian business culture is characterized by: the presence of a large distance between managers and subordinates, the inattention of managers to the needs and interests of subordinates, and the lack of emotional contact between them. Russian organizations are distinguished by the concentration of power in the upper management. Meetings at which management decisions are made are built hierarchically. The transfer of authority in decision-making to subordinates is almost never practiced. For their part, subordinates at enterprises in Russia have less confidence in managers than in Western countries. At the same time, some researchers still attribute collectivist, paternalistic orientations to Russian managers. Thus, the American researcher Shila Puffer believes that the leaders of Russian enterprises, with a pronounced authoritarian style of management, tend to take excessive care of their subordinates and patronize them.

Contradictions in assessments of the prevailing type of organizational culture of Russian enterprises are due, in our opinion, not only to the different level of their organizational development (which certainly affects the characteristics of organizational culture). They can also be caused by an ambiguous interpretation of the sign "individualism collectivism". According to G. Hofstede, "individualism" and "collectivism" are two extreme forms of relations that reflect the nature of the connection between the individual and the group. Organizational culture can be dominated by either "individualism", when people define themselves as individuals and care only about themselves, their families and their relatives, or "collectivism", which is characterized by a close relationship between a person and a group.

With pronounced "collectivism", the group takes care of meeting the needs of its members, provides them with support and security in exchange for their loyalty.

As correlates characterizing the type of culture according to the factor "individualism - collectivism", G. Hofstede proposes to consider indicators that reveal the nature of the manifestation of this factor in the organization (interference in personal life by the organization, the impact of the organization on the well-being of employees, protection of interests, employee initiative or a sense of duty and loyalty, the nature of promotion, staff motivation, social connections). 8 However, the analytical scheme proposed by G. Hofstede does not fully reveal the essence of "collectivism" and "individualism", does not allow us to understand the nature of collectivist attitudes in Russian corporate culture.

To study and understand the problems of cross-cultural business interaction, Russian researcher R. V. Gordeev proposed to consider “individualism” and “collectivism” not as opposite poles of one relationship, but as two meaningfully different properties that can be used as the basis for a typology of national organizational culture. The parameter "individualism" characterizes the ways a person achieves his goals in the conditions of his functioning in the community. The extreme poles of this parameter are “atomistic individualism” (when a person, when achieving his own goals, does not take into account the interests of other people) and “interdependent individualism” (when a person tries to take into account the restrictions imposed on him by others when realizing his goals).

The second parameter - "collectivism" - characterizes the degree of pressure of the group on a person, the ways of forming his attitudes to adhere to a certain fashion of behavior in the group. His bipolar scale covers all forms of collectivism from "strict" to "flexible" collectivism. "Flexible collectivism" allows a certain degree of voluntary acceptance by the individual of group norms and values. It can be considered an open or free system, since decisions are usually made here on the basis of personal agreements, and the free will of the individual is recognized. "Strict collectivism" limits active individual will and participation. Conservative and sometimes totalitarian tendencies are strong in this type of collectivism, as decisions are usually made based on majority opinion and group pressure to maintain existing structures. Strict collectivism is dominated by control from above and coercion. An attempt to present “individualism” and “collectivism” as different value-normative levels, one of which (“individualism”) largely belongs to the value-normative sphere of the individual, and the other (“collectivism”) reflects the dominant value-normative attitudes in the group, seems to us fruitful not only for explaining the contradictions and problems that arise in conditions of cross-national communication, but also for understanding the limitations and obstacles, with which managers may encounter when introducing foreign experience. 9

Conclusion

For the creative and effective use of management principles, it is necessary to reveal and comprehensively explore the objective laws and patterns of management, in turn, since the laws and patterns of management are based on the laws of the development of nature, society and thinking, it is necessary to form a perfect system of scientific knowledge of each leader, the broadest cultural and professional horizons.

The principles of management, having an objective character, must have a legal form, enshrined in the system of normative documents, regulations, agreements, contractual obligations, legislative acts, etc. However, at the same time, the nature and forms of fixing the principles of management should be sufficiently flexible in order to avoid excessive rigidity of procedures and formulations. This is very important, since a change in specific historical conditions leads to a change in the operation of socio-economic laws, and, accordingly, the content of the very principles of management.

The interaction of the control and managed subsystems is carried out in accordance with certain principles, that is, rules. In practice, there may be many such principles. The most important of these principles can hardly be considered scientific in combination with elements of art. As already noted, management uses the data and conclusions of many sciences, since it is almost impossible to manage a complex modern economy "on a whim." At the same time, the situation can change so rapidly and unpredictably that there is simply no time to search for a scientifically based solution, and then unconventional approaches have to be used. This requires from the leader, in addition to deep knowledge, extensive experience, mastery of the art of interpersonal communication, the ability to find a way out of hopeless situations.

The management process should be purposeful, that is, it is always carried out for a reason, but be focused on solving specific problems that the organization is currently facing. Any management process should be based on the principle of consistency. In some cases, the sequence of managerial actions may be cyclical, involving their repetition in the same form at certain intervals. The continuity of the implementation of business processes in the organization requires, accordingly, the continuity of their management, control and coordination of personnel activities. The latter requires an optimal combination of centralized regulation and self-government of individual elements of the organization. Since self-regulation is carried out by people, it is impossible without observing such a principle as taking into account the individual characteristics and psychology of workers, as well as the patterns of interpersonal relationships and group behavior.

In order for the management process to proceed normally, it is necessary to observe such an important principle as ensuring the unity of rights and responsibilities in each of its links. An excess of rights in comparison with responsibility leads in practice to managerial collapse, and a lack of paralyzes business activity and the initiative of employees. Here, an important factor is the competitiveness of management participants based on personal interest in success, supported by a variety of motivators, such as material incentives, the possibility of promotion, self-realization, and the acquisition of new knowledge and skills. In modern conditions, the management process cannot be truly effective without observing such a principle as the widest possible involvement of performers in the process of preparing decisions, since decisions in which their own work and ideas are invested will be implemented with greater activity and interest.

The formation of an organizational culture based on the philosophy of a common cause and teamwork implies a change in the nature of collectivist attitudes, a transition from the strategy of "strict collectivism" to "deep, open collectivism" during the interaction of the personality of the group. A large role in the formation of a new organizational and cultural environment belongs to the leaders. The approval of the team culture involves reducing the distance between the first leader and a group of top managers, the establishment of consistent intra-group relations. Modern research gives every reason to believe that the business world as a whole is moving towards convergence and complementarity. Changes in the external environment, which is characterized by high competitiveness and dynamism, put more favorable conditions for the organization, in which the norms and values ​​of business interaction fit from formal to personalized relationships, from autocratic to humanistic management style, from conservative to innovative nature of activity.

The transformation of the rigid collectivist attitudes of top managers of modern Russian business structures in the direction of flexible, open collectivism will make it possible to actively use personal and group resources in management, ensuring not only effective communication, but also high competitiveness and adaptation of Russian enterprises to the global problems of the world market.

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PROBLEMS OF TEAM FORMATION IN MULTIFUNCTIONAL ORGANIZATIONS

Chernov Evgeny Sergeevich
Belgorod State National Research University
master's student at the Institute of Management

annotation
Building a team is an urgent problem for most domestic companies. The well-coordinated work of the team can greatly increase the efficiency of the company. The problems of forming a management team are universal for most organizations.

BUILDING A TEAM IN THE MULTIFUNCTIONAL ORGANIZATIONS

Chernov Evgeny Sergeevich
Belgorod State National Research University
master degree student of the Institute of Management

Abstract
Team building is an urgent problem for the majority of domestic companies. Coordinated teamwork can boost the efficiency of the company. Problems of formation of the management team are universal for most organizations.

It is no secret that in conditions of fierce competition and a free market, a team is a fundamental factor in the successful functioning of an enterprise. This is especially true for companies with a “complex” labor organization structure in which the release of final products depends on the successful activities of all departments, and first of all, on the ability to organize the work of the heads of these departments.

The creation of a team of leaders (management team) is currently one of the most acute problems facing the direct management of the organization. It is necessary to clearly understand what a team is, what are the mechanisms for its formation.
There are many definitions of the term "team". This includes several people solving one problem in a small company, and a whole team in a multifunctional organization responsible for the production of products (defense factories, large holdings, automotive industry).

This article discusses the basis of any team - a group of managers who make decisions on the ground - the so-called management team, whose members are responsible for each stage of production or the implementation of any other activity. Do not forget that in order to achieve a positive result, the management team needs the successful work of other members of the team. But, the team is distinguished by a higher degree of cohesion, mutual understanding and responsibility.

The most important factors for a team to achieve success are:

1. Full interest and maximum return of each of the team members.

2. Rallying the team around a common goal.

3. Creation of an atmosphere of trust and loyalty in the team.

4. The ability to clearly and competently convey to subordinates the requirements for their activities.

5. Leadership qualities of each team member.

Also, for the successful functioning of the team, the potential of knowledge and skills possessed by team members is not unimportant, if not decisive.

The composition of the management team is an important component for high performance.

When selecting team members, the leader needs to consider three important factors:

The professional qualifications of each candidate;

Personal characteristics;

The ability of candidates to work in a team.

Professional requirements for candidates depend on the field of activity of the organization of the tasks that will be assigned to the team members, therefore, before the formation of the management team, the manager should draw up a list of tasks and requirements related to specific type activities. In this way, a basis is created for comparing the professional abilities of each candidate. The differences in the requirements for group members are huge and can be different in the same company.

When creating a team, you should pay attention to the fact that, if possible, the professional level of the candidates is the same or has slight differences. But, at the beginning of team formation, this is not common. Particular attention should be paid to those candidates who have not yet fully realized their potential, but are highly interested and willing to learn, because the future development of the team is also a learning process.

The ability to work in a team is another factor in the development of a team and its effectiveness. Many managers do not pay due attention to this requirement. But, without the ability to "hear and listen" to other team members, nothing will work. Therefore, when forming a team, it is necessary to put forward a requirement for the ability to work in it. Also, both a critical self-assessment of the candidate and a determination of whether this candidate wants and can meet this requirement and to what extent are necessary. Each candidate must also decide for himself whether he meets the requirements for him; who knows about himself that he does not meet or does not want to meet these requirements, should refuse to work in a team. One of the most common managerial mistakes is trying to pressure or coax someone against their beliefs to work in a team. This will inevitably lead to a disruption in the work and ultimately frustration with the overall activities of the management team.

Formation of management teams
Team as an organizational form of collective management
Team management, i.e. management carried out through the creation and functioning of management teams as one of the forms of collective management, is based on the process of delegation of authority. Almost all organizations give managers at various levels responsibility for a wider range of tasks than they could handle personally. In order for them to bear this responsibility, certain forms of collective management are created, based on the redistribution of responsibility. However, as Woodcock and Francis point out, such a transfer proves difficult for many managers. They are afraid that important aspects will neglect or perform them haphazardly, and therefore are tempted to take on all the important tasks themselves.
In successful management groups, the development and decision-making are carried out directly by the group, and the role of the administrator is to create the necessary conditions, determine the boundaries of the solution space and give the necessary advice in a difficult case.
A team is a small number of people (most often 5-7, less often up to 15-20) who share goals, values ​​and common approaches to the implementation of joint activities, have complementary skills; take responsibility for the final results, are able to change the functional-role correlation (perform any intra-group roles); have a mutually defining affiliation of their own and partners to a given community (group).
The management team consists of a group of specialists belonging to various areas organizational activities and working together to solve certain problems.
The essence of a team is a common obligation for all its members. This kind of commitment requires having a purpose that all members of the team believe in—its mission. The mission of the team should include an element related to winning, winning, moving forward. There is a difference between the goals of the team and its purpose (mission): the goals of the team allow you to monitor your progress along the path to success, and the mission, as a more global one, in its essence gives meaning and energy to all specific goals.
No group becomes a team until it recognizes itself as a team accountable. Team accountability is a promise that underlies two aspects of effective teams: commitment and trust. Mutual accountability cannot be forced, but when a team shares general purpose, goals and approach, mutual accountability arises as a natural component.
It is important for the team that employees have a combination of complementary skills that make up three categories:

• technical or functional expertise;
• problem solving and decision making skills;
• interpersonal skills (risk taking, helpful criticism, active listening, etc.).

Team relations, which traditionally include such concepts as a sense of comradeship, a spirit of partnership and camaraderie, can manifest themselves exclusively in business area, without extending to the personal lives of team members. There are many examples when successful business partners could not stand each other's presence when it came to other areas of communication.
Typology and factors of team formation
Teams are usually distinguished for several reasons. One of the most common classifications is based on the selection as an indicator of the type of activity that the team is called upon to engage in. There are the following types of commands:

• preparing recommendations. These are project teams, audit teams, quality teams, or safety teams. Teams of this kind should always have a quick and constructive start and develop a final wording so that their recommendations can be implemented;
• engaged in the direct production of something. The activity of such a group, as a rule, has no time limits. To effectively manage it, it is important to focus on the performance of the team;
• process managers. For these types of teams, it is important that they correctly identify the specific goals set for them, which are different from the goals of the organization as a whole.

Consider the factors that influence team formation as organizational form collective management.
Let's start the discussion with the fact that any team is initially formed to perform a task. Therefore, it seems quite natural that such a characteristic as the type of joint activity that determines the structure, complexity and non-standard of the problem being solved, will be considered by us as one of the main ones in the formation of a team. The type of task (joint activity) determines the formal structure of the team, which is approved by the management; role composition; a list of knowledge, skills and abilities that team members must possess; deadlines for completing the task; the degree of control of the working group by management.
The next important parameter of team formation is related to the characteristics of the external organizational environment with which it interacts.
In team management, it is customary to talk not about the environment, but about the organizational and cultural context of the existence of the team. It is divided into external and internal. The external will include such characteristics as the organizational climate; the competence of the governing bodies of the parent organization in the management of team activities; complexity / structuredness outside world; availability/quality of control systems; the level of its uncertainty; frequency and strength of stressful influences. When describing the culture of an organization, it is also proposed to take into account such aspects as: the degree of required officiality at; degree of combination of obedience and initiative from subordinates; the importance attached to the observance of the daily routine, clothing, personal characteristics; the existence of the existence of rules and principles for conducting work or emphasizing the importance of only results; thoroughness and period of work planning.
The intra-team cultural context is characterized through the description of the following indicators: team norms accepted and shared by all participants; ways of distribution of power; cohesion and connectedness of team members; characteristic ways of organizing and flowing team interaction (team processes - coordination, communication, activities to resolve conflicts and make decisions, establish external relations); organization of role distribution. We can say that the process of forming a team is the process of forming its internal cultural context, in other words, its subculture.
Team processes are also greatly influenced by the personal style of interaction of its leader or leader with other team members. Consider a number of characteristics that can be conditionally called the type of leader. By the type of leader we mean characteristics, which determine the entire system of relationships between the leader and subordinates.
The modern concept of leadership emphasizes its value as increasing the ability of subordinates to self-leadership. The most adequate leader is one who can lead others in such a way that they lead themselves. A person capable of this kind of leadership is called a superleader by the authors.
People can also be led by: a strong leader who influences the use of sanctions, force, formal authority; a transistor that creates special ways of interaction between subordinates, information networks and rules of communication and through this organizes efficient work and maintains its own status; a visionary hero who influences people with the power of his conviction; passionate individuals who are able to offer others high goals and lead group members along with them.
The complementary correspondence of all three identified parameters (type of joint activity, organizational and cultural context, type of leader), which determines the formation of group subcultures, made it possible to distinguish four main forms of the intra-team cultural context (subculture) of managerial groups: “combine”, “clique”, “circle”, “team”.
“ Combine". Main psychological characteristic of this subculture - the unquestioning subordination of its members to their strong leader or, to use the working term of the organizational consultants, to the commander. The grounds for subordination are the fear of losing a place in the group and the possibility of being left without work in the parent organization, since groups with such subcultures are headed by people “having influence in the metropolis”.
The group is based on the observance of the traditional hierarchy. This is a very stable group culture, in which the actions of members are clearly defined, decisions are made quickly - the leader has full power and determines the policy and rules of group interaction. The external boundaries and internal structure of the group are quite rigid. Group values ​​are prioritized over individual values. Control is exercised directly by the leader. Participation in the decision-making process in the group is determined by the place of the subject in the intra-group hierarchy. Decisions are made as a result of a balance of influences of various forces on the leader, so the last word always belongs to him.
“ Clique". Such a group consists of people who absolutely trust their leader. The leader of the "clique" in business conditions, at the initial stage of the organization's development, is a person who is simply trusted and internally ready to follow him. He influences followers with his vision of the future.
The group does not have a rigid internal structure. If the visionary hero considers it necessary to create a leadership link in it, then it will mainly serve to strengthen the charisma of the leader and strengthen the members of the group in a common vision. It can provide assistance to its members and regulate the distribution of common resources, and the principles and norms of distribution are also consistent with the vision of the leader. The group, as a rule, is unstable, has blurred boundaries: in crisis situations it easily breaks up into small groups. Members of the organization realize their own interests in it, based on their own goals; there is significant internal competition. The values ​​in such an organization are individual creativity, energy in setting new goals and developing projects consistent with the vision of the leader, and willingness to innovate. Interests individual above group. Information is seen as shared knowledge that does not need to be taken out. The absence of strict regulation of group activity - it is subject to fluctuations in the aspirations of the leader.
“ Circle". This subculture is characterized by a strict distribution of powers and areas of activity within the team, a high degree of formalization and standardization. The activities of functional areas and their interaction are governed by rules and procedures that rarely change. The source of influence is status. The leading values ​​are synchronicity, parallelism, foresight. Everyone should know what to do and do what is prescribed. Everyone goes in one direction.
Everyone should feel involved and identify with the organization. Functions and responsibilities are implemented with almost automatic precision. Characterized by a sense of security among ordinary employees, diligence, interest in deepening specialization and developing skills to automatism.
The leadership of such a culture sets the context and purpose, minimizing the rest of the interference, daily work is carried out by itself. The main task of the "transactor or mentor" leader is to organize communication between specialists. Its effectiveness depends on the rational distribution of work and the personal responsibility of the performers.
“ Team". This type of group is characterized by open discussion of problems and good circulation of information. The activity is task-oriented, the goals are changed as needed. The focus is on achieving concrete results: the right people and the right resources are combined to complete the task as quickly and efficiently as possible, the timing and stages of its solution are constantly monitored.
Relations between employees are built on the principles of interdependence. Leadership is based on facilitating contacts and . Leadership acts as a catalyst for group interaction and collaboration.
The effectiveness of the group's activities is determined by individual success, combined with the ability to combine the personal goals of employees with the strategic goals of the organization. Teams are easily adaptable thanks to the matrix principle internal device: separate subgroups are created for the task and can be easily reorganized.
The management of a group with such a subculture is associated with the need to create a rational structure, ensure a high degree of professionalism of employees, and the difficulty of achieving the optimal ratio external control and independence of the working subgroup. The manager must be flexible and confident in himself and in his employees. Influence in a team is based not on status or position, but on professionalism and competence.
It is customary in a team to cultivate such abilities of its members as the ability to improve in any aspect team activity and the value of continuous development.
Stages of team building
Consider the stages of team building. In this case, team building is understood as its development from a formal, approved by the management, management structure into a working group with a “team” subculture. There are 4 stages of team development.
1. Adaptation . From the point of view of business activity, it is characterized as a stage of mutual information and analysis of tasks. At this stage, the members of the group search for the optimal way to solve the problem. Interpersonal interactions are cautious and lead to the formation of dyads, the stage of verification and dependence begins, which involves the orientation of group members regarding the nature of each other's actions and the search for mutually acceptable behavior in the group. Team members come together with a sense of alertness and compulsion. The effectiveness of the team at this stage is low, since its members do not yet know each other and are not confident in each other.
2. Grouping and cooperation . This stage is characterized by the creation of associations (subgroups) according to sympathies and interests. Its instrumental content consists in the resistance of group members to the requirements imposed on them by the content of the task, due to the identification of a discrepancy between the personal motivation of individuals and the goals of group activity. There is an emotional response of group members to the requirements of the task, which leads to the formation of subgroups. When grouping, group self-awareness begins to take shape at the level of individual subgroups that form the first intragroup norms. However, individual subgroups quickly realize the impossibility of effectively solving the problem without communication and interaction with other subgroups, which leads to the formation of communication patterns and intergroup norms common to the group as a whole. Here, for the first time, an established group appears with a distinctly expressed sense of “we”.
3. Regulation of activities. The principles of group interaction are developed and either the area of ​​intragroup communication or the area of ​​collective activity is normalized. A characteristic feature of group development at this stage is the absence of intergroup activity. The process of isolating a cohesive, well-prepared, organizationally and psychologically united group can turn it into an autonomy group, which is characterized by self-centeredness and selfishness.
4. Functioning. From the point of view of business activity, this stage can be considered as the stage of making decisions by constructive attempts to successfully solve the problem. Functional-role correlation is associated with the formation of the role structure of the team, which is a kind of resonator through which the group task is played. The group is open to the manifestation and resolution of the conflict. A variety of styles and approaches to problem solving are recognized. At this stage, the group reaches the highest level of socio-psychological maturity, distinguished by a high level of preparedness, organizational and psychological unity, characteristic of a command subculture.
Group development trajectories
As noted, any group goes through a number of stages in its development, but the sequence of these stages depends on the subculture of the group. A group with a "clique" subculture. For members of a group of such a subculture, the dominant role is played by emotional relations between them, a favorable psychological climate in the group, and only then the successful solution of the problem. Based on this, we can talk about the priority of the development of the emotional sphere: on the basis of which the stages of adaptation, grouping and regulation unfold. The group proceeds to objective activity only when it faces the “vital” necessity of immersion in the objective, instrumental component of activity. Until the members of the group understand that their group has developed, that it is cozy and pleasant to be in it, it will not move on to solving the tasks set.
A group with the subculture "kombinat". For members of the group of this subculture, first of all, the certainty of the tasks set, as well as their place in solving this problem, is necessary. If this does not happen, group members begin to experience discomfort and anxiety due to uncertainty. Therefore, the group, immediately after adapting to the task, proceeds to the regulation of activities, which is carried out, as a rule, by the most competent member of the group, who owns the technology for the implementation of activities. Rationing of activities can also be set from the outside (customer, manager, etc.). Rationing in the field of communicative relations and the sphere of socio-emotional contacts, as a rule, does not occur. The stage is characterized by the clarity and comprehensibility of the rules and norms of activity, which are strictly imputed to the members of the group and the implementation of which is strictly controlled. With the strictness of norm-formation, the group quite quickly passes this phase and proceeds to functioning. After creating the rules of the instrumental sphere, the group can move on to the stage of functioning, and only there, faced with communication problems, in the event of conflicts, will it return to “working through” the emotional sphere. At the same time, the value of the emotional sphere of the “combinate” is significantly lower than that of the “clique”. A group with a subculture "circle". After the stage of adaptation to the task, each member of the group determines his own place in the technology for solving it, the tools that may be necessary and proceeds to the independent implementation of his subtask, i.e., the group moves to the stage of functioning. At the same time, the implementation of subtasks is combined with the regulation of activities within the group. Everyone outlines the scope of their competence, there is a rationing of the interaction of specialists. The norms cannot be imputed, as in the “combine”, they are agreed in the group. Only after establishing the instrumental sphere, the group proceeds to the establishment of the emotional sphere. At the same time, the value of the emotional sphere in the “circle” is lower than in the “clique”. The “circle” reaches the stage of cooperation (we are a group) later than the “combinate”, and even more so later than the “clique”, due to the prevailing value of the individual over the collective.
A group with a “team” subculture: developing, the group consistently changes the emotional and instrumental spheres: adaptation - grouping - rationing - cooperation - functioning. Such a development allows the group to include elements of the “clique”, “combine”, “circle” in its subculture, while not dwelling on any of them. Essential for the formation of a team is the process of interaction with other groups in the framework of real activities, without including the group in the solution. practical tasks, it is impossible for it to achieve the "command" type.
The effectiveness of management teams
An effective team can be characterized by generally accepted criteria for the effectiveness of any organizational structure, but there are specific features that are unique to the team. First of all, it is the focus of the whole 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. An efficient team is one in which

• informal and relaxed atmosphere;
• the task is well understood and accepted;
• members listen to each other;
• discuss tasks in which all members participate;
• express both 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.

When such conditions are met, the team not only successfully fulfills its mission, but also satisfies the personal and interpersonal needs of its members.
The proposed integrative model of the team formation process, which includes a description of the characteristics of the task, the working structure, individual characteristics, team characteristics, team processes, team formation processes, changes in the team, team activities, individual changes.
Model input indicators (dependent) include individual and team characteristics (including physical and financial resources), the characteristics of the task the team is working on, and the way the work is structured. The internal process in the model refers to how the team interacts throughout the entire period. These are command communications, processes of coordination, decision-making, as well as the actual process of transition of dependent components into the characteristics of the result.
Immediate results at the output - the quantity and quality of products and services provided as indicators of team activity. There are also other outcomes that 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.
Command Formation Methods
Team building is one of the levels of organizational consulting. There are three levels of team building processes.
1. Individual counseling, i.e. managing difficult problems that arise as a result of being in an organization.
2. Direct team building - active team involvement in organizational change planning (a team is defined as a group of more than two people who interact dynamically, are dependent on each other and are directed towards a common goal / mission. Each team member plays a specific role, takes a clear position and performs certain function in a team).
3. Building inter-team relationships. There may be several separate and independent groups in an organization that need to be formed into teams. In this case, counseling is aimed at both the process of forming teams and establishing the relationship between them, since the relationships between teams can facilitate organizational effectiveness and be a source of pleasure or frustration for individuals.
To carry out the team building process, it is necessary to use the services of consultants who specialize in the implementation of this type of activity. The consultant's task is to help the group understand their own processes by developing and improving the group's skills and abilities.
To make sure that the team needs some activity to form the team members, management or consultants allow:

• unlimited dominance of the leader;
• warring subgroups;
• unequal participation and inefficient use of group resources;
• rigid or non-functional group norms and procedures;
• the presence of rigid defensive positions;
• lack of creativity in problem solving;
• limited communication;
• disagreements and potential conflicts.

These conditions reduce the team's ability to work together to resolve problem situations collectively.
Theoretical approaches to team building
There are four main approaches to team building: goal-setting (based on goals), interpersonal (interpersonal), role-based and problem-oriented.
Goal-setting approach (based on goals) - allows group members to better navigate the processes of selecting and implementing group goals. The process is carried out with the help of a consultant. Objectives may be strategic in nature or may be set according to the specifics of the business, such as a change in productivity or sales levels, as well as a change internal environment or any processes.
Interpersonal approach (interpersonal) - focuses on improving interpersonal relationships in a group and is based on the fact that interpersonal competence increases the effectiveness of the existence of a group as a team. Its goal is to increase group trust, encourage shared support, and increase intra-team communications.
Role approach - holding discussions and negotiations among team members regarding their roles; it is assumed that the roles of team members overlap. Team behavior can be changed as a result of changing their performance, as well as individual perceptions of roles.
Problem-based approach to team building (through problem solving ) involves the organization of a pre-planned series of process facilitation meetings (with the participation of a third party consultant) with a group of people who have common organizational relationships and goals. The content of the process includes the sequential development of procedures for solving team problems and then achieving the main team task. It is assumed that along with the development of such a skill among all team members, the activity for its formation should also be focused on the fulfillment of the main task, interpersonal skills, and may also include goal setting and clarification of the functional-role correlation. Two types of teams can be distinguished: permanent, “working” teams that have experience of working together and include a leader-manager and subordinates; specific - just appeared, newly created thanks to organizational structural changes, merges, tasks.
As a rule, the formation of teams proceeds in four directions:

• diagnostics;
• achieving or completing a task;
• team relationships;
• team building processes.

There are also the following stages:

• entry into the working group (data collection);
• diagnosis of group problems;
• preparing decisions and drawing up an action plan (active planning);
• implementation of the action plan (active process);
• monitoring and evaluation of results.

Let's briefly consider how to implement each stage in the process of team formation. Login to the working group. The goal is to collect data and conduct diagnostics:

• a consultant meeting with a team without guidance;
• participation of both consultant and management in the first meeting;
• the management of the first meeting on the formation of the team without the participation of the consultant after receiving specific instructions from him.

However the main objective team building - self-management and overcoming their problems. This process may not be implemented immediately, but for a long time.
Often the team itself is prevented from working effectively by the management or the manager. If it (management) does not realize this, then the situation becomes especially difficult until the team members do not confront him. If this problem is not solved (or avoided) in the team formation process, then the process itself will be completely useless, since the main problem is carefully hushed up. Another situation is also possible. The consultant clearly determines whether team members are ready for a constructive dialogue with their management. If the team does not trust him and is afraid of punitive sanctions for critical remarks about the administration, then, of course, it is necessary extra work- Discussion first of problems that are safer for the team, and then - and acute ones. As soon as it is reached required level trust, a formal manager can get involved in the process.
Diagnosis of group problems. The goal is to discuss the effectiveness of the team in order to identify the following general and specific questions (“Where are we going?” and “How are we going to do this?”) And choose the appropriate form so that they can be worked out.
In the course of joint work, the most important (actual) team problems are identified, and the group can reach a new equilibrium state, which establishes a higher level of personal participation and a team climate. Preparing decisions and drawing up an action plan. As a rule, group discussion develops especially actively when team members are asked what they think can be done to solve their group problems.
With a clear definition of the problem, the solution is developed in the course of consensus building and selection of one or more ways of doing it.
Implementation of the action plan (active process). The goal is to achieve the actual result through the implementation of the planned activities, the management of intragroup processes.
The group criticizes its performance, analyzes its way of doing things for the team, and tries to strategize to improve its performance. The overall goal of such meetings may be to answer the question: “How can we change ourselves so that the team functions more effectively?”
There are four main goals in the active phase of the team building process:

• changing the set of goals or priorities;
• analysis and distribution of the way of work;
• analysis of norms, decision-making, communications;
• defining relationships between people doing work.

The duration of such meetings is from one to three days. Meetings must take place outside the workplace. For situational diagnosis of actual problems, the consultant conducts an interview with the leader, as well as with each member of the group before the meeting. The consultant can ask questions like: “What do the team members think about group functioning and what are the challenges and barriers to improving team performance?”
Based on the information received, the consultant prepares a training program using active forms of work, aimed at the group's awareness of the current situation, emerging problems, possible ways their decisions. Such Team work contributes to the emergence of a sense of "team" - unity, connectedness.
Monitoring and evaluation of results. The final stage of team formation - the results of the previous stages are evaluated, identified team problems are resolved. The data obtained shows what is wrong, what needs to be worked on.
The formation of a team affects the effectiveness of all its subsequent activities: leadership and the quality of decision-making are improved; the team subculture changes (usually in the direction of greater openness); assertiveness appears in defending one's position, cooperation among all team members.