Presentation on organizational behavior. Presentation organizational behavior. Barriers to commitment
Introduction to Organizational Behavior.
1. Social awareness of management.
Restructuring management after 1998 becomes impossible without managers mastering science organizational behavior, which studies the behavior of people and groups in organizations. This discipline integrates a number of related disciplines, including psychology, sociology, pedagogy, management and a number of others.
As organizational systems This discipline examines the individual, group (work collective (disappeared from the Civil Code)), organization, communities (professional, territorial, national).
Organizational unit is the personality that underlies any organizational structures.
2. Defining the discipline of organizational behavior.
Organizational behavior– systematically scientific analysis of individuals, groups and organizations with the goal of understanding, predicting and improving individual performance and organizational functioning (i.e. personality-based).
Organizational behavior– study of people and groups in an organization. It is an academic discipline that helps managers make effective decisions when working with people in complex, dynamic environments. It brings together concepts and theories related to individuals, groups, and organizations as a whole.
In accordance with the last definition, we will highlight 3 levels of behavior problems :
o Personal;
o Group;
o Organizational.
3. Management concepts that underpin organizational behavior.
Highlight 4 Most Important Management Concepts :
1. Scientific management (classical management).
2. Administrative management.
3. Management from the perspective of psychology and human relations.
4. Management from the perspective of behavioral science.
Organizational behavior is based on the last two concepts, and together with personnel management they form a public system of human resource management. The concept of management from the perspective of psychology and human relations - management is considered as a science that ensures that work gets done with the help of other people, while the increase in labor productivity is achieved to a greater extent by changing the relationship between employees and managers rather than by increasing wages. Research in this area has shown that changes in people's attitudes can lead to improved performance. In turn, the concept of management from the perspective of behavioral science – the effectiveness of an organization directly depends on the effectiveness of its human resources. The components are: social interaction, motivation, power and leadership, organizational and communication system, meaningful work and quality of life.
4. Approaches and methods to the study of organizational behavior.
You can select two main approaches :
1. Trial and error method. Based on the accumulation of life experience, on the search for effective models of behavior.
2. Use of special methods and methods of related disciplines. This approach is associated with mastering theoretical knowledge and practical skills.
It is important for a leader to combine both of these approaches.
When studying organizational behavior, they use following methods :
o Surveys, including interviews, questionnaires, testing.
o Collection and analysis of information is fixed (based on the study of documents).
o Observation and experimentation.
5. Historical reference.
The studies of E. Mayo and the views of C. Bernardo focused on the human social factor in the organization and the purpose of this factor. American researchers point to the existing role of the leader in the organization (C. Bernardo). A role that consists of mastering social forces in the organization, managing its informal components, and shaping values and norms. The views of Mayo and Bernardo were the prerequisites for the expansion of research within the framework of organizational behavior. The discipline of organizational behavior originates from the report of R. Gordon, D. Howell. The main conclusion of their research is that academic psychology is difficult for managers to use in practice. A new approach is required that would generalize research in the field of behavior of individuals and groups in organizations. As a result, organizational behavior combined separate areas of psychology, sociology, pedagogy and other sciences.
6. Features of organizational behavior in Russia.
As a result of changes occurring in the social, economic and managerial spheres, a certain approach is required, not only passive to the adaptation of people in these conditions, but active adaptation is also necessary. These conditions are characterized by:
1) Formation of specific characteristics of organizational behavior among various groups and employees.
2) Reducing people’s confidence in the future and the possibility of positive change.
3) Looking for moral support in your children and fear of old age.
7. Elements in management activities, management functions.
Management activity consists of information preparation for making the implementation of management decisions. A manager plans, organizes, controls and performs leadership functions. The effectiveness of management activities is determined by certain qualities of a manager (skills social interaction and interpersonal relationships, orientation to achieving success, social maturity, practical intelligence, ability to do complex work, social adaptability, leadership).
Elements of management activities.
Successful
achievement
Wasteful Saving Use
Resources
8. Personal development of the organization.
Continuous improvement of management personnel in their activities is the key to the sustainability and efficiency of the organization. There are various forms of learning, including self-study, learning, and learning by doing.
The main factors determining the effectiveness of training in activities :
o Personality, work, environment (features of activity, environment, culture, understanding of the educational process, past learning experience, motivation for learning, etc.).
o Training skills (setting management performance standards, assessing achievements, identifying learning opportunities, continually developing curricula).
Learning ability consists of:
o Assess your needs;
oPlanning personal training;
o Listening skills;
o Ability for self-knowledge, etc.
Personality in the organization.
Choleric. A strong nervous system, easily switches from one job to another, but an unbalanced nervous system, which interferes with his agreeableness and compatibility with other people.
Sanguine. A strong nervous system, has good performance, easily moves on to another type of activity, and easily experiences failures.
Phlegmatic person. A strong, efficient nervous system, but it is difficult to get involved in other work and adapt to a new environment, the predominance of a calm, even mood, feelings are constancy.
Melancholic. It is characterized by a low level of mental activity, slow movements, fatigue, and high sensitivity. His sensitivity to others makes him universally agreeable with other people.
Indicators of introversion - extraversion characterize a person’s individual psychological orientation, either to the world of external objects (extrovert), or to the internal subjective world (introvert). For extroverts They are characterized by sociability, impulsiveness, flexibility of behavior, great initiative, but little persistence, high social adaptability, they are focused on external assessment, and cope well with work that requires quick decision-making. For introverts They are characterized by isolation, unsociability, social passivity (with sufficient persistence), a tendency to introspection, and their social adaptation is difficult. They cope well with monotonous work, are neat and pedantic.
The neuroticism indicator characterizes a person in terms of his emotional stability (stability). Emotionally stable (stable) people are not prone to anxiety, are resistant to external influences, inspire trust, and are prone to leadership. Emotionally unstable (neurotic) sensitive, emotional, anxious, prone to painful failures and upset over little things.
Each type of temperament is naturally conditioned, which the leader needs to take into account.
The motivations of Maslow's theory are used by the team's management:
1. Physiological needs;
2. Security needs;
3. Social needs;
4. Esteem needs;
5. The need for self-expression.
Actions of managers towards subordinates ( methods of meeting the needs of subordinates):
Social needs.
1) Give employees jobs that allow them to communicate.
2) Create a team spirit in the workplace.
3) Hold periodic meetings with your subordinates.
4) Do not try to destroy informal groups that have arisen if they do not cause damage to the organization.
5) Create conditions for social activity of organization members outside of work.
The need for respect.
1) Offer your subordinates more meaningful work;
2) Provide them with positive feedback on the results achieved.
3) Appreciate and reward the results achieved by subordinates.
4) Involve subordinates in setting goals and making decisions.
5) Delegate additional rights and powers to subordinates.
Methodological and methodological basis
organizational behavior.
1. Types of sociological research:
Intelligence research. The simplest type of specifically sociological analysis. Solves very limited problems, reaches small groups of people, is based on a simplified program and a condensed tools(understood various documents for collecting primary information - questionnaires, interview forms, questionnaires, etc.) This method is used to obtain preliminary information about the subject and object of research in in-depth research.
Descriptive studies. A more complex type of specifically sociological analysis. It involves obtaining a holistic understanding of the phenomenon being studied and its structural elements. It is carried out according to a complete, sufficiently detailed program and on the basis of proven tools. It is used when the object of study is a fairly large group of people (for example, an enterprise team: people of different professions and age categories, different levels education, etc.).
Analytical research. The most in-depth type of sociological analysis. Its goal is to identify the causes and factors influencing the phenomena or process being studied. The preparation of this study involves the development of a complete program and appropriate tools.
An independent type of analytical research is experiment. An experimental situation is created by changing the normal operating conditions of the object. During the experiment, the behavior of the factors involved is studied, which give the object new features and properties.
2. Methods for collecting empirical data:
Survey. Most common type sociological research. Widely used to collect primary information (90% of all sociological data are collected using this type).
The survey is divided into:
· Questionnaire;
· Interviewing.
At survey Questions for respondents are prepared in advance.
Interviewing used when the next question for the respondent depends on the answer to the previous question.
Sociological observation. It is a purposeful and systematized perception of any phenomenon, trait, property or feature. The forms of recording can be different (form, observation diary, photographic or film equipment, etc.).
Document analysis. The source of information is text messages. This method allows you to obtain information about past events. Can identify the trend and dynamics of changes in individual features of an object, consequences.
3. Preparation of sociological research. Programs and research plan.
Sociological research requires careful preparation. In this case it is necessary:
1) Take care of the theoretical basis of the study;
2) Think over the general logic of his behavior;
3) Develop methodological documents for collecting information;
4) Form a working group of researchers;
5) Provide the necessary resources (financial, human resources, etc.).
Sociological research program:
It is a strategic document that reveals the concept of the study and the intentions of the organizers to conduct an analysis of the problem under study. The sociological research program includes:
1. Methodological part :
1.1. Justification of the research problems. Research problem call a contradictory situation posed by life itself that affects the interests of the group of people being studied.
1.2. Object and subject of research. Object research acts as a carrier of a particular problem. Item research includes aspects and properties of the object that express the problem under study (the contradictions hidden in it).
1.3. Purpose of the study. It is set depending on the properties of the research object under study (if it is studied at an enterprise, then the purpose of the study will be to analyze the factors influencing the state of production discipline and develop recommendations aimed at strengthening this discipline).
1.4. Logical analysis of basic concepts. Resorts to indirect methods of dividing the subject of analysis. It is not the phenomenon under study itself that is dissected, but the concept that symbolizes this phenomenon. Logical analysis includes two procedures:
o Interpretation of basic concepts;
o Operationalization of basic concepts.
Example: the state of production discipline - the degree of conscious compliance with the rules and norms of the labor process and labor technology.
State of production discipline
(structural operationalization)
State of production discipline
(analytical operationalization)
State of production discipline
|
1.5. Research hypothesis. A scientific assumption put forward to explain any facts, phenomena or processes that need to be confirmed or refuted. Hypotheses:
· Basic;
· Additional.
1.6. Research objectives. Based on the formulated hypotheses, the research task is set; they can also be:
· Basic;
· Additional.
1.7. Definition of sample populations. It is necessary to justify the size (design) of the sample. The sample must be representative (reflect the properties of the general population) so that the research results can be extended to the entire group of people.
1.8. Methods for collecting primary information:
1) Secondary analysis of statistical materials based on factory data based on the results of previous studies;
2) Collection of primary information using questionnaires.
1.9. Logical structure of tools and collection of primary information.
Logical structure of a worker's questionnaire.
Questions in the questionnaire:
1) What is your current job? (profession for workers, position for engineers).
2) Does your current profession correspond to your received vocational education?
010 matches completely
011 partially matches
012 does not match
013 I find it difficult to answer
1.10. Logical diagram of information processing on a computer.
distribution
Similar blocks are compiled for all identified tasks.
2. Methodological part program contains a description of the methods used for collecting primary information, a research work plan, including preparation for field research, field research, preparation of information for processing, its processing on a computer and analysis of research results with conclusions and recommendations, preparation of supporting documents and selection of research standards (instructions are being prepared for questionnaires, coders, resource calculations are made according to current standards).
4. Types of scales and rules for their construction.
Nominal scale– advantages and objective characteristics of the respondent are measured.
Rank (ordinal) scale– most of the subjective properties and characteristics of the respondent are measured, since it is difficult to find objective characteristics for them. The positions of the ranking scale are arranged in order from most significant to least significant (or vice versa).
Interval scale– a measurably small number of properties and characteristics of respondents, mainly those that can be expressed in numbers.
5. Psychological methods.
Based on the same principles as sociological methods.
Personality in the organization.
1. Human factor.
The human factor plays a decisive role in the activities of an organization. People are the least controllable. One of the main problems of organizational behavior is the problem of execution.
Performance formula :
Execution = Individual * Effort * Organizational
properties support
Individual properties determine the employee’s ability to complete the assigned tasks.
Efforts associated with the desire to fulfill.
Organizational support provides the possibility of execution.
Platonov managed to uncover the problems of managing individual behavior in an organization. He highlighted:
1) Biologically determined personality subsystem (gender, age, properties of the nervous system);
2) Individual forms of reflection of objective reality, including mental processes (memory, attention, thinking, etc.);
3) Subsystem of experience (knowledge, abilities, skills);
4) Socially determined subsystem (managerial orientation for the manager, relationships between people, etc.).
TO biologically determined personality subsystem include age characteristics, differences based on gender, race, temperament properties, and physical characteristics.
Age-related mental characteristics.
In management activities, it is necessary to take into account the psychological characteristics of the age stages of an employee’s life path. Researchers identify two periods in active acting people In the organisation:
1. Adulthood:
· Early (21-25);
· Average (25-45) (peak intellectual achievements);
· Late (45-55) (decline of physical and mental strength);
· Pre-retirement age (55-60) (peak of the most general social achievements);
2. Aging:
· Retirement from business;
· Old age;
· Decrepancy (65-75).
Each period presupposes the characteristics of individual behavior in organizations, which the manager must take into account. With age, experience accumulates, skills and abilities are formed, and at the same time stereotypes are formed, which reduces the speed of mastering new knowledge and skills. The preservation of a person’s performance with age depends on the level of complexity of the tasks he solves in the organization, as well as on his ability to constantly learn.
Temperament.
Determines the dynamics of a person’s mental activity (the speed of occurrence and stability of mental processes, mental tempo and rhythm, the intensity of mental processes, the direction of mental activity). TO properties of temperament relate:
Sensitivity– sensitivity to the influence of the external environment.
Reactivity- a characteristic feature of involuntary reactions, Activity– determining voluntary actions and their balances.
Plasticity of behavior (adaptability) – rigidity(inflexibility of behavior, reduced adaptability, difficulties in changing behavior when changing in the external environment).
Extraversion– focus on external world, on objects and people, the need for external stimulation involves work associated with novelty, variety, and unpredictability. Introversion– involves focusing on internal stimuli, focusing on one’s own feelings, inner life, and presupposes predictability, order and stability in work.
Neuroticism. Eysenck interpreted neuroticism as emotional instability, a high level of neuroticism causes low tolerance to uncertainty (workers prefer clear precise instructions, clear rules, structured tasks), the need for support from others, instability of self-esteem associated with work, sensitivity to successes and failures, sensitivity to threats. The physiological basis of temperament is basic properties of the nervous system :
1) Strength - weakness;
2) Balance – imbalance;
3) Mobility - inertia.
2. Mental processes, properties, states.
Feel- a simple mental process. The sensation reflects the individual properties of objects and phenomena in the surrounding world and the internal state of a person.
Perception involves the reflection of integral objects and phenomena in human consciousness. Stand out:
· Visual;
· Hearing;
· Flavoring;
· Temperature;
· Olfactory;
· Vibrating;
· Painful sensations;
· Feeling of balance;
· Feeling of acceleration.
The concept is important for organizational behavior threshold. If the stimulus is not strong enough, then the sensation does not occur. The threshold for weight difference is an increase of 1/30 of the original weight. In relation to light it is 1/100, to sound – 1/10. Selectivity of perception plays both a positive role (the most significant signals are identified) and a negative role (information loss is possible).
Apperception- dependence of perception on the general content of a person’s mental life, his experience, interests, orientation.
Under reflection in organizational behavior, a person’s awareness of how he is perceived by his partners is understood. Describing the situational communication of certain John and Henry, the researchers claim that in this situation there are at least 6 people. John as he really is, John as he sees himself, and John as Henry sees him. Accordingly, 3 positions on Henry's side. In conditions of information deficiency, people begin to attribute to each other both the reasons for behavior and other characteristics. People tend to reason. A bad person has bad traits, a good person has good traits. The idea of contrastive ideas is that when negative traits are attributed to a bad person, the perceiver himself, by contrast, evaluates himself as a carrier positive traits.
Attraction– the attractiveness of one of them for another that arises when a person is perceived by a person.
Thinking– indirect and generalized reflection of significant natural connections and relationships. Subordinates may differ from each other in their criticality, breadth, independence, logic and flexibility of thinking. The listed features of the thinking of subordinates should be taken into account by the leader when setting tasks, delegating functions, and forecasting reserves of mental activity. Complex creative tasks require additional efforts to solve them. In this case, they are used techniques for activating thinking :
1. Reformulation of the problem, graphic expression of the conditions;
2. The use of non-productive associations (leading questions from a manager or colleague can help solve problems);
3. Creation of optimal motivation (sustainable motivation contributes to problem solving);
4. Reducing criticality towards one’s own decisions.
Attention– the focus of the psyche on a specific object, which has a stable or situational meaning. Kinds:
· Involuntary;
· Arbitrary.
Often an organization solves the problem of attracting involuntary customer attention to a new product or service. Involuntary attention defined:
a) Features of the stimulus (intensity, contrast, novelty);
b) Correspondence of the external stimulus to the internal state and needs of the person;
c) Feelings (interest, entertainment);
d) Previous experience;
e) General orientation of the personality.
Voluntary attention determined by the goals and objectives of the activity, the efforts of will.
Memory– processes of organizing and preserving past experience, making it possible to reuse it in activities. Memory Processes:
· Memorization;
· Preservation;
· Playback;
· Forgetting.
Based on the duration of retention of material, short-term and long-term memory are distinguished. Voluntary (purposeful) and involuntary memorization, preservation and reproduction are also possible.
Rules of involuntary memorization :
1. Material related to the content of the main goal of the activity is better remembered;
2. Material that requires active mental work is remembered better;
3. Greater interest means better memory.
Voluntary memorization techniques :
1. Make a plan of the material to be learned;
2. Comparison of classification and systematization - promotes memorization of material;
3. Repetition must be meaningful and conscious, etc.
Will– a person’s regulation of his behavior, expressed in the ability to overcome external and internal difficulties when performing purposeful actions. Such strong-willed qualities of employees as determination, dedication, perseverance, independence and initiative are important for the organization. A significant problem for an organization can be the indecision of personnel due to lack of information, conflict of motives, peculiarities of a person’s temperament, etc.
Emotions– reflect the subjective meaning for a person, objects and phenomena in specific conditions. Highlight emotional reactions :
· Emotional response;
· Emotional outburst;
· Affect (over-emotional reaction).
Emotional condition :
· Mood;
· Stress;
· Manifestation, for example, of a sense of duty, patriotism, etc.
A leader must know how certain emotions and feelings arise.
Stress– a set of protective reactions of the body, a state of tension that arises in difficult life situations. The influence of stress intensity on individual human activity is shown in the figure.
In the destructive zone the opposite effect occurs. Therefore, we can conclude: there is an optimal level of stress that ensures high performance efficiency. To overcome stress, its causes are identified (see diagram).Motivations for work behavior.
Labor behavior determined by the interaction of various internal and external driving forces. Internal driving forces :
· Needs;
· Interests;
· Desires;
· Aspirations;
· Values;
· Value orientations;
· Ideals;
· Motives.
The listed components are structural elements of the process of motivation of work activity.
Motivation process is the process of formation and functioning of internal incentive forces that determine labor behavior. The deep source of motivation for a person’s work behavior is needs, which are understood as the need, the need of an employee or a team for something. There is a tradition of dividing needs into primary (natural and material) and secondary (social and moral). The relationship between these types of needs is complex, which contributed to the emergence various social technologies:
1. Primary needs weigh more than secondary needs. The most famous such theory is Maslow’s theory of needs, in which all needs are divided into 5 stages:
· Physiological needs
· Security needs are primary
· Need for social connections
· Need for self-esteem
· The need for self-expression is secondary
2. Primary and secondary needs are equal and equally weighty. Their simultaneous implementation provides effective and acceptable motives for work.
3. In the absence of the possibility of satisfying a primary need, their motivational functions are transferred to secondary needs (human activity is not possible outside of motives).
4. In the real mechanism of motivation for work activity, primary and secondary needs are difficult to distinguish and often coincide with each other. So wages are a condition not only for material, but also for spiritual consumption. Orientation towards authority and career is often a transformed form of striving for material prospects.
5. Secondary needs are more important than primary needs. In some cases, the material cannot replace and compensate for the moral. The material incentive is significantly refracted through the moral nature of man.
Personal needs appear in the form:
1) Material needs (food, clothing, housing, personal safety, rest);
2) Spiritual (intellectual) needs (for knowledge, for familiarization with culture, science, art);
3) Social needs related to a person’s relationship with other members of society.
Personal needs may be:
· Conscious;
· Unconscious.
Only a conscious need becomes a motivator and regulator of labor behavior. In this case, needs take on the specific form of interest in those types of activities, objects and subjects. Any need can give rise to a variety of interests.
Need shows what a person needs, and interest- how to act to satisfy this need. In the process of work, collective (group) and personal interests constantly collide. The task of any team is to ensure an optimal combination of interests. The types of collective interests are:
· Corporate;
· Departmental interests.
A mismatch of interests is observed when corporate interests prevail over public interests (in this case, departmental (collective, group) egoism).
Others important elements The process of work motivation are values and value orientation.
Values– a person’s idea of phenomena and objects that are significant to him, of the main goals of life and work. And also about the means to achieve the goal. Values may or may not correspond to the content of needs and interests. Values are not a model of needs and interests, but an ideal representation that does not always correspond to them.
The orientation of the individual towards certain values of material and spiritual culture characterizes it value orientations, which serve as a guide to individual behavior. There are values-goals (terminal) and values-means (instrumental). The first reflect the strategic goals of human existence (health, interesting work, love, material security). The latter represent the means of achieving a goal (sense of duty, strong will, ability to keep one’s word, etc.), and can also represent the beliefs of the individual (moral - immoral, good - bad). Among internal drivers, motive is the link that precedes action.
Under motive is understood as a state of predisposition, readiness, inclination of a person to act in one way or another.
Predisposition– the internal position of the employee in relation to various objects and situations.
Motive- a means by which a person explains and justifies his behavior. Motives give personal meaning to a work situation. Stable readiness for certain actions is expressed by the concept installation.
Functions of motives :
1) Orienting (the motive directs the employee’s behavior in the situation of choosing options for this behavior);
2) Meaning-forming (the motive determines the subjective significance of this behavior for the employee, revealing its personal meaning);
3) Mediating (the motive is born at the junction of internal and external motivating forces, mediating their influence on behavior);
4) Mobilizing (the motive mobilizes the employee’s strength to implement activities that are significant to him);
5) Justificatory (a person justifies his behavior).
The following are distinguished: types of motives :
· Motives of motivation (true real motives that activate action);
· Motives of judgment (proclaimed, openly recognized, carry the function of explaining one’s behavior to oneself and others);
· Inhibitory motives (they restrain from certain actions; human activity is justified simultaneously by several motives or a motivational core).
Structure of the motivational core varies depending on the specific conditions of work situations:
1) The situation of choosing a specialty or place of work;
2) Daily work situation;
3) The situation of changing jobs or professions;
4) An innovative situation is associated with changes in the characteristics of the working environment;
5) Conflict situation.
For example, for everyday work behavior the motivational core includes the following motives:
a) Motives for ensuring the priority most important social needs;
b) Motives for recognition, that is, a person’s desire to connect his functional activity with a certain type of occupation.
c) Motives of prestige, the employee’s desire to realize his social role, to occupy a worthy social status.
Mechanism for regulating labor behavior.
Social norms play a significant role in the value regulation of labor behavior. Values set the direction of human behavior, and norms regulate specific actions and actions. The norms prescribe the employee's official and acceptable actions in the world of work. Social norms are formed on the basis of the values of the workforce. Their purpose is to ensure that employee behavior is consistent with shared collective values. Performing a prescriptive function, the norm sets the employee a certain official type of behavior. Depending on the method of establishing the norm, they are divided into:
Legal (legislated);
Professional job descriptions (role requirements recorded in job descriptions);
Moral (reflect the ideals of social justice).
Conflicts. Conflict Management.
Conflict- this is a disagreement between two or more parties, when each party tries to ensure that its views or goals are accepted, and to prevent the other party from doing the same.
Conflict- this is one of the forms of interaction between people and groups, in which the actions of one side, colliding with the other, interfere with the realization of the goal.
Conflict should be distinguished from ordinary contradictions (simple disagreement, divergence of positions, opposing opinions on a particular issue).
A labor conflict arises when :
a) The contradiction reflects the mutually exclusive positions of the subjects;
b) The degree of confrontation is quite high;
c) The contradiction is understandable or incomprehensible;
d) Contradiction arises instantly, unexpectedly, or accumulates for quite a long time before social clashes arise.
Subjects and participants of the conflict.
These two concepts are not always identical.
Subject of the conflict– an active party capable of creating a conflict situation and influencing the course of the conflict in accordance with its interests.
Participant in the conflict Maybe:
a) Consciously or not fully aware of the goals and objectives of the confrontation, take part in the conflict;
b) To be accidentally or against his will involved in a conflict.
During the conflict, the statuses of participants and subjects of the conflict may change places.
Participants in the conflict distinguish:
· Direct;
· Indirect.
Indirect participants pursue their personal interests and may:
· Provoke conflict and contribute to its development;
· Contribute to reducing the intensity of the conflict and its complete cessation;
· Support one side or another of the conflict, or both sides at the same time.
The term " party to the conflict"includes both direct and indirect participants in the conflict. The primary subjects of labor conflict are individual workers, work groups, and teams of organizations if their goals collide in the labor process and in distribution relations. They are the ones who are aware of and take a principled approach to the contradictions that arise. Participants join the conflict for a variety of reasons (an interested attitude, support for the right side, simply a desire to participate in events).
Organizational conflict can take many forms. But regardless of the nature of the conflict, managers must be able to analyze, understand and manage it.
Classification of organizational conflicts.
Classification can be carried out according to a number of criteria:
I. By number of participants:
· Intrapersonal;
· Interpersonal;
· Between the individual and the group;
· Intergroup;
· Interorganizational.
II. By participant status:
· Horizontal (between parties having the same social position);
· Vertical (between parties located at different levels of the management hierarchy).
III. According to the characteristics of social relations:
· Business (regarding the functions performed);
· Emotional (related to personal rejection).
IV. According to the severity of conflicts:
· Open;
· Hidden (latent).
V. According to organizational design:
· Natural;
· Organizational (requirements are recorded in writing).
VI. According to the prevailing consequences for the organization:
· Destructive (slow down the activities of the organization);
· Constructive (contribute to the development of the organization).
Structure of the conflict.
Components elements of conflict are:
1. Opponents– subjects and participants of the conflict;
2. Conflict situation– basis for conflict;
3. Object of conflict– the specific cause of the conflict, its driving force. Objects can be of three types:
1) Objects that cannot be divided into parts;
2) Objects that can be divided in different proportions between participants;
3) Objects that participants can own jointly.
4. Cause of the conflict– can be internal and external, objective and subjective.
Objective :
· Limited resources;
· Structural dependence of participants in the production process on each other and other points.
Subjective :
· Differences in values, value orientations, and standards of behavior among employees;
· Personal character traits.
5. Incident– a formal reason for the start of a direct clash between the parties. May happen by accident or may be provoked by the parties to the conflict. The incident marks the transition of the conflict to a new quality, and it is possible 3 options for the behavior of the parties to the conflict :
· The parties strive to resolve differences and find a compromise solution;
· One of the parties pretends that nothing happened (avoiding the conflict);
· The incident becomes a signal for the start of open clashes.
Stages of the conflict.
The first stage is pre-conflict (hidden). At this stage, participants evaluate their resources and look for supporters.
The second stage of development (perception of conflict). People sense potential disagreement, irritation, anger, and anxiety. The feeling of anxiety is evidence of the perception of the situation as a conflict. Threats are associated with the fact that the other party interferes with the achievement of goals, blocks intentions and means to achieve goals. The parties have doubts whether they can trust each other.
The third stage of open conflict. Characterized by statements, actions and reactions of the conflicting parties. This stage begins with a clearly expressed challenge (threat) and ends with a critical point (peak, climax) of the conflict.
The fourth stage of conflict resolution. A way out of a conflict situation is possible by eliminating the causes of the conflict. This requires negotiations. If the parties cannot agree, then it is possible to involve intermediaries, use a conciliation commission, or resort to labor arbitration. A special unit has been created under the Ministry of Labor - a conflict resolution service, which has its own structures in the regions.
Causes of the conflict.
See diagram " Sources of conflict ».
The first step in managing conflict is to understand its sources. After determining the causes of the conflict, the leader must minimize the number of participants. If, in the process of analyzing a conflict, a manager cannot identify its natural sources, then it is possible to involve competent specialists and experts. There are three points of view regarding the conflict :
1. The manager believes that conflict is unnecessary and only causes harm to the organization. The manager’s task is to eliminate the conflict by any means;
2. The manager believes that conflict is an undesirable but common by-product of organizations. The manager's task is to eliminate the conflict;
3. The manager believes that conflict is not only inevitable, but also necessary and potentially beneficial.
Depending on what point of view the manager adheres to, the procedure for overcoming the conflict depends. Conflict management methods are divided into 2 groups :
|
|
It is especially difficult for managers to find ways to resolve interpersonal conflicts. There are several behavioral strategies and corresponding tactics for managing a manager in a conflict situation. A manager's behavior in a conflict situation has essentially two independent dimensions.
Strategies :
Assertiveness (perseverance). The strategy is aimed at realizing one’s own interests, achieving one’s own, often mercantile, goals.
Partnership (cooperativeness). It is characterized by the behavior of the individual, the direction to take into account the interests of other persons. This is a strategy of agreement, search and enhancement of common interests.
|
|
The combination of strategies with varying degrees of expression determines 5 Basic Tactics for Managers to Resolve Interpersonal Conflicts :
1) Avoidance tactics. The manager’s actions are aimed at getting out of the situation without giving in, but also without insisting on his own, refraining from entering into disputes and discussions, from expressing his position. In response to an accusation against the manager, he moves the conversation to another topic, denies the existence of a conflict, and considers it useless.
2) Confrontation characterized by the manager’s desire to insist on his own through open struggle for his interests, taking a tough position of irreconcilable antagonism in case of resistance, the use of power, coercion, pressure, the use of dependence, the tendency to perceive the situation as a matter of victory or defeat.
3) Concession. In this case, the manager is ready to give in, neglecting his own interests. Avoid discussing controversial issues and agree with the claims of the other side. Seeks to support the partner, emphasizing common interests and hushing up disagreements.
4) Cooperation– this tactic is characterized by the search for solutions that satisfy both the interests of the manager and the other person during an open and frank exchange of views about the problem.
5) Compromise characterized by the manager’s desire to resolve disagreements, conceding something in exchange for concessions from the other, the search for middle solutions in which no one loses much, but does not win much, the interests of the manager and the other party are not revealed.
There are others too management styles in conflict resolution :
1) Solution to the problem. Characterized by an acceptance of differences of opinion and a willingness to engage with other points of view in order to understand the causes of the conflict and resolve it in a way acceptable to all parties. The manager does not achieve his goal at the expense of others, but looks for the best option for resolving the problem that caused the conflict.
2) Coordination– coordination of tactical subgoals and behavior in the interests of the main goal or solution of a common task. At the same time, conflicts are resolved with less cost and effort.
3) Integrative problem solving. The way out of the conflict is based on a solution to the problem that suits the conflicting parties. This is one of the most successful strategies, since the manager comes closest to resolving the conditions that gave rise to the conflict.
4) Confrontation- this is a way to resolve a conflict by bringing the problem to public attention, involving all parties to the conflict. The manager and the other party confront the problem rather than each other. Public and open discussions are one of the effective means of conflict management.
the main task The manager's job is to identify the conflict and enter into it at the initial stage. It has been established that if a manager enters into a conflict at the initial stage, the conflict is resolved in 92% of cases, in the rising phase of the conflict in 46%, and at the “peak” stage, when passions are heated to the limit, the conflict is resolved with difficulty.
|
1.1 – leadership style: the manager is not oriented towards work or people, and strives to maintain his position;
9.1 – style is people-oriented, even to the detriment of work;
5.5 – flexible combination (on average), focus on work and people;
9.9 – the most optimal leadership style, democratic, both production and personal problems are discussed.
Labor adaptation.
Adaptation– means the inclusion of an employee in a new material and social environment for him. In this case, mutual adaptation of the worker and the environment is observed.
When entering an enterprise, an employee has certain goals, needs, values, norms, behavioral guidelines and makes certain demands on the enterprise (work content, working conditions, level of remuneration).
The enterprise, in turn, has its own goals and objectives, and makes certain demands on the education, qualifications, productivity, and discipline of the employee. It expects this employee to comply with rules, social norms and adherence to established traditions at the enterprise. Requirements for an employee are usually reflected in the corresponding role requirements ( job descriptions). In addition to the professional role, an employee at an enterprise also performs a number of social roles (becoming a colleague, subordinate or manager, member of a trade union organization).
The adaptation process will be more successful the more the values and norms of behavior of the enterprise become simultaneously the values and norms of behavior of the employee.
Adaptations are distinguished:
· Primary;
· Secondary.
Primary adaptation occurs when a young person initially enters the workforce.
Secondary adaptation is associated with the transition of an employee to a new workplace (with or without a change of profession), as well as with a significant change in the working environment (technical, economic, social elements of the environment may change).
Depending on the nature of the employee’s inclusion in the changed work environment, adaptation can be :
· Voluntary;
· Forced (mainly on the initiative of the administration).
Labor adaptation has a complex structure, which distinguishes:
1) Psychophysiological adaptation– the process of mastering and adapting an employee to sanitary and hygienic conditions in a new place.
2) Socio-psychological adaptation is associated with the inclusion of the employee in the system of relationships of the team with its traditions, norms of life, and value orientations.
3) Professional adaptation is expressed in the level of mastery by the employee of professional skills and abilities, labor functions.
IN In the adaptation process, an employee goes through several stages :
1st stage of familiarization. The employee receives information about the new work environment, the criteria for evaluating his various actions, and the standards and norms of labor behavior.
2nd stage of adaptation. The employee evaluates the information received and decides to reorient his behavior and recognize the basic elements new system values. At the same time, the employee retains many of his previous attitudes.
3rd stage of identification, that is, the employee’s complete adaptation to the new work environment. At this stage, the employee identifies personal goals and objectives with the goals and objectives of the enterprise.
Based on the level of identification, there are 3 groups of workers :
· Indifferent;
· Partially identified;
· Fully identified.
The success of employee adaptation is judged by:
· Objective indicators, characterizing the actual behavior of an employee in his profession (for example, by work efficiency, assessed as successful and high-quality completion of a task).
· Subjective indicators, characterizing the social well-being of workers. These indicators are measured on the basis of a questionnaire survey by establishing, for example, the level of employee satisfaction with various aspects of work and the desire to continue working at this enterprise.
Different professional groups have different adaptation times (from several weeks to several months). The team leader's adaptation time should be significantly shorter than that of his subordinates.
The success of adaptation depends on a number of factors:
I. Personal factors:
· Socio-demographic characteristics;
· Socially determined factors (education, experience, qualifications);
· Psychological factors (level of aspiration, self-perception), etc.
II. Production factors– these are, in essence, elements of the production environment (including, for example, the nature and content of the work of a given profession, the level of organization of working conditions, etc.).
III. Social factors :
· Norms of relationships in the team;
· Labor regulations, etc.
IV. Economic forces :
· Salary amount;
· Various additional payments, etc.
The professional task of specialists in organizational behavior is to manage the adaptation process, which includes:
1. Measuring the level of adaptation of various groups of workers;
2. Identification of factors that most influence the timing of adaptation;
3. Regulation of the adaptation process based on identified factors;
4. Stage-by-stage control of employee adaptation.
Work collective (group behavior).
The basis of any organization is the workforce. People unite in organizations to jointly carry out work activities, which have significant advantages over individual activities.
The workforce of the organization acts in the following capacities: :
1) As social organization. It is a type of public institution and is characterized by a managerial hierarchy.
2) As social community. It acts as an element in the social structure of society, indicating the presence of various social strata.
Criteria for classification of work collectives:
I. Property:
· State;
· Mixed;
· Private.
II. Activity:
· Production;
· Non-productive.
III. Time criterion:
· Continuous activity;
· Temporary work teams.
IV. By association:
· Highest level (team of all organizations);
· Intermediate (divisions);
· Primary (department).
V. Functions:
· Target;
· Satisfying social needs;
· Social integrative function;
· Participation in the life of the region.
VI. Social structures:
· Production-functional;
· Social and professional;
· Socio-economic;
· Socio-psychological;
· Socio-demographic;
· Social and organizational.
VII. Cohesion:
· United;
· Dismembered;
· Disunited.
The most important functions of the workforce.
Work collectives perform the following main functions:
Target- a fundamental function for the implementation of which a work collective is created.
Conditions of social needs are implemented in providing workers with material benefits, in meeting the needs of team members for communication, in improving skills, developing abilities, increasing status, etc.
Social integrative function is implemented as a result of team unity in order to achieve a set goal, in order to influence the behavior of employees and their acceptance of certain values and norms of the team.
Participation in the industrial, economic and social life of the region, within which the work collective operates. An optimal combination of all these functions is necessary, since the labor behavior of workers depends on their coordination. With an optimal combination of these functions, the enterprise is capable of producing high-quality products and providing for the spiritual and material needs of both members of the workforce and residents of the country’s region.
Social structure of the workforce.
Social structure of the workforce– the totality of its elements and the relationship between these elements. The elements of the social structure are social groups, which are a collection of individuals with various social characteristics. The following are the most important social structures: :
1) Production-functional structure consists of production units within which production and functional relationships develop between team members. These relationships can be horizontal (relations between workers with the same social status) and vertical (relations between workers with different social status). As a result of this combination of relationships in the work team, on the one hand, a feeling of mutual responsibility, cooperation, competition, etc. arises, and on the other hand, a relationship between managers and subordinates arises.
2) Social and professional structure. Members of the team are people of different professions, different qualifications and not the same way of thinking. Professional qualification differences have a significant impact on social relations between team members, their mutual understanding and ultimately significantly influence work behavior.
3) Socio-economic structure. Members of the workforce, differences in wages, rights, property, profit sharing, working conditions, etc. As a result, in the work collective economic relations between team members can be of the nature of social partnership or the nature of conflict (confrontation). All this significantly affects the employee’s work behavior.
4) Socio-psychological structure. It is formed on the basis of personal sympathies, friendship, common value orientations, hobbies and interests. This is, in fact, an informal structure that exists due to the fact that the work collective represents a complex world of socio-psychological relations.
5) Socio-demographic structure manifests itself in the interaction of a set of groups depending on gender, age, marital status, and work experience. Each of these groups has its own value orientations and behavioral characteristics.
6) Social organizational structures. Teams are formed by public organizations operating at the enterprise.
The emerging labor relations in a team are determined by a significant degree of the social structure of the work collective and are a complex interweaving and interpenetration of various relationships.
Intracollective cohesion and its influence
on operational efficiency.
Team cohesion is its important social characteristic. Intra-collective cohesion is the unity of labor behavior of team members based on common interests, values and norms of behavior. This is an integral characteristic of the team. The constituent elements are the harmony of team members, their responsibility and duty to each other, coordination of actions and mutual assistance in the labor process. In the process of uniting the workforce, a unity of interests, norms of labor behavior, and collective values are formed. The result of the cohesion process is manifested in the unity of opinions of team members, in the attraction of workers to each other, help and support. As a result, a unique atmosphere of unity is created. Depending on the level of cohesion, work collectives are divided:
1) Close-knit work teams are characterized by the stability of their composition, maintaining friendly contacts during working and non-working hours, a high level of labor and social activity, and high production indicators. As a result, a collective identity emerges that determines the labor behavior of workers.
2) Dismembered labor collectives are characterized by the presence of a number of socio-psychological groups that are unfriendly towards each other. These teams are characterized by a wide range of indicators of discipline and initiative.
3) Disunited labor collectives– functional relationships dominate, and socio-psychological contacts are not developed. These teams are characterized by high staff turnover and conflict.
To assess the level of cohesion of the workforce, such private indicators as rates of actual and potential staff turnover, the number of violations of labor and technological discipline, the number of conflicts, group indices of sociometric status and emotional expansiveness are used.
Factors of cohesion of the workforce.
It is possible to regulate the level of cohesion of the workforce based on the impact on cohesion factors. These factors are divided:
· Local.
TO common factors include the form of ownership of the means of production, the nature of labor, features of the economic mechanism, sociocultural attributes (values, norms, traditions), which together operate at the macro level.
Local factors can be combined into 4 groups:
1. Organizational and technical;
2. Economic;
3. Social and psychological;
4. Psychological.
Organizational and technical factors are associated with the technical components of the enterprise and are characterized by the level of organization of production (creating conditions for rhythmic work, providing workplaces with material elements of labor, a service system, etc.) and labor (the choice of one or another form of organization of the labor process: individual or collective), spatial location of workplaces (the frequency of contacts between workers depends, determines the methods of communication during the work process), organizational order (characterizes the functional relationships and connections existing in the team).
Economic forces characterized by the forms and systems of remuneration used at the enterprise, and the features of bonuses. It is important here that employees perceive the current distribution relations in the team as fair and participate in this process.
Social and psychological factors include social and production information for team members (consists in communicating to each employee common goals, tasks, norms, methods of determination, etc.). These factors determine the psychological climate of the team (the emotional mood of the team, the socio-psychological atmosphere in the team, which can be favorable and unfavorable, optimal and suboptimal). These factors are also determined by the leadership style, that is, the behavior of the leader, his organizational abilities, and the ability to work with people.
Psychological factors manifest themselves in the psychological compatibility of its members, a favorable combination of properties of workers that contribute to the effectiveness of joint activities.
There are two types of compatibility :
· Psychological compatibility, which assumes an optimal combination of personal psychological properties (character traits, temperament, abilities, etc.).
· Psychophysiological compatibility, which is associated with the synchronicity of individual mental activity workers, with the level of development of their mental processes (perception, thinking, attention, etc.).
Negotiation.
Negotiation is the process of finding joint solutions from two or more parties with various points vision, preferences, priorities. Negotiations are viewed as a search for reconciliation of common and conflicting interests.
Initial conditions of negotiations :
· Interdependence;
· Incomplete antagonism or incomplete cooperation.
Negotiations are not necessary in the following cases :
1. If you have the ability to give orders or the right to instruct.
2. If a consultant expresses a point of view that does not coincide with yours.
3. If there is a third party who soberly assesses the situation and has the opportunity to make general decisions or impose certain decisions.
First of all, it is necessary to highlight those situations in which negotiations are inappropriate. This will save time.
Negotiation parameters:
· Subject of negotiations;
· Area of interest;
· Time frame;
· Topics of negotiations.
Correct assessment of these parameters and their control can guarantee better negotiation results.
Stages of the negotiation process.
|
|
|
|
A prerequisite for the successful completion of negotiations is careful preparation. You need to start by collecting information that will clarify the purpose of the negotiations, establish what agreement should be reached, and identify the best way to achieve it. At the stage of preparation of negotiations, the best ways to conduct them should be identified. Negotiations can be based on a non-directive method or with a predominance of directive methods.
Non-directive methods of negotiation involve:
1) Readiness for an agreement (at least temporary), that is, an agreement with what the opponent proposes.
2) Willingness to change one’s own opinion when this contributes to a constructive resolution of a critical situation and does not contradict the fundamental principles of the party that is ready to change its opinion.
3) Refusal to criticize the opponent’s personality and everything that affects his pride.
4) Focusing on the non-substantive business side of the negotiations.
5) Selection and consolidation of statements that promote a constructive solution and agreement.
6) The ability to listen to an opponent, using the principle of repeating statements for a more complete understanding of the parties.
7) Refusal to openly interpret (evaluate) the motives and intentions of opponents.
8) Posing open questions, devoid of ambiguity and subtext.
One of the theories of negotiation is based on identifying the characteristics of intermediate stages and results of negotiations. These characteristics include the assessment of gains and losses. In this case, you need to plan 2 types of actions, namely making commitments and making threats.
First type - obligations. It involves taking on obligations, as well as informing the opponent about existing circumstances. These circumstances should convince the opponent that it is impossible for the other side to make further concessions.
Second type - threats. It is the demonstrated ability and willingness to cause damage to an opponent. In this case, the technique “ show of force" In fact, this is a demonstration of the ability to control the pace and timing of negotiations.
The effectiveness of negotiations largely depends on the participants’ self-control and control over the progress of the negotiations. Can also be selected pressure tactics. The task is to create a situation where one of the parties is forced to make concessions.
This tactic involves:
1) Refusal to negotiate;
2) Inflating demands (at the beginning of negotiations);
3) Increasing demands during the negotiation process;
4) Delaying negotiations.
Pressure tactics are effective only in rare cases. At the same time, when preparing for negotiations, it is necessary to provide for the possibility of the parties moving to different methods of negotiating.
Negotiation process.
During the negotiation process, parties with different positions express them, discuss them, argue and come to an agreement. The main tasks of individual steps of the negotiation process are presented in the table.
The key to success in negotiations is the ability and skills to conduct them:
1. Drawing a clear line between opponents, as a person and the issue under discussion.
2. It is necessary to look at the problem through the eyes of your opponent. The opponent has certain needs, interests, attitudes, prejudices, and takes a certain position.
3. Emphasis on the opportunity to satisfy the opponent, and not on the interests that he wants to defend.
4. Joint development of alternatives.
5. Search for an objective measure that allows you to evaluate the decisions made.
To reach an agreement, a negotiator must be able to :
1. State your positions clearly.
2. Listen to the description of the situation given by your opponent.
3. Offer a solution.
4. Listen to the solutions (perceive) proposed by other negotiators.
5. Discuss proposed solutions and, if necessary, be prepared to change your position.
6. Have a good command of the language in which negotiations are conducted or be able to work effectively with a translator.
Thus, the important skills in any negotiation are the ability to present, listen, propose and change. The results of negotiations often depend on the people involved. At the same time, people who have the necessary skills and abilities achieve much more during negotiations. The ability of its participants to record identification signals has a significant impact on the results of negotiations (it is important to understand what “no” means for negotiators).
Negotiations are completed. Is the refusal to conclude a deal final or is it a technique by which opponents try to achieve favorable conditions and put the other party in a hopeless situation.
Individual words, phrase construction, gestures, facial expressions, movements and actions can be identification signals when interpreting “no”. Professionals with experience in negotiations clearly determine whether “no” means the end of negotiations or whether “no” is “yes,” but under certain conditions. To accurately record identification signals from a negotiation situation, it is necessary not to lose sight of all participants in the negotiations and observe their reactions and movements.
The behavioral features of the negotiation process strongly depend on the subject and conditions of negotiations.
Negotiating in a critical situation.
A critical situation is created when the organization faces a threat of loss of significant values (threat of financial damage, prosecution, loss of sales markets, public discrimination of a product, etc.).
When negotiating under these conditions, take into account :
1) A critical situation causes strong negative emotions among negotiators (anxiety, fear, anger, a sense of threat, etc.).
2) The intensity of negative emotions depends on the characteristics of the perception of a critical situation by the negotiators and is determined by:
a) The value of the object at risk (money, company reputation, trade secrets, health, etc.);
b) The likelihood of complete or partial loss of this object;
c) Lack of time required to solve the problem;
d) Personal characteristics of the negotiators.
3) Negative emotions complicate and distort the exchange of information and its perception by negotiators;
4) The behavior of people negotiating in a critical situation can contribute to its aggravation:
a) Negotiators deliberately narrow and distort information;
b) Negotiators avoid joint solutions to problems in the negotiation process or prevent their achievement.
A way out of the critical situation that has arisen during the negotiations is possible by involving a third party (neutral participant). In this case, the intermediary:
a) Optimizes the exchange of information, filtering out emotionally charged and destructive information;
b) Facilitates decision making by dividing problems into parts and reformulating the formulation of questions;
c) Helps the parties make concessions to each other without compromising their prestige;
d) Acts as a guarantor of the agreement and thereby increases its value.
In a critical situation, non-directive methods of negotiation turn out to be the most effective (See above).
Negotiating the financing of new production associated with risk.
Out of 100 cases of such negotiations, 10 end with the agreement of the capital owners to further consider the possibility of their entry into the business, and only 1 case ends with the conclusion of a deal. In negotiations of this type, entrepreneurs must take into account 3 groups of factors that encourage investors to make risky investments:
a) Mental characteristics of investors (group of investors):
· Temperament;
· Character;
· Established line of behavior;
· Risk appetite, etc.;
b) An exceptional opportunity to achieve, receive, acquire, control, manage something;
c) Likely excess profits from capital investments.
Consistent use of one or more motivating factors during negotiations helps to achieve better results.
a) Take an offensive position and present your actions as a search for the most acceptable investor;
b) Provide specific facts demonstrating the viability of the investment project being advocated.
Negotiating contracts.
There are 4 groups of factors that determine the results of contract negotiations:
1) Factors characterizing economic conditions external to the company, these include:
a) Conditions of competition;
b) Legal restrictions;
c) National specifics when concluding contracts between firms from different countries.
2) Features of the organizational structure of firms participating in negotiations:
a) Scale of production activities;
b) Volume of income;
c) The degree of formalization of management processes;
d) Degree of decentralization of management.
3) Features of the participation and interaction of various management services in the process of concluding a contract. The opposing interests of the firm's employees and services can have a significant impact on the process and results of negotiations.
4) Personal characteristics of the persons participating in the negotiations:
a) Gender, age, education;
b) General psychophysical condition;
c) Personal interests;
d) Attitudes, stereotypes.
The negotiation process largely determines the nature of the contract concluded. When preparing for negotiations you should:
· Collect necessary and sufficient information about the reliability of the future partner, about the possibility of concluding a contract with other partners;
· Determine the desired outcome of the negotiations;
· Develop a negotiation strategy, including the acceptable level of concessions, as well as the sequence of proposals and concessions.
The organization is restructuring production in connection with the introduction of new products. In these conditions, the task of adapting new employees is acute. It is necessary to determine:
1. What types of adaptation come to the fore, and what factors determine them;
2. Rank the factors using the pairwise comparison method.
|
Changes in the organization. Innovations.
An organization concentrates its efforts on change if new strategies are developed, the efficiency of its activities decreases, it is in a state of crisis, or management pursues its own personal goals. One of the components of introducing innovation is development of a new idea by an organization. The author of the idea needs:
1) Identify the group's interest in the idea, including the implications of the innovation for the group, the size of the group, the range of opinions within the group, etc.;
2) Develop a strategy to achieve the goal;
3) Identify alternative strategies;
4) Finally choose a strategy of action;
5) Determine a specific detailed action plan.
People tend to have a wary negative attitude towards all changes, since innovation usually poses a potential threat to habits, way of thinking, status, etc. Highlight 3 types of potential threats when implementing innovations:
a) Economic (decrease in income or its decrease in the future);
b) Psychological (feeling of uncertainty when changing requirements, responsibilities, work methods);
c) Social and psychological (loss of prestige, loss of status, etc.).
A specially designed program for overcoming resistance to change is required. In some cases when introducing innovations it is necessary :
a) Provide a guarantee that this will not be associated with a decrease in employee income;
b) Invite employees to participate in decision-making during changes;
c) Identify in advance possible concerns of workers and develop compromise options taking into account their interests;
d) Implement innovations gradually, on an experimental basis.
The basic principles of organizing work with people during innovation are:
1. The principle of informing about the essence of the problem;
2. The principle of preliminary assessment (informing at the preparatory stage about the necessary efforts, predicted difficulties, problems);
3. The principle of initiative from below (it is necessary to distribute responsibility for the success of implementation at all levels);
4. The principle of individual compensation (retraining, psychological training, etc.);
5. The principle of typological features of perception and innovation by different people.
The following are distinguished: types of people in their attitude to innovation :
1. Innovators– people who are characterized by a constant search for opportunities to improve something;
2. Enthusiasts– people who accept new things regardless of the degree of its elaboration and validity;
3. Rationalists– accept new ideas only after a thorough analysis of their usefulness, assessment of the difficulty and possibility of using innovations;
4. Neutrals– people who are not inclined to take a word or a single useful sentence;
5. Skeptics– these people can become good controllers of projects and proposals, but they slow down innovation;
6. Conservatives– people who are critical of everything that has not been tested by experience, their motto is “no new products, no changes, no risks”;
7. Retrogrades– people who automatically deny everything new (“the old is obviously better than the new”).
Types of possible consequences when changing the organizational structure :
a) Potentially real conflicts in connection with the reorganization of old and the formation of new structural units;
b) The occurrence of workplace conflict, that is, it arises after an unclear definition of rights and responsibilities, distribution of power and responsibility;
c) Formation of uncertainty among members of the organization about the future, about the correctness of the chosen course;
d) Changes in communications within the organization lead to disruption of information flows, in some cases associated with the concealment of information by a number of managers and employees.
Organizational culture.
Organizational climate and organizational culture are two terms that serve to describe a set of characteristics that are inherent in a particular organization and distinguish it from other organizations.
Organizational climate includes less stable characteristics, more susceptible to external and internal influences. Given the general organizational culture of an enterprise organization, the organizational climate in its two departments can vary greatly (depending on the leadership style). Under the influence of organizational culture, the causes of contradictions between managers and subordinates can be eliminated.
The main components of the organizational climate are:
1. Managerial values (the values of managers and the characteristics of the perception of these values by employees are important for the organizational climate, both within formal and informal groups);
2. Economic conditions (here it is very important to have a fair distribution of relations within the group, whether the team participates in the distribution of bonuses and incentives for employees);
3. Organizational structure (its change leads to a significant change in the organizational climate in the organization);
4. Characteristics of the organization's members;
5. Size of the organization (in large organizations there is greater rigidity and more bureaucracy than in small ones, a creative, innovative climate, a higher level of cohesion is achieved in small organizations);
7. Management style.
In modern organizations, a lot of effort is put into creating and studying the organizational climate. There are special methods for studying it. It is necessary in the organization to form among employees the judgment that the work is difficult but interesting. In some organizations, the principles of interaction between the manager and staff were defined and enshrined in writing, often increasing the level of team cohesion by organizing joint leisure activities for employees and their family members.
Organizational culture- this is a complex of the most stable and long-lasting characteristics of an organization. Organizational culture combines the values and norms characteristic of the organization, styles of management procedures, and concepts of technological social development. Organizational culture sets the limits within which confident decision-making is possible at each level of management, the possibility of rational use of the organization's resources, determines responsibility, gives direction for development, regulates management activities, and promotes employee identification with the organization. The behavior of individual employees is influenced by organizational culture. Organizational culture has a significant impact on the effectiveness of an organization.
Basic parameters of organizational culture :
1. Emphasis on external (customer service, focus on consumer needs) or internal tasks. Organizations are focused on meeting consumer needs, have significant advantages in a market economy, and are competitive;
2. The focus of activity on solving organizational problems or on the social aspects of the functioning of the organization;
3. Measures of risk preparedness and innovation;
4. The degree of preference for group or individual forms of decision-making, that is, with a team or individually;
5. The degree of subordination of activities to pre-drawn plans;
6. Expressed cooperation or competition between individual members and groups in the organization;
7. The degree of simplicity or complexity of organizational procedures;
8. A measure of employee loyalty in the organization;
9. The degree of awareness of employees about their role in achieving the goal in the organization
Properties of organizational culture :
1. Collaboration forms the team’s ideas about organizational values and ways to follow these values;
2. Community means that all knowledge, values, attitudes, customs are used by a group or work collective for satisfaction;
3. Hierarchy and priority, any culture represents a ranking of values, often the absolute values of society are considered the most important for the team;
4. Systematicity, organizational culture is a complex system that combines individual elements into a single whole.
The influence of organizational culture on the activities of the organization manifests itself in the following forms:
a) Employees’ identification of their own goals with the goals of the organization through the acceptance of its norms and values;
b) Implementation of norms prescribing the desire to achieve the goal;
c) Formation of the organization’s development strategy;
d) The unity of the process of implementing strategy and the evolution of organizational culture under the influence of the external environment (the structure changes, therefore, the organizational culture changes).
Making a management decision.
Decision-making– the process of identifying a problem and searching among alternatives for the best solution to this problem.
The decision is made under conditions :
a) Certainty (the manager is confident in the results of each of the alternatives and chooses the most effective);
b) Risk (the manager can determine the probability of success for each alternative);
c) Uncertainty (the situation is similar to risk conditions).
Distinguish 2 main types of management decisions :
1. Typical tasks for which a decision-making algorithm is known;
2. Atypical tasks - require a creative approach when making decisions.
Other criteria for classifying solutions:
1) By the duration of the consequences of the decision (long-term, medium-term, short-term);
2) By frequency of decision making (one-time, repeating);
3) By breadth of coverage (general, covering all workers and highly specialized);
4) According to the form of training (single-person, consulting, group);
5) By complexity (simple and complex).
Decision making process:
1. Problem Definition, consists in its detection and evaluation. Problem detection – realizing that there is a deviation from the established plans, when many problems accumulate, it is important to choose a priority one, which is also related to solving other problems. Problem assessment– establishing its extent and nature; when a problem is discovered, it is necessary to assess the severity of the problem and evaluate the means to solve it.
2. Identifying limitations and identifying alternatives. The causes of the problem may be outside the organization (the external environment that the manager cannot change) and internal problems that the manager can successfully solve by establishing a possible alternative solution to eliminate these emerging problems.
3. Decision-making, is associated with the choice of an alternative with favorable overall consequences.
4. Implementation of the solution consists in concretizing it and bringing it to the performer.
5. Monitoring the implementation of the decision, consists of identifying deviations and making amendments to implement the decision.
Decision making methods :
A. Informal heuristic methods, are based on the individual ability of managers. The methods are based on the manager’s intuition, his logical techniques and methods for selecting the optimal solution. These solutions are quick, but do not guarantee against errors.
B. Collective methods discussion and decision making:
a) A temporary team created to solve a specific problem; competent, communicative employees capable of solving creative problems are selected;
b) The brainstorming method consists of jointly generating new ideas and subsequent decision-making;
c) The Delphi method represents multi-level survey procedures, after each round the survey data is finalized and the results obtained are reported to experts indicating the location of the assessments. Once the ratings have stabilized, the survey stops and a collective decision is made;
C. Quantitative methods Decision-makers use computers to model and process information (linear modeling, dynamic programming, probabilistic statistical models, game theory, etc.).
Implementation of management decisions.
Main elements of implementation of management decisions:
1. Goal setting– the process of developing discussion and formalizing goals that employees can achieve. If goals are not defined, then subordinates do not know what is expected of them, what responsibilities they bear, they cannot concentrate on their work, they do not participate in decision making, and they lose motivation in stressful activities. A simplified model of goal setting includes, on the one hand, the existing difficulties, and specifies goals that, through the connecting mechanism (elements of the connecting mechanism: effort, perseverance, leadership, strategy, plans) affect execution. On the other hand, execution depends on certain regulators (target obligations, feedback, task complexity, situation). The complexity of management by goals is associated with the difficulties of combining the goals of the manager and the subordinate.
2. Familiarization. Performers must receive clear information about who, where, when, in what ways and means they should carry out actions. Relevant decision making.
3. Using power. Managers use:
1) Orders;
2) Promises, threats;
3) Regulations, norms, standards;
4. Organization of execution, 2 types of execution:
a) Role performance (within the framework of the functions defined by job descriptions);
b) Performing beyond role functions.
5. Control is one of the main elements of implementing management decisions.
ORGANIZATIONAL BEHAVIOR 1. The concepts of “organization” and “organizational behavior.” 2. History of research into organizational behavior of people. 3. Problems solved by specialists in organizational behavior at the present stage. 4. Features of Russian business and the behavior of people in the organization.
1. The concepts of “organization” and “organizational behavior” Meanings of the word “organization” Meanings of the word “organization” The word “organization” has several meanings in Russian: Organization as an object is an association of people (place of work, institution). An organization as an object is an association of people (place of work, institution). Organization as a process is an activity (a manager organizes people). Organization as a process is an activity (a manager organizes people). Organization as a property is the degree of orderliness (good-bad organization). Organization as a property is the degree of orderliness (good-bad organization).
In relation to organizational behavior, we are talking about an organization as an association of people, a place of work, which is specified in the following definition of an organization. An organization is a differentiated and mutually ordered association of individuals and groups that jointly realize certain goals and act on the basis of certain procedures and rules. An organization is a differentiated and mutually ordered association of individuals and groups that jointly realize certain goals and act on the basis of certain procedures and rules. An organization is a group of people working together in an industry to achieve a common goal. An organization is a group of people working together in an industry to achieve a common goal. The organization has both material resources (technology, capital, information) and human resources (people performing the required work).
The concept of “organizational behavior” was first used by the American psychologist Fritz Roethlisberger in the late 1950s. The term took root in the early 60s. The twentieth century, when several scientific disciplines came together to explain the processes that occur within the organization itself, as well as between its internal and external environments. The origins of organizational behavior as a scientific discipline are: industrial engineering, labor sociology, social psychology, management theory, political science, law, organization theory and other sciences. The concept of “organizational behavior” was first used by the American psychologist Fritz Roethlisberger in the late 1950s. The term took root in the early 60s. The twentieth century, when several scientific disciplines came together to explain the processes that occur within the organization itself, as well as between its internal and external environments. The origins of organizational behavior as a scientific discipline are: industrial engineering, labor sociology, social psychology, management theory, political science, law, organization theory and other sciences.
Examples of defining organizational behavior Organizational behavior is the behavior of employees involved in certain management processes that have their own cycles, rhythms, pace, structure of relationships, organizational framework and requirements for employees. (Krasovsky Yu.D.)
Organizational behavior as a science studies the factors influencing the behavior of people in an organization and the very behavior of people, groups and organizations in order to optimize their activities and successfully achieve their goals. Organizational behavior as a science studies the factors influencing the behavior of people in an organization and the very behavior of people, groups and organizations in order to optimize their activities and successfully achieve their goals. Organizational behavior as an applied branch provides: Organizational behavior as an applied branch provides: - understanding of the mechanisms underlying the behavior of people in an organization, - predicting people's behavior, - stimulating employee behavior that contributes to the successful achievement of the organization's goals, - modification (change, correction) of problematic behavior.
As a separate science, with its own object and subject of research, it took its place at Harvard Business School in 1962. In 1970, this direction began to develop in England at the London Business School and in 1974 in Scotland at the University of Glasgow. In Russia, it was introduced into the curriculum for training specialists in the 90s. XX century As a separate science, with its own object and subject of research, it took its place at Harvard Business School in 1962. In 1970, this direction began to develop in England at the London Business School and in 1974 in Scotland at the University of Glasgow. In Russia, it was introduced into the curriculum for training specialists in the 90s. XX century Wood J. Mastering management: Organizational behavior // Financial Times, supplement (part 2 of 20) Wood J. Mastering management: Organizational behavior // Financial Times, supplement (part 2 of 20)
The implementation of these aspects of organizational behavior is carried out in relation to all management functions, including: - Planning - defining goals and actions necessary to achieve them; - Organization - distribution of tasks and resources for their implementation); - Motivation – awakening the desire to work hard and successfully complete tasks; - Coordination – coordination of actions; - Control – checking execution and making necessary changes
2. History of research into organizational behavior of people In the middle of the 16th century. The Industrial Revolution began in England and Scotland, which led to a change in both the appearance of factories and factories, as well as society itself. In the middle of the 1111th century. The Industrial Revolution began in England and Scotland, which led to a change in both the appearance of factories and factories, as well as society itself. As a result of the widespread introduction of steam engines and the creation of other more complex machines and equipment, the way goods were produced, especially in the weaving and clothing industries, changed significantly. For example, raw cotton and wool, which in the past had been processed into yarn by families or entire villages, were now sent to factories where workers, using special machines, made the yarn into cloth. Hundreds or even thousands of unskilled or semi-skilled workers operated complex machines. As a result of the widespread introduction of steam engines and the creation of other more complex machines and equipment, the way goods were produced, especially in the weaving and clothing industries, changed significantly. For example, raw cotton and wool, which in the past had been processed into yarn by families or entire villages, were now sent to factories where workers, using special machines, made the yarn into cloth. Hundreds or even thousands of unskilled or semi-skilled workers operated complex machines.
Managers, workshop and factory foremen with engineering and technical training turned out to be unprepared to solve social problems that arise when people work together in large groups. The search for new methods of managing organizational resources began. Managers, workshop and factory foremen with engineering and technical training turned out to be unprepared to solve social problems that arise when people work together in large groups. The search for new methods of managing organizational resources began. Thus, an objective need arose for the emergence of scientific management, in the development of which modern researchers identify the following schools: Thus, an objective need arose for the emergence of scientific management, in the development of which modern researchers identify the following schools:
School of Scientific Management: Scientific Management F. Taylor (); Ideas H. Emerson (); Ideas of G. Ford () and others. The main attention was paid to technical and organizational problems of management. Representatives of this school are characterized by a mechanistic understanding of man.
Classical school of management Organizational principles of A. Fayol (); Organizational principles of A. Fayol (); Bureaucratic theory of organization by M. Weber (). Bureaucratic theory of organization by M. Weber (). Organizational theory L. Gyulik - L. Urvik (). Organizational theory L. Gyulik - L. Urvik ().
Limitations of classical organizational theories These theories are characterized by a simplified, mechanistic view of the nature of human behavior in an organization. Today it is no longer a secret that management is based on knowledge of psychology and that taking into account the human factor (goals, values, type of temperament and character, relationships in the team, attitude towards the organization, etc.) in management is extremely important. Today it is clear that the success of a company is 80% determined by the effectiveness of personnel management and only 20% by technology and finance. This is especially evident in the event of certain problems arising.
School of Human Relations Hugo Munstenberg () - created the world's first school of industrial psychologists: one of the founders of psychotechnics; Hugo Munstenberg () - created the world's first school of industrial psychologists: one of the founders of psychotechnics; Mary Parker Follett () - put forward the idea of harmony between labor and capital, which could be achieved with proper motivation and taking into account the interests of all stakeholders (ideas of a manager-leader; participation of workers in management, etc.). Mary Parker Follett () - put forward the idea of harmony between labor and capital, which could be achieved with proper motivation and taking into account the interests of all stakeholders (ideas of a manager-leader; participation of workers in management, etc.). Elton Mayo () - empirically studied the influence of socio-psychological factors (leadership style, interpersonal relationships in the work group, attention of researchers, etc.) on labor productivity. Elton Mayo () - empirically studied the influence of socio-psychological factors (leadership style, interpersonal relationships in the work group, attention of researchers, etc.) on labor productivity. Theories by K. Argiris, R. Likert, W. Bennis and others. Theories by K. Argiris, R. Likert, W. Bennis and others.
Elton Mayo () - American psychologist. His experiments in Hawthorne (near Chicago) at the Western Electric plants lasted from 1927 to 1939. Elton Mayo's research drew the attention of researchers to the psychological factors of management: the authority of the manager; relationships within the team, features of employee motivation, etc. Elton Mayo () - American psychologist. His experiments in Hawthorne (near Chicago) at the Western Electric plants lasted from 1927 to 1939. Elton Mayo's research drew the attention of researchers to the psychological factors of management: the authority of the manager; relationships within the team, features of employee motivation, etc. D. McGregor () - developed “Theory X” and “Theory Y”, which reflected two types of views on employees. F. Herzberg - created the theory of two factors influencing a person’s satisfaction with his actions. D. McGregor () - developed “Theory X” and “Theory Y”, which reflected two types of views on workers. F. Herzberg - created the theory of two factors influencing a person’s satisfaction with his actions.
Domestic science N.A. Vitke (Having analyzed the scientific literature of the USA, England, Germany and France on enterprise management, he was the first to try to apply the basic management principles in post-revolutionary Russian reality to the conditions of development of large industrial production, introduced a number of important concepts: “human factor of production”; “collective labor activity”; “social organization of the enterprise”; “socio-psychological atmosphere”; "organizational crisis"). ON THE. Vitke (Having analyzed the scientific literature of the USA, England, Germany and France on enterprise management, he was the first to try to apply the basic management principles in post-revolutionary Russian reality to the conditions for the development of large-scale industrial production, introduced a number of important concepts into scientific circulation: “human factor of production”; “collectively -work activity"; "social organization of the enterprise"; "socio-psychological atmosphere"; "organizational crisis").
Spielrein I.N. Head of the laboratory of industrial psychotechnics under supervision at the Central Institute of Labor. In psychotechnical research, the following tasks were solved: - professional selection of future employees; professional advice for young people; vocational guidance for schoolchildren; professional education; prevention of occupational diseases; reducing fatigue during the work process, designing equipment taking into account professional capabilities, and also studied factors motivating the behavior of workers Head of the Laboratory of Industrial Psychotechnics under the supervision of the Central Institute of Labor. In psychotechnical research, the following tasks were solved: - professional selection of future employees; professional advice for young people; vocational guidance for schoolchildren; professional education; prevention of occupational diseases; reducing fatigue during work, designing equipment taking into account professional capabilities, and also studied the factors motivating the behavior of workers
V.M. Bekhterev - the problems of managing production teams within the framework of the scientific organization of labor are being developed. In particular, the problems of managing production teams within the framework of the scientific organization of labor are being studied. In particular, the following are studied: 1) comradely and administrative control; 1)comradely and administrative control; 2) the positive impact of competition on workers’ labor efficiency; 2) the positive impact of competition on workers’ labor efficiency; 3) the dependence of the solution of creative problems on the collective discussion of a particular problem; 3) the dependence of the solution of creative problems on the collective discussion of a particular problem; 4) reducing the level of fatigue of workers in the collective organization of work. 4) reducing the level of fatigue of workers in the collective organization of work.
Problems being solved by organizational behavior specialists at the present stage George and Jones name the following problems that are being solved by specialists in the field of organizational behavior: How to manage people so that the organization gains a competitive advantage? How to manage people so that an organization gains a competitive advantage? How to develop an ethical culture in an organization?; How to develop an ethical culture in an organization?; How to manage a diverse workforce?; How to manage a diverse workforce?; How to prevent sexual harassment at work?; How to prevent sexual harassment at work?; How to manage employee behavior when an organization begins to operate in other countries and goes global? How to manage employee behavior when an organization begins to operate in other countries and goes global?
Managing people in order to gain a competitive advantage (which consists of being ahead of rivals and other organizations offering similar goods and services) involves: increasing the efficiency of the enterprise (reducing the number of resources used: people, raw materials and time required for the production of goods and services); increasing the efficiency of the enterprise (reducing the amount of resources used: people, raw materials and time required to produce goods and services); improving product quality; improving product quality; increasing the innovative activity of employees; increasing the innovative activity of employees; increasing responsiveness to consumer requests. increasing responsiveness to consumer requests.
1. Fundamentals of the theory of organizational behavior 2. A person in an organization 3. The process of perception and impression management 4. Conflicts in an organization 5. Business negotiations 6. The life cycle of an organization 7. Managing organizational change 8. Organizational culture
RECOMMENDED READING Basic literature Vikhansky O.S., Naumov A.I. Management: Textbook. M.: Gardarika, Newstrom D.V., Davis K. Organizational behavior. St. Petersburg, Lutens F. Organizational behavior. M., 1999.
Additional literature: 1. Ashirov D.A. Organizational behavior: Textbook. M., Kartashova L.N., Nikonova T.V., Solomanidina T.O. Organizational behavior: Textbook. M., Kochetkova A.I. Introduction to Organizational Behavior. M., Organizational behavior: Textbook for universities / Ed. G.R. Latfullina, O.N. Thunderous. – St. Petersburg, Sergeev A.M. Organizational behavior: For those who have chosen the profession of manager: Academician. Manual. - M., 2005.
OBJECTIVES OF SCIENCE EP: Systematized description of people's behavior in various situations arising in the process of work Explaining the reasons for the actions of individuals in certain conditions Predicting the behavior of workers in the future Mastering the skills of managing people's behavior in the process of work and improving them
Results-oriented approach EP programs are evaluated by their results The role of EP in work systems: 1. Knowledge skills = abilities 2. Position situation = motivation 3. Abilities motivation = potential results of the individual 4. Results resources opportunities = organizational results of the individual
System of organizational behavior Leadership, communication, group dynamics Organizational culture Formal organization Informal organization Philosophy, values, vision, goals, objectives of management Social environment Quality of work life Motivation Results: performance indicators organization and employee satisfaction personal growth and development
Basis of the model Power Orientation of management Authority Orientation of employees Subordination Psychological result for the employee Dependence on the immediate superior Satisfaction of the employee's needs Existence needs Employees' participation in the labor process Minimal Authoritarian model of OP
Basis of the model Economic resources Management orientation Money Employee orientation Security and benefits Psychological outcome for the employee Dependence on the organization Satisfaction of the employee's needs Security needs Employee participation in the labor process Passive cooperation Guardianship model
Basis of the model Management Orientation of management Support Orientation of employees Fulfillment of work tasks Psychological result for the employee Participation in management Satisfaction of the needs of the employee Status and recognition needs Employee participation in the labor process Awakened incentives Supportive OP model
Basis of the model Partnership Management orientation Team work Employee orientation Responsible behavior Psychological result for the employee Self-discipline Satisfying the employee's needs Self-realization needs Employee participation in the work process Moderate enthusiasm Collegial EP model
Slide 2
Organization…
Slide 3
Organization is an intellectual and material process of joining into a whole. An organization is the result of a specific process recorded at the moment. An organization has qualitative certainty, boundaries and strictly fixed system parameters, occupying a certain place in society and intended to achieve specific goals, using resources (human, material, economic, information and legal). An organization is a social subject, aware of its integrity, having its needs and goals, which it imposes on the individuals being united.
Slide 4
An organization is a process, state and social entity that functions on the basis of a set of norms and rules to achieve certain goals using the necessary resources.
Slide 5
Signs of an organization (C. Barnard): An organization is an open system. 2. The organization is a developmental one social system, to which all the laws of group dynamics apply. 3. In an organization, there are always two types of joint activities, one of which is aimed at solving a basic problem, and the other at communication. 4. People in an organization unconsciously repeat patterns of behavior that have developed based on their experiences in the family.
Slide 6
Behavior…
Slide 7
1. Behavior is an external manifestation of a person’s inner world. 2. Behavior is a system of relationships between people that are within the normative structure, but at the same time deviating from it (within certain limits) as a result of the manifestation of personal feelings, preferences, sympathies and interests.
Slide 8
Factors of human behavior: 1. Psychological properties of the individual 2. Psychological processes 3. Mental states
Slide 9
Psychological properties of a person are personal structures that determine the characteristics of a person’s activities over a long period of life or even throughout life.
Slide 10
Mental processes are a reflection of reality in various forms of mental phenomena. – cognitive or cognitive (sensations, perception, representation, attention, memory, thinking). – emotional-volitional – processes of mental regulation (emotions, volitional efforts, goal setting, etc.). – communicative – processes that ensure the interaction of people when performing joint actions and in interpersonal communication situations.
Slide 11
Levels of organizational behavior: – personal (determined by factors of moral attitudes, character, temperament, etc.) – group (factors of age, gender, education, state of interpersonal relationships). – organizational (factor of norms, rules, values, etc.).
Slide 12
Types of organizational behavior: 1. From the point of view of compliance with norms: – illegal (non-compliance with laws); –deviant (socially disapproved, on the verge of breaking the law); – delinquent (depending on the situation, it can be socially disapproved or normal depending on the conditions). 2. By area of implementation: – business (official); – interpersonal (not official).
Slide 13
3. From the position of intentionality: – pre-planned; – spontaneous. 4. By functions: – managerial; – performing.
Slide 14
5. By the nature of behavior: – passive; – aggressive (physical or verbal encroachment on the rights of others, the desire to cause harm); – assertive (the subject proceeds from their own needs, but at the same time takes into account the interests and rights of others); – rational (economic; due to benefit);
Slide 15
6. On the degree of a person’s awareness of the factors that determine his action: – reactive (automatic, unconscious action, manifested as a response to changes in the external environment); – instinctive (the situation is realized, but the action is not controlled (panic)); – emotional (the situation is realized and accessible to volitional control, but such control is absent due to the reluctance of the subject); – free, goal-oriented (the situation is fully realized and controllable).
Slide 16
7. From the point of view of people’s interest: – forced (externally imposed); – internally desired, bringing pleasure; - arising from a sense of duty.
Slide 17
8. In terms of consequences: – positive; – negative. 9. From the point of view of interaction with other people: – leadership; – individual; – opportunistic; – collective (the desire to establish general work)
Slide 18
Theories of organizational behavior: 1. Cognitive (humanistic) 2. Behavioristic (Taylor, Skinner) 3. Social learning approach.
Slide 19
The behavior of people in an organization is subject to certain laws: 1. The law of response uncertainty (different people and even one person can react differently to the same situations); 2. The law of inadequacy (one person cannot comprehend another to the full extent). 3. The law of age asynchrony (biological and psychological ages do not coincide); 4. The law of inadequacy of self-esteem (a person cannot always evaluate himself appropriately); 5. The law of changing the meaning of management information (distortion of meaning occurs in the process of transmitting information); 6. The law of self-preservation (preservation of status, dignity, income); 7. The law of compensation (the lack of any abilities can be compensated for by other skills); 8. The law of development (people can develop their inclinations).
Slide 20
Internal and external environment of the organization
Slide 21
1. Division of labor - differentiation between different types of activities. 2. Technology is a standard way of conducting certain types of activities and operations. 3. Goals. 4. Processes of differentiation and integration 5. Resources. 6. Structure. 7. System of relations between participants in the activity. 8. Organizational order (set of norms, rules).
Slide 22
1. Economic environment (business activity). 2. Socio-political environment. 3. Production environment (structure of industries). Tourism, light industry. 4. Technological environment. 5. Market environment
Slide 23
Stages of the life cycle of an organization Greiner L. 1. Growth through creativity. 2. Growth through professional guidance. 3. Growth through delegation. 4. Growth through coordination. 5. Growth through collaboration.
Slide 24
Stages of the life cycle of an organization I. Adizes. 1. Nursing (project level). 2. Infancy (lack of clear structure). 3. Childhood (increased productivity). 4. Youth (revision of order, system, motivation control) 5. Heyday (clarity of structure, functions, motivation system). 6. Stabilization (predominance of form over content). 7. Aristocratism (expenditure of funds to organize one’s own activities, to maintain the existing control system, the emergence of unspoken rules and traditions). 8. Early bureaucratization. 9. Late bureaucratization. 10. Death
Slide 29
Categories for describing the culture of an organization: 1. Observable behavioral stereotypes. 2. Group norms (standards of behavior). 3. Proclaimed values. 4. Formal philosophy. 5. Rules of the game - unwritten norms of behavior, norms of behavior (how we do it in this organization). 6. Climate (the manner in which members of the organization interact with each other). 7. Existing skills (work methods). 8. Mental models (language of communication, behavior transmitted to new members of the organization). 9. Symbols (basic metaphors). 10. Formal rituals and celebrations (how key events are organized).
Slide 30
Levels of culture Artifacts (surface level) – visible organizational structures and processes. Proclaimed beliefs and values. 3. Basic fundamental ideas.
Slide 31
A systematic approach to the study of culture 1. Awareness of oneself and one’s place in the organization. 2. Communication system and language of communication. 3. Appearance of employees. 4. Food conditions, traditions. 5. Awareness of time, attitude towards it. 6. Relationships between people. 7. Values. 8. Belief in something and attitude towards something. 9. The process of employee development and training. 10. Work ethic and motivation.
View all slides
DEPARTMENT OF HUMAN RESOURCE MANAGEMENTOrganizational behavior
For undergraduate program
Teacher: Kamenev Ivan Georgievich
Department of Human Resource Management; Candidate of Economic Sciences
Contacts:
Program developer: Baranova Inna Petrovna
Associate Professor of the Department of Human Resource Management, Candidate of Sociological Sciences
Contacts:
DISCIPLINE TOPICS
Organizational behaviorDISCIPLINE TOPICS
Topic 1. Theoretical and methodological aspects
discipline "Organizational Behavior".
Topic 2. Personality in the organizational system.
Topic 3. Features of the group and its relationship with
behavioral environment.
Topic 4. Motivation of behavior and performance
organizations.
Topic 5. Organizational culture in the system
organizational behavior.
2
Main literature:
1. Labor Code of the Russian Federation. -
http://www.consultant.ru/popular/tkrf/.
2.Baranova I.P. Organizational behavior: a textbook.
– M.: Market DS, MFPA, 2010. – p. – (University Series).
3.Kartashova L.V. Organizational behavior: textbook / L.V.
Kartashova, T.V. Nikonova, T.O. Solomanidina. – M.: INFRA-M,
2012. – 383 p.
4. Basenko V. P., Zhukov B. M., Romanov A. A. Organizational
behavior: modern aspects of labor relations. Educational
allowance. Direct-Media 2013 381s. Chapter 1.// [Electronic resource].
URL: http://www.alleng.ru/d/manag/man359.htm (open resource
Internet)
3
Bibliography
LITERATURE ON THE DISCIPLINE "ORGANIZATIONAL BEHAVIOR"Bibliography
Additional literature:
ILO Declaration on Social Justice for a Fair Globalization.-
ILO - June 2008 - h
ttp://www.ilo.org/wcmsp5/groups/public/ed_norm/relconf/documents/meetingdocument/wcms_103405.
Alaverdov A.R. Organizational human resource management. 2nd edition
revised and expanded. MFPU "Synergy" 2012
Aliev V.G., Dokholyan S.V. Organizational behavior. Textbook 2nd edition
revised and expanded. Infra-M, 2010
Kuroedova E.O., Stoyanovskaya I.B. Motivation for work activity: Internet course. - M.:
MFPU "Synergy", 2010
Kibanov A.Ya. Personnel Management. – M.: Exam, 2009.
Kuroedova E.O. Psychological foundations of motivation for work // Materials
annual scientific session “The role of business in the transformation of Russian society.” - M.:
Moscow Financial and Industrial Academy; MarketDS, 2006.T.2- p.120-131
Reznik S.D., Igoshina I.A.. Organizational behavior. Textbook. Infra-M, 2009
Samukina N.V. Effective staff motivation at minimal cost: Collection
practical tools. - M.: EKSMO, 2010
4
Kinds
classes
Total
hours:
Lectures
Seminars
Case solving
Didactic game
Independent
Job
36/38
28/30
4/4
4/4
68
Topic 1.
Theoretical and methodologicalaspects of the discipline
"Organizational behavior".
STUDY QUESTIONS TOPICS
TOPIC 1. Theoretical and methodological aspects of the discipline"Organizational behavior".
STUDY QUESTIONS TOPICS
1.1. The concept and essence of organizational
behavior.
1.2. Theories of human behavior in organizations.
1.3. The relationship between the organization’s business environment and
person.
1.4. Analysis of organizations and their design
direction.
7
Concept of organizational behavior
TOPIC 1. Theoretical and methodological aspects of the discipline "Organizational Behavior".Concept of organizational behavior
Organizational behavior - field
knowledge, discipline that studies behavior
people and groups in organizations to
finding
most
effective
methods of managing them to achieve
organizational goals;
is engaged in the formation of behavioral
models, development of management skills
behavior.
8Topic 1. The concept and essence of organizational behavior.
behavior is a system
interrelated reactions,
carried out by living organisms
d/adaptation to the environment.
organization is a form of sustainable
associations of people pursuing
are common group goals And
satisfying interests and
needs related to their
collective existence
Goals of the discipline “organizational behavior”:
Topic 1. The concept and essence of organizational behavior.Goals of the discipline “organizational behavior”:
systematic description of people's behavior in
various situations in the labor process.
- explanation of the reasons for the actions of individuals and groups
under certain conditions.
- predicting employee behavior in
future.
- mastering behavior management skills
people in the process of work.
Topic 1. The relationship between the business environment of an organization and a person. 3 levels of organizational behavior
Topic 1. The relationship between the business environment of an organization and a person.3 levels of organizational behavior
1) Individual.
Studying the characteristics of individual people,
allowing us to identify factors influencing the effectiveness of an individual’s work, his motivation and
communication skills.
2) Group.
Group - 2 or more people interacting with each other
with a friend to achieve your goals.
A team is a group of people who work for
achieving common goals.
3) Organizational.
At this level there are many
separate working groups whose activities
must be coordinated to achieve common
goals.
Topic 1. The relationship between the business environment of an organization and a person. Managing people in an organization and its effectiveness.
Topic 1. The relationship between the business environment of an organization and a person.Managing people in an organization and
the effectiveness of its work.
An important feature of this discipline
is also that all problematic
issues are addressed directly
correlations with management issues and
indicators
socio-economic
efficiency of the organization:
productivity;
discipline;
staff turnover;
job satisfaction.
Organizational
Wednesday
Components
org. environment
Micro environment
Personalities, small Psychosocial and Meso and macro
groups
individual environment
peculiarities
Meso environment
Officials
faces and small
departments
Officials
responsibilities,
internal
regulations
Micro and macro environment
Macro environment
Organizations and
large
departments
Legislative
and normative
industry base
segment
Micro and meso environment
Dependents
variables
Independent
variables Topic 1. Factors of organizational behavior.
Component blocks of OP
Organization
Organizational culture
Organizational structure
Interaction with external
environment
LCO
Efficiency
Image
Personality
Properties and personality traits
Motives
Perception
Attitude
Roles
Stress
Groups
Dynamics
Structure
Cohesion
Conflicts
Leadership
Management processes
Motivation
Communication
Making decisions
Organizational changes
Influence
Coordination
Planning
Control
Areas of manifestation
results
Performance
Satisfaction
Engagement
Commitment
Physical and psychological
well-being
Individual development
Topic 1. Relationship between the business environment of an organization and a person Personnel structure
IndustrialManagerial
staff
staff
Basic
managers
Auxiliary
specialists
employees
Topic 1. Relationship between the business environment of an organization and a person Levels of management
topmiddle
supervisors
Parsons Pyramid
Indicators of an effective manager
average manager32% of my working time
spends on traditional
management activities,
29% for interaction with
workers inside
organizations, 20%
directly to management
human resources and
19% - for maintenance
working contacts outside
organizations
effective manager
spends on traditional
control functions 19%
of their working time, 44%
- to interact with
workers inside
organization, 26% of the time he
pays attention to management
human resources and
11% - supporting workers
contacts outside
organizations.
Thus, those managers who achieve the best results in the work of their subordinates spend the bulk of their time (more than 70%)
TOPIC1. RELATIONSHIP OF THE BUSINESS ENVIRONMENT OF AN ORGANIZATION AND PERSONThus,
those managers who achieve the best
results in the work of their subordinates,
the bulk of your time (more than 70%)
spend on interaction with subordinates and
colleagues at work, staff motivation, their
education and development.
19TOPIC1. RELATIONSHIP OF THE BUSINESS ENVIRONMENT OF AN ORGANIZATION AND PERSON
Models of organizational behavior:
1. Authoritarian
2.Custody
3.Support
4.Collegiate
20
.
Basis of classificationTypes of organizations
By method of education
Formal
Informal.
Forms of ownership
State
Private
Municipal.
Attitude to profit
Commercial
Non-profit.
Relations within the organization
Corporate
Individualistic
Adhocracy
Participative.
Topic 1. Analysis of organizations and design of their orientation. Clan organization
devotiontraditions
friendly
place of work
high
obligation
organizations
brigade uniform
work
Topic 1. Analysis of organizations and design of their orientation Adhocratic organization
Dynamic andcreative place
work
Devotion
experimentation
Growth and education
new resources
Personal initiative and
Liberty
Topic 1. Analysis of organizations and design of their orientation Hierarchical organizations
Formalized andstructured
Long-term work spectrum
Stability and smooth running
work
Low costs
Strict control system
Topic 1. Analysis of organizations and design of their orientation Market organization
Focus only onresult
Competition between
employees
The desire to win
The main thing is penetration
to market and occupation
market share
Tight control
Topic 1. Analysis of organizations and design of their orientation
CORPORATEORGANIZATION
Closed groups of people
Pooling resources
Dominance of the Powerful
and hierarchical structures
Dual Behavior Model
Topic 1. Analysis of organizations and design of their orientation Individualistic organization
Free and voluntarybringing people together
The organization operates under
specific group of people
Making decisions on
minority principle
Individual
efficiency and degree
satisfaction
Topic 1. Analysis of organizations and design of their orientation
Participativeorganization
Employee participation in
management
Responsibility for
coordination of activities
organizations
A large number of
alternatives
Specificity of org. culture
Topic 2.
Personality in the systemorganizations.
STUDY QUESTIONS TOPIC 2.1. Personality and organization 2.2. Communicative behavior in the organization 2.3. Factors of personality behavior in the social environment
TOPIC 2. Personality in the organizational systemSTUDY QUESTIONS TOPICS
2.1. Personality and organization
2.2. Communicative behavior in an organization
2.3. Factors of personality behavior in social
environment
2.4. Professional functional roles
workers
2.5. Introduction of a person into an organization
2.6. Basic set of behavioral stereotypes
31
2.1. Personality and organization
Study of individual human behaviorcarried out taking into account the following factors:
- personal characteristics
- the situation in which the activity is carried out
- age
Personality is a human individual who is
subject of conscious activity, possessing
a set of socially significant traits, properties and
qualities that he realizes in public life.
Individuality is a set of characteristic
features and properties that distinguish one
individual from another.
Personality theories
2.1. Personality and organizationPersonality theories
Type theories
Trait theories
Psychoanalytic theories
Behaviorism
Humanistic theory 2.1. Personality and organization
Personal qualities that are significant for
organizations
1) Locus of control.
2) Self-esteem.
3) The need to achieve belonging
authorities.
4) Risk appetite.
5) Authoritarianism. 2.1. Personality and organization
Determinants of personality are groups
factors predetermining
formation and development of personality.
The most studied determinants:
biological
social
cultural 2.1. Personality and organization
Individual differences related to
studying OP, can be divided into three
groups:
demographic characteristics
(e.g. age and gender)
competence (for example, aptitudes and
capabilities)
psychological characteristics (system
values, attitudes, character, attitude
to work)
Human value system (according to Alfred Adler)
2.1. Personality and organizationHuman value system (according to Alfred Adler)
Physical assets
Emotional
values
Craft
activity
Comfort
Sports activities
Wealth
Appearance
Health
Vacation
Working conditions
Force
Showing activity
Trips
Attractiveness
Financial
safety
Responsibility
Emotional
constancy
Prestige
Competitiveness
Religion
Safety
Confidence
Intimate relationships
Love
Friendliness
Passion
Openness
Recoil
Help
Intelligent
values
Education
Creation
Wisdom
Complexity
Making decisions
The ability to abstract
Independence
Improvement
Planning
Reading
Communication
Intelligence
Accuracy 2.1. Personality and organization
Another classification of values was developed by a psychologist
Gordon Allport and his colleagues. They divided
values into six types:
theoretical interest in discovering the truth through
argumentation and systematic reflection;
economic interest in usefulness and practicality,
including wealth accumulation;
aesthetic interest in beauty, form and harmony;
social interest in people and love as
relationships between people;
political interest in having power and influencing
of people;
religious interest in unity and understanding of the cosmos. 2.1. Personality and organization
In 1990, researchers identified several more
specific values, directly
concerning working people:
completion (persistence) - finishing what you started and
work hard to overcome life
difficulties;
help and care - care and help
other people;
honesty - telling the truth and doing what is right
do you think is correct?
justice - to be impartial
judge. 2.1. Personality and organization
We distinguish the values of well-being, under which
understand the values that are necessary
condition for maintaining physical and mental
people's activity.
The famous sociologist Professor S. S. Frolov classifies them as
the following values:
well-being (includes health and safety),
wealth (possession of various material
goods and services),
mastery (professionalism in certain types of
activities),
education (knowledge, information potential and
cultural connections),
respect (includes status, prestige, fame and
reputation).
The criteria for clarity of personal values are:
2.1. Personality and organizationThe criteria for clarity of personal values are:
regular reflection on what is important and unimportant, good and
Badly;
understanding the meaning of life;
the ability to question established personal
values;
openness of consciousness to new experiences;
the desire to understand the views and positions of other people;
open expression of one's views and willingness to discuss;
consistency of behavior, correspondence between words and deeds;
taking issues of values seriously;
demonstrating firmness and resilience on issues of principle;
responsibility and activity.
Settings
2.1. Personality and organizationSettings
Installation is constant readiness
personality feel and behave
in a certain way in relation to
to something or someone. 2.1. Personality and organization
Most modern researchers highlight the following
installation components:
affective component (feelings, emotions: love and hatred,
sympathy and antipathy) forms the attitude towards the object,
prejudice (negative feelings), attractiveness
(positive feelings) and neutral emotions. This is the core
installation component;
cognitive (informational, stereotypical) component
(perception, knowledge, belief, opinion about an object) forms
a certain stereotype, model. It can be reflected, for example,
factors of strength, activity;
conative component (effective, behavioral, requiring
application of volitional efforts) determines the method of inclusion
behavior in the process of activity. This component includes
motives and goals of behavior, propensity to certain actions.
This is a directly observable component that may not
coincide with a verbally expressed willingness to behave
in a certain way in relation to a specific object,
subject or event.
Settings properties
2.1. Personality and organizationSettings properties
Acquisitions
Relative stability
Variability
Directions
Setting functions
2.1. Personality and organizationSetting functions
Ego-protective function through protective
mechanisms of rationalization or projection
allows the subject:
a) cope with your internal conflict and
protect your self-image, your self-concept;
b) resist negative information about
himself or objects significant to him
(for example, a minority group);
c) maintain high (low) self-esteem;
d) defend against criticism (or use it
against the critic).
Setting functions
2.1. Personality and organizationSetting functions
Value-expressive function and function
self-realization includes emotional
satisfaction and self-affirmation and is associated with
the identity most comfortable for the individual,
being also a means of subjective
self-realization.
This function allows a person to determine:
a) their value orientations;
b) what type of personality he belongs to;
c) what it is;
d) what he likes and what he dislikes;
e) his attitude towards other people;
f) attitude to social phenomena.
Setting functions
2.1. Personality and organizationSetting functions
Instrumental, adaptive or utilitarian
the function helps a person:
a) achieve desired goals (for example, rewards) and avoid
undesirable outcomes (for example, punishment);
b) based on previous experience, develop
an idea of the relationship between these goals and how to achieve them
achievements;
c) adapt to the environment, which is the basis
for his behavior at work in the future.
People express positive attitudes towards those
objects that satisfy their desires, and negative
installations - in relation to those objects that
associated with frustration or negative reinforcement.
Setting functions
2.1. Personality and organizationSetting functions
Function of systematization and organization of knowledge
(cognition) or economy helps a person
find those norms and reference points, in accordance
with which he simplifies (schematizes),
organizes, tries to understand and structure
their subjective ideas about
the surrounding chaotic world, i.e.
constructs his own picture (image,
your vision) of the environment.
Changing settings
2.1. Personality and organizationChanging settings
The most effective ways to change
personality attitudes:
providing new information
exposure to fear
eliminating the discrepancy between
attitude and behavior
influence of friends or colleagues
attraction to cooperation
appropriate compensation 2.1. Personality and organization
Barriers to attitude change:
1) escalation of commitment, presence
stable preference
a certain course of action without
desire to change something;
2) the employee lacks sufficient
information (including feedback
in the form of assessing the consequences of his behavior
leader) who can serve
grounds for changing the setting. 2.1. Personality and organization
By the nature of work and work activity:
–
–
–
entrepreneurial, bureaucratic,
teaching;
managerial (commanding) and
performing;
owner behavior.
By type of groups:
–
–
–
in small groups (from 2 to 30 people) formal and informal;
in large groups - formal and
informal;
mass-like (in a crowd).
2.2. Types of human behavior in an organization
The most important characteristics of behaviorworker in the social environment are:
job satisfaction
commitment to the organization
work involvement
form of joint activity
(competition, cooperation,
confrontation)
Job satisfaction is a pleasant thing
positive emotional state,
resulting from evaluation of one's work
or industrial experience that
is the result of self-perception
workers how well
work provides important, from their point of view
vision, needs.
Main factors influencing job satisfaction
2.3. Factors of personality behavior in the social environmentMain factors influencing feeling
job satisfaction
Salary.
Actually work.
Personal interest in the work itself.
Opportunities for promotion.
Leadership style.
Colleagues, work colleagues.
Working conditions.
2.3. Factors of personality behavior in the social environment
Commitment to the organization - degreepsychological identification with
the organization in which we work.
Employees' commitment to their
organization is psychological
a state that defines expectations
attitudes of workers, their features
work behavior and how they
perceive the organization.
2.3. Factors of personality behavior in the social environment
The commitment of employees to the organization is expressed through:improving operational efficiency, including
labor productivity, efficient use
working time and other resources;
increasing employee satisfaction with conditions and
labor results;
opportunities to manage the organization as a single
the body through rules and regulations,
supporting values;
establishing optimal levels of trust and
mutual understanding between management and staff;
attracting and retaining talent in the organization,
workers with a high level of professionalism,
who have the opportunity to choose the place and conditions
your work.
2.3. Factors of personality behavior in the social environment
Commitment to an organization is made up ofthe following components:
a) adoption of organizational values and
goals;
b) willingness to make efforts for the sake of
organizations;
c) a strong desire to remain a member
organization team.
Types of organizational commitment
2.3. Factors of personality behavior in the social environmentTypes of organizational commitment
Affective or emotional
commitment -
Behavioral Commitment
Normative commitment
2.3. Factors of personality behavior in the social environment
Individual characteristics of workers that influencetheir degree of commitment to the organization:
motives for choosing a job (the main motive is the content of the work, not
earnings);
work motivation and work values (coincidence of expectations
regarding the satisfaction of basic needs);
features of work ethics (orientation to work as the main
sphere of self-realization, responsibility for the results of the work performed
work);
level of education (the higher the level of education, the lower
attachment);
age (the older a person is, the higher his commitment
organizations);
marital status (family people are more committed to the organization);
distance between place of residence and place of work (the farther, the more
less willingness to show commitment).
2.3. Factors of personality behavior in the social environment
Organizational factors influencing the degreeorganizational commitment:
opportunities that are created in the organization for
meeting basic staff needs
(working conditions, wages, opportunities for
manifestations of responsibility and initiative, etc.);
level of work stress (to what extent is work
associated with fatigue, negative emotions,
nervous tension);
degree of awareness of workers about problems
organizations;
degree of involvement in solving problems of the organization.
Barriers to commitment
2.3. Factors of personality behavior in the social environmentBarriers to commitment
Poor awareness of workers.
Unresolved social problems, social
insecurity of workers, uncertainty about the future.
Ineffective labor incentive system (delay
wage payments, low wages, etc.).
Insufficient attention of managers to subordinates and their
problems.
Low level of development of business, moral and personal qualities
leader.
Unfavorable working conditions.
Lack of professional prospects, opportunities for
growth of professional self-realization.
Weaknesses in management and work organization (fuzzy
planning, irregular work, etc.).
Mismatch between employee qualifications and complexity
the work they perform.
Poor moral climate in the team
Work involvement and commitment to the organization
2.3. Factors of personality behavior in the social environmentWork involvement and
commitment to the organization
Engagement at work means
the individual's desire to work hard and
exert effort beyond what is expected
from an ordinary employee.
It is believed that a person devoted to work
must be loyal, and a person
involved in work, must harmoniously
fit into the internal environment
organizations.
2.3. Factors of personality behavior in the social environment
Personal factors include age,needs for professional growth And
development, as well as faith in traditional work
ethics.
The characteristics of the work are the most
relevant passions are the presence
incentives, autonomy, diversity,
the opportunity to feel the end result,
feedback and ownership.
Work involvement also depends on
social factors: working in groups or in
teams, participation in decision making.
2.4. Professional and functional roles of workers.
By type of goals and types of behavior in the organization:
– Functional work behavior -
conscientious performance of labor
responsibilities.
– Target economic behavior - aspiration
reach a certain level of economic
welfare.
– Reactive work behavior -
regulated behavior as a reaction to
requirements of management or team.
– Stratification behavior - desire
change status, stratum.
– Innovative behavior - search for non-standard
solutions, ways.
– Strategic. 2.4. Professional and functional roles of workers.
Perceptual behavior - striving
cope with information overload
categorization account.
Inductive behavior - perception and evaluation
based on the meaning of one's own actions
Utilitarian behavior - the desire to solve
practical problem with maximum
achievement
Script behavior
Modeling behavior 2.4. Professional and functional roles of workers.
– Adaptive behavior. IN
situations of change a person can be
a conformist, i.e. act and think as
is considered correct by the majority of the group or
superiors.
– Ceremonial-subordination behavior -
behavior consistent with accepted ceremonies,
rituals and existing subordination.
– Characterological behavior - behavior in
according to your character and mood.
– Tactical
– Defensive behavior
– Habitual behavior
Human entry
to the organization is
special, complex and
important process
socialization, from
the success of which
further depends
development as a member
organizations and
the organization itself.
2.5. Introduction of a person into an organization.
Conditions for successful entry into the organizationstudying the system of values, rules, norms and
behavioral stereotypes characteristic of
this organization.
studying the key stages of interaction
a person with an organizational environment, i.e.
those values, without knowledge of which they can
irresolvable conflicts arise between
person and environment.
2.6. Stereotypes
Social stereotype - stablesimplified image of a social object
(individuals, groups, events, etc.) in
public (group, mass, etc.)
consciousness.
2.6. Stereotypes
The social stereotype “economizes thinking”due to depersonalization and formalization
communication.
They seem to predetermine perception
specific work situation, since we
understand the social environment around us
reality is not direct, but
indirectly, through the prism of prevailing
our consciousness or acquired from the outside
social stereotypes.
2.6. Stereotypes
Every social stereotype includesdescription, prescription and assessment of the situation, although
and in different proportions, which is quite consistent
components of the human “I”.
Stereotypes are very persistent and often
passed on by inheritance, from generation to generation
generation, even if they are far from reality.
The further we are from a social object, the more
we are more influenced
collective experience and, therefore, themes
sharper and cruder social stereotype. STUDY QUESTIONS TOPIC 3. Features of the group and its relationship with the behavioral environment.
STUDY QUESTIONS TOPICS
3.1. Types of groups
3.2. Group characteristics
3.3. Formation of group behavior in
organizations
3.4. Group norms and values
3.5. Interaction between the individual and the group
3.6. Staff and team
77
Group concept
3.1. Types of groupsGroup concept
Group - relatively isolated
pooling a certain amount
people (two or more) interacting,
interdependent and mutually influencing each other
on each other to achieve specific
purposes, fulfilling different responsibilities,
dependent on each other, coordinating
joint activities and
viewing themselves as part of a single
the whole. 3.1. Types of groups
Classification sign
Types of groups
Band size
Large
Small
Area of joint activities
Managerial
Production
State of the art
Highly developed
Underdeveloped
Degree of formalization (principle
creation)
Formal
Informal
Purposes of existence
Target (project)
Functional
By interest
Friendly
Operating period
Permanent
Temporary
The nature of the individual’s entry into the group
Reference
Non-referential 3.1. Types of groups
Large groups are social communities of people,
existing throughout society
(countries) and identified on the basis of different
types of social connections that do not involve
mandatory personal contacts. These include,
for example, classes, nations, social
organizations, age groups.
Small groups - not numerous in composition
groups of people united together
activities and being in
direct personal communication and
interaction. 3.1. Types of groups
Management teams - groups
workers performing functions
management. The main thing in such groups is
shared, collective acceptance
decisions.
Production groups - groups
workers, directly
engaged in production
activities that jointly perform
specific production task. 3.1. Types of groups
Highly developed groups - groups, long ago
created, they are distinguished by unity of goals and
common interests, stable system
relations between its members, high
cohesion, etc.
Underdeveloped groups - groups
characterized by insufficient
development or lack
psychological community that has developed
structure, clear distribution
responsibilities, low cohesion. 3.1. Types of groups
Formal groups are groups created by
decision of management in the structure of the organization
to perform certain tasks, their
activities contribute to achieving goals
organizations. They function according to
with pre-established officially
approved regulations, instructions,
statutes.
Informal groups are groups created
members of the organization in accordance with their
mutual likes and dislikes, common
interests, the same hobbies,
habits to satisfy social
needs and communication of people. 3.1. Types of groups
Target (project) groups - groups created for
achieving a certain goal. Upon reaching the goal
the group may be disbanded or assigned
working on a new project.
Functional groups are groups focused on
long-term performance of a specific function.
Groups created by interests and friendship
(friendly) - bring together people who are interested in each other
people who have common hobbies and support
friendly relations. Occurring at work, they often
go beyond work activities. Groups by
interests and friendship groups are
types of informal groups. 3.1. Types of groups
Permanent groups - groups, members
which solve certain problems such as
part of your job responsibilities;
give the organization stability.
Temporary groups are groups that
are formed to fulfill
short-term one-time tasks. 3.1. Types of groups
Reference groups - groups to which
a person would like to belong with whom he
identifies itself, which it focuses on
their interests, likes and dislikes - their
also called reference. With their help
a person compares his behavior with the behavior
others and evaluates it.
Non-reference groups (membership groups)
- groups in which people actually belong,
undergo training or work.
Characteristics of groups
3.2. Group characteristicsCharacteristics of groups
Situational
characteristics
Main characteristics
Structure
Status
Roles
Norms
Leadership
Group process
Cohesion
Conflict
Size
Group
Spatial
location
workers
Problems solved
By group
System
rewards 3.2. Group characteristics
The main characteristics depend on the group,
determined by the nature of the relationship and
interactions between employees working there.
They are formed in the process of group development.
Situational characteristics depend on conditions
functioning of groups determined
organization. They have a significant
influence on the work of groups and can either
contribute to its improvement and development
group and intergroup cooperation, or
slow down these processes 3.2. Group characteristics
Group structure is the pattern of relationships in a group between
its members (depending on their position and position).
Group members determine the prestige of each position, its status and
value in the group.
The group structure may be based on qualifications
characteristics and gender and age composition.
Status - the position of the employee in the group in accordance with
position held (formal, official status), and
also the position in the group that is assigned to the worker by others
members (informal, unofficial status).
Roles. Each group member plays a different role within the group.
Roles - existing in group and individual consciousness
a system of expectations regarding an individual's behavior 3.2. Group characteristics
Roles can be:
assumed (expected) - this is a model
behavior expected from group members and
determined by work;
perceived - a model of behavior from the point of view
the employee himself occupying a certain
job title;
prescribed - the actual behavior pattern of the member
groups.
All these roles can be called functional, since they
related to the performance of duties in accordance with
position held and formally assigned.
However, along with this, the group develops
informal distribution of roles, recognized as
usually by all its members.
American researcher Meredith Belbin identifies the following possible roles of group members:
3.2. Group characteristicsAmerican explorer Meredith Belbin
identifies the following possible member roles
groups:
coordinator
organizer
idea's generator
seeker (resource scout)
mathematician (evaluator of ideas, critic)
team player
executor
finisher
specialist
Analysis of approaches to understanding role functions in a group allows us to draw a number of conclusions
3.2. Group characteristicsAnalysis of approaches to understanding role functions in
allows the group to draw a number of conclusions
Effective group activities require:
only ideas, initiative, specific proposals,
informed decisions and strict execution of decisions made
solutions, but also emotional support, kind
relationships, humor and good moral and psychological
atmosphere in the team.
Che
Loading...