A model of management using socio-psychological methods

In management theory, a person is considered as an element and resource of an organization, the basis of its existence and development. The management model using socio-psychological methods is shown in Figure 1.

Rice. 1 Model of management using socio-psychological methods

It should be noted that this scheme is rather arbitrary, since the result is influenced by many factors other than human. It is logical to consider the behavior of an employee as a result of his activities in the organization, which is an integral part of the feedback.

The work of a leader is managing people in a constantly changing situation in order to achieve predetermined goals, motivate employees and other factors on which the activity is based. Personnel management presupposes sufficient knowledge of each subordinate, both employee and personality. Its purpose is to unite people into a team, to make the most of their strengths, and to make their weaknesses insignificant.

The leader exercises management, assuming power, distributing responsibilities and controlling the actions of subordinates. Knowledge of the laws governing the mechanism of social and psychological management makes it possible to choose appropriate methods, to design a system of social and psychological relations in an organization.

1. Improvement of social and psychological management methods

Socio-psychological management methods are based on moral values. They are developed in relation to the conditions of a particular culture, reflect its system of values ​​and norms of behavior: individual and group interests, interpersonal and intergroup relationships, motivation and management of human behavior. As a result, transferring them to other conditions is ineffective and often impossible. Reward methods that stimulate individual productivity will not work well in a collectivist society; methods of increasing the efficiency of the enterprise, based on confrontation, cannot be used where harmony and absence of conflicts are among the basic values; problem solving methods based on demographic principles are difficult to apply in a traditionally autocratic culture; the matrix system of the organization cannot work effectively in conditions where people highly value one-man management and prefer to receive orders from one representative of authority.

There are management methods developed in relation to the nature and complexity of the production process or the number of registered and analyzed information, that is, concerning the technological, economic and financial aspects of the organization. Such methods are usually neutral in relation to human values, they are easier to transfer from one system to another. However, even in this case, their use creates a new situation in which moral provisions will be involved. For example, the production control or maintenance scheduling method required by the technology may conflict with workers' beliefs and habits regarding punctuality, work organization and discipline, reasonable absence from work, accuracy and reliability of records, etc.

Working with people is one of the most complex and multifaceted forms of human activity. Effective management requires a system of motives and incentives that encourage employees to reveal their abilities, work fruitfully and efficiently use production resources, the creation of which is impossible without taking into account the psychology of the individual and the socio-psychological laws of the development of the team.

The use of socio-psychological methods of management can be effective only if there is complete and reliable information about the processes taking place in the team. It is important to know the composition of the body's collective, the interests, inclinations and actions of employees, the reasons for many phenomena, the motives of behavior, positive and negative trends in the development of the collective.

An efficient close-knit team does not appear immediately - this is preceded by a long process of formation and development, the success of which is determined by a number of circumstances that little depend on whether the team is formed spontaneously or is formed consciously, purposefully.

First of all, we are talking about clear, understandable goals of the forthcoming activity of the collective, corresponding to the internal aspirations, for the sake of achieving which they are ready to completely or partially abandon the freedom of decisions and actions and submit to group power. Another important condition for the successful formation of a team is the presence of certain, even if insignificant, achievements in the process of joint activity, clearly demonstrating its clear advantages over the individual.

A close-knit team cannot exist without the compatibility of the people who make it and the correct distribution of responsibilities between them in accordance with the abilities and desires of each, which allows them to cooperate and successfully solve emerging problems.

For success, the official team needs a strong leader, to whom people are ready to obey and to whom they are ready to go towards the goal, despite the difficulties and hardships. For effective team building, some factors should be taken into account:

Team size- research has found that a team of 5 to 11 people usually makes more accurate decisions than those that go beyond this number. In smaller teams, workers may be concerned that their personal responsibility for decisions is too obvious. As the size of the team increases, communication between its members becomes more difficult, it becomes more difficult to reach agreement on issues of activity and fulfillment of their tasks. Great difficulty when working with the team in the store retail makes up what the collective is officially divided into groups, i.e. shifts and their communication is rather difficult

The composition of the team - the degree of similarity of personalities and points of view, the approaches that employees use when solving a problem. It is recommended to use different approaches to find the optimal solution, so it is good when the team consists of dissimilar personalities. A variety of points of view will pay off. In the organization, a person who is not qualified is engaged in the selection of personnel, he undoubtedly knows a lot in the field of retail, but in the field of personnel management and personnel policy he has neither education nor experience. The selection and placement of personnel should be dealt with by a specialist. I propose to introduce the post of a psychologist into the staffing table, whose duties will include joint selection and placement of personnel.

Group norms- the norms existing in labor collectives have a strong influence on the behavior of the individual and the direction in which the collective will work. The norms are designed to prompt team members. They exert such a strong influence because only when correlating their actions with the norms can a person count on the recognition of the collective, its support.

Group like-mindedness- this is a tendency for a person to suppress his views on some phenomenon, so as not to violate the harmony of the team. In this case, disagreement is believed to undermine the sense of community. In an atmosphere of group like-mindedness, the primary task for an individual is to adhere to a common line of conduct in discussing a problem, even if there is other information or beliefs. Since no one expresses opinions different from others, and does not offer a different point of view, everyone believes that everyone else thinks the same way. As a result, the problem is solved less efficiently. the required information is not discussed or evaluated. In order to avoid group like-mindedness, it is necessary to more skillfully think over the placement of personnel, selecting people in one department who have different points of view and who are not shy to argue and speak out.

Conflictness- differences of opinion usually lead to effective work of the team, but it also increases the likelihood of conflict, although an active exchange of opinions is useful, it can lead to intra-group disputes, manifestations of open conflict, which are always harmful.

Team member status- the status of a person in an organization or team can be determined by a number of factors, including such as seniority in the job hierarchy, job title, social talents, awareness and accumulated experience. Generally, group members whose status is high enough are able to influence the decisions of the collective more than members of a group with low status. However, this does not always lead to an increase in efficiency. A person who has worked for a company for a short time may have more valuable ideas and experience about a problem than a person with a high status. For the effective functioning of the collective, efforts should be made to ensure that the views of members with a higher status do not dominate.

Team member roles- the critical factor that determines the efficiency of the team is the behavior of each of its members. The team functions effectively when employees try to contribute to the achievement of its goals and social interaction. There are two main areas of role for team building. Target roles are distributed in such a way as to be able to select collective tasks and perform them. Supportive roles are behaviors that help maintain and revitalize the life and activities of the community.

A person interacts with an organization not as a mechanism that performs specific work and operations, but as a person with aspirations, desires, emotions, mood, imagination, following certain traditions and morals.

The interaction of a person with an organization is always broader than just the performance of certain work, since a person cannot be reduced to the state of a machine, and the organizational environment cannot be reduced to a workplace. Personality is a person as a carrier of consciousness.

You cannot find two people completely identical in psychological, personal properties. At the same time, in every person there are rudiments of common personality traits, which makes him somewhat similar to others. The individuality of a person is made up of three components: each is somewhat identical to the rest; each in some way is similar to some, each in some way is not like anyone else. Depending on how these components are combined, the individuality of a particular person is manifested.

The individuality of a person is formed under the influence of three groups of factors: heredity and physiological characteristics; factors arising from the environment; traits and characteristics of character. Such psychological properties of personality as temperament, character, peculiarities of worldview, abilities allow a person to preserve individuality. "Temperament is the most general characteristic of each individual person, the most general characteristic of his nervous system, and this latter puts one or another stamp on the entire activity of a given individual" (I.P. Pavlov). Determination of temperament is important for successful vocational guidance and must be taken into account when placing personnel.

Tab. 1. Characteristics of personality traits depending on temperament

Temperament type	Features of nervous processes
		equilibrium	mobility
		Unbalanced	Rampant
Phlegmatic person		Balanced	Inert	Retarded
Sanguine		Balanced	Mobile	Calm
Melancholic		Unbalanced	Mobile	Painful

In order to understand what a particular person is, communication with him, conversations are necessary.

In order to align the expectations of a person and an organization in relation to each other and thereby eliminate them or minimize the problems that arise between a person and the environment, it is important to clearly understand what place in the organization a person claims, what roles he can and is ready to perform and what the role is supposed to be offered to him. Often the discrepancy between the role that the organization offers to the person and his claims becomes the basis of the conflict.

There are two approaches to solving this problem. The first is that the role is fundamental. In the second approach, the starting point is the place that the person claims to, and his potential. In the first case, a person is selected to perform a job, a function, that is, to perform a certain role in an organization. In the second case, the job is selected for a person in such a way that it optimally matches his capabilities and claims for a place in the organization.

Tab. 2. Methods of interaction between a person and an organization

A person is selected to perform a specific job, function	Work function is matched to the person
Study of work	Exploring the capabilities and aspirations of a person
Work description	Assigning a person to a certain place in the organization
Determination of qualification requirements	Selection of work that best suits a person's capabilities
Selection of candidates for qualification requirements
Job assignment	Inclusion in the group and consolidation of work in accordance with the tasks of the group

The first approach is traditional and the most widespread in modern practice. The second approach is also found in practice, mainly within the framework of the Japanese type of management. At the same time, despite the complexity of implementation, in the world management practice, there is a tendency to expand the use of this approach.

There are methodological techniques for studying personality. One of them is the study of the external appearance of a person. Details of appearance, clothing, demeanor allow us to make some assumptions about character, profession and habits.

For social psychology, the main reference point is the relationship between the individual and the group; identifying patterns that govern the behavior and activities of an individual included in a certain social group.

The structure reflecting the service relationship in the team was called the official one. The official structure is impersonal: rights and duties, prescribing a certain set of actions and a style of behavior, are endowed not with a specific person, but with anyone occupying a given place or position. Any formal group, along with the official structure fixed by the staffing table, necessarily has an unofficial structure, which arises spontaneously, spontaneously, but often it is this structure that turns out to be the most effective. It is important for the leader to know what this structure is (who is the informal leader of the group). This can be diagnosed using the sociometry method, which allows you to accurately determine the relationship in the team (it comes down to interviewing group members according to criteria that are significant for evaluating any side interpersonal relationships). The survey is conducted not impersonally, it is possible to obtain a fairly large amount of additional information.

Conclusion

In conclusion of my work, we can say that for all organizations - large and small, commercial and non-profit, industrial and operating in the service sector, people management is of great importance, because without people there is no organization. Without the right people, no organization can achieve its goals and survive. Undoubtedly, human resources management is one of the most important aspects of the theory and practice of management. Psychological knowledge about personality is indispensable, but social innovations are just as important as psychological ones.

The following aspects are important in the field of people management:

The manager must get the most out of his subordinates.

A well-designed work should create intrinsic motivation, a sense of personal contribution to the output. Man is a social being, which means that a sense of belonging can cause deep psychological satisfaction in him. It also allows you to become aware of yourself as a person.

Differences in perception often lead people to disagree with each other on a particular issue. This disagreement arises when the situation is of a conflict nature. Of all the methods for resolving conflicts, the most valid is the method of principled negotiations, based on objective criteria.

Ensuring an ethical balance that does not allow conflicts of interest is the concern of the organization's managers and, above all, its senior management, who is responsible for shaping the organization's social ethics.

When reconciling personal and public interests special meaning has a management activity, which is an integral part of any management.

It is important to note that in recent decades, the meaning of the concept of "leadership" has undergone significant changes... If earlier leadership was based on power and, accordingly, on relations of unconditional obedience, now at the center of leadership philosophy is agreement, that is, cooperation of everyone working under the leadership of the leader, which is impossible without knowledge of human psychology.

Bibliographic list

"Process Management" ed. Becker Y., Vilkova L.I., others, trans. with it., 2007

"Human Resource Management" edited by Kibanov A.Ya., M .: PRIOR, 1999

"Personnel management of the organization", edited by Kibanov A.Ya., Moscow: INFRA M, 1997

Andreeva I.V. Ethics business relationship: Tutorial... - SPb: Vector, 2005

Vardanyan I.S. Proposals for improving non-material incentives for personnel - Human Resources. - 2005. - No. 4

Grove, Andrew S., trans. from English, Highly effective management, 2006

Daft R.A., Management / R.A. Daft - SPB: "Peter Publishing House", 2001

Kalyugina S.N. Socio-psychological aspects of management activity // Collection of scientific works of SevKavGTU.- 2007.- No. 5

Salmon R. The future of management: Per. from English - SPb: Peter, 2004

Svitkin M.Z. Socio-psychological aspects of organization management // Standards and quality. - 2005. - No. 1

SOCIALLY - PSYCHOLOGICAL ASPECTS MANAGEMENT OF THE ORGANIZATION Explanatory note to the course project on the discipline " Management"KP ...

1. Socially-psychological features of the environmental consciousness of military personnel

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   ... Aspects psychology of ecological consciousness 1.4 Psychological components and functions of ecological consciousness Chapter 2. Socially-psychological... with the natural world; life values ethical plan dictating the need for environmentally friendly ...

2. Psychological peculiarities socially-personal competence

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   ... psychological features of SLK. An object: Socially... management, leadership, management, in teaching ... the manifestation of competence (i.e. motivational aspect); b) possession of knowledge ... commitment to professional ethical norms, adherence ethical norms, ...

Since management is carried out through the interaction of people, the leader in his activities must take into account the laws that determine the processes, interpersonal relationships, and group behavior.

1. The law of response uncertainty

Or, in other words, the law of the dependence of people's perception of external influences on the differences in their psychological structures.

Different people and even one person at different times can react qualitatively differently to the same influences.

The manager, giving an order to an employee, hopes that it will be completed by a certain date and with a certain result. Sometimes these hopes come true. But quite often he is not satisfied with the activity of a subordinate in any of the monitored parameters. At the same time, both the subordinate and the leader have their own, often diametrically opposite, explanations of impracticability. The supervisor may consider the subordinate to be a slacker or an incapable worker. The subordinate, in turn, can present dozens of objective circumstances to justify his indiscipline. At the same time, the manager's opinion may turn out to be erroneous. The subordinate's excuses are simply naive. For the first chose a method of influencing the employee that does not correspond to his expectations and abilities, the second used all methods as means of protection, if only they did not affect him as a person, would not offend his self-esteem and self-esteem.

. The law of inadequacy of the display of a person by a person

Its meaning is that no one person can comprehend another person with such a degree of certainty that would be sufficient to make serious decisions about this person.

Indeed, man is a super-complex system. It is included in the system of social relations and therefore is their expression and reflection. A person changes in accordance with the law of age asynchrony (at any moment of time, an adult of a certain calendar age can be at different levels of physiological, intellectual, emotional, motivational, social and sexual development).

In addition, a person consciously and unconsciously protects himself from attempts to reveal his features and capabilities. A psychologically revealed personality can become a toy in the hands of a person prone to manipulating people.

To this it should be added that often a person cannot give information about himself simply because he does not know himself.

On the one hand, no matter what a person is, he necessarily hides something about himself, weakens something, strengthens something, denies any information about himself, replaces something, sometimes ascribes something to himself (invents ), emphasizes something. Using such protective techniques, he demonstrates himself to people not as he really is, but as he would like to be seen by others.

On the other hand, a person is a special case among the objects of the reality around us and as such can be cognized. The point is that the means of its cognition correspond to the degree of complexity of such an object.

At present, the scientific principles of approaching a person as an object of cognition have already been developed. The most important among them:

The principle of universal talent (“there are no people who are incapable, there are people who are not busy with their own business”);

Development principle (abilities develop as a result of changes in the living conditions of the individual and intellectual and psychological training);

The principle of inexhaustibility (no assessment of a person during his life can be considered final).

3. The law of inadequacy of self-esteem.

This law can be viewed as a special case of the previous law. When a person tries to evaluate himself, he is hindered by the same limitations as in the case of analyzing other people. In addition, the situation is further complicated by another circumstance. The psyche can be represented in the form of conscious (logical-thinking) and unconscious (emotional-sensual, intuitive) components. The relationship between them looks like that between the surface and the underwater parts of an iceberg. It is for this fundamental consideration that logical, rational introspection is the study, in fact, of the visible tip of the iceberg.

6.1. Human resource management and human capital formation

Since the 70s of the 20th century, under the influence of G. Becker's publications, the term "human capital" has been widely used. People are the most valuable resource and the foundation of any management of any economic system. According to integrated approach the human model should reflect economic, social, ethical, environmental and other aspects. Human capital is considered as a set of qualities that determine productivity and can become a source of income for a person, family, enterprise, society. These qualities are (Genkin BM): health, natural abilities, education, professionalism, mobility.

The literature also uses the term "human resources", and in the domestic literature - "labor potential".

A person's labor potential is part of his potential as a person, which is formed on the basis of natural data (abilities), education, upbringing and life experience. Labor potential can relate to a person, organization, society.

The set of characteristics that are used in the literature to determine the opportunities for effective labor do not fully correspond to the realities of the modern economy. On the scale of the country's economy, human resource management is aimed primarily at developing legislation in the field of labor, employment and social relations in order to regulate employment, conditions and wages, business relationships between employers and employees, improve the qualifications of the working-age population.

6.2. Manager personality

The success of managers' activities depends on the degree of managerial skills (experience) that they possess. This skill can be grouped into seven different categories: conceptuality, decision making, analytical, administrative, communication, psychological, technical.

Conceptual excellence involves the ability to understand the perspective of an organization's development; develop appropriate strategies for the organization as a whole; analyze and diagnose difficult situations;

Decision-making skill - the ability to make timely effective (or acceptable) decisions at minimal cost;

Analytical proficiency involves the ability to systematically diagnose problems and find alternative solutions.

Administrative skill - the ability to effectively use administrative methods of influence, build the structure of the organization, distribute responsibilities and authorities.

Communication proficiency includes the ability to communicate your ideas and opinions to others, both orally and in writing.

Psychological mastery (mastery of "human relations") includes the ability to interact effectively with others, both inside and outside the firm; understand and motivate them both individually and in groups. The success of the interactions affects the kind of support a manager receives in developing and implementing organizational plans.

Technical excellence includes specific competence to complete assignments, the ability to apply specialized knowledge, and conduct and use expertise.

A high-class manager must: 1) be able to scientifically predict the development strategy of the company, the efficiency and competitiveness of the manufactured goods (work, services); analyze and know the factors affecting competitiveness; reasonably (verbally and in writing) substantiate and promote their ideas; 2) be able to formulate the goals of the team; understand the character and personality traits, adequately assess oneself and other people; maintain a normal moral and psychological climate in the team; relieve stress; respond correctly to conflict situations; 3) be able to analyze, predict, economically evaluate and make decisions under conditions of uncertainty; 4) be able to organize themselves and the team to achieve their goals; perform the functions of a resource allocator, dispatcher and coordinator, delegate functions and responsibilities across management levels; organize and stimulate employees to implement the marketing concept, improve quality and save resources; 5) know the technical and technological features, the principle of operation of the purchased, sold or released object; understand the issues of unification, standardization, specialization and automation of production; 6) be able to set high personal goals to meet the needs for self-expression, try to lead a normal life, maintain good physical shape, constantly improve their skills, express thoughts clearly and intelligibly, be honest, obligatory, purposeful, follow clothes, manners and speech.

6.3. Motivation and incentives for staff

Motivation is one of the functions of management, the importance of which increases in modern conditions... There are many definitions of motivation, here are some of them.

Motivation is the process of motivating (yourself and others) to act in order to achieve certain goals (personal or organizational).

Motivation is a set of driving forces that induce a person to carry out an activity that sets the boundaries and forms of activity; giving direction, focused on achieving certain goals.

Motivation is a process of mental regulation that affects the direction of activity and the amount of energy mobilized (expended) to perform this activity. The main elements of motivation are motive, need, reward, value.

A motive is what causes certain actions of a person, what drives him. A distinction should be made between purpose and motive. The motive for action is a need (a feeling of lack, need for something, a special mental state of the individual, felt or perceived by him as "stress", "dissatisfaction", "discomfort"). Needs are the source of human activity. The activity is directed by many motives; their totality and the internal process of motivation itself is called motivation.

The strength and activity of motivation are expressed in the degree of its influence on the direction of activity and its success. Strengthening motivation increases the success of the activity up to a certain limit, with a further increase in motivation, the success of the activity begins to decline. Due to the difference in the motivational structures of individual people, the different degree of influence of the same motives on different people and the degree of dependence of the action of different motives on behavior, the motivational process is complex and ambiguous. The difficulty of motivating through needs and values ​​is due to the fact that each person has his own structure of needs and values.

Reward is a certain value for a person; everything that a person considers valuable to himself.

The leader meets with two types of remuneration: 1) internal, which is given by the work itself (the content of the work, the significance of the work, communication, friendship); 2) external, given by the organization (salary, promotion, status, prestige, recognition, additional benefits and payments).

Motivation is the process of influencing a person in order to induce him to certain actions by awakening certain motives in him.

Depending on the goals Vikhanskiy O.S. identifies two main types of motivation: 1) by external influences on a person, which induce a person to carry out certain actions, leading to the desired result for the motivating subject; 2) by forming a certain motivational structure of a person.

Distinguish between the concepts of motivation and stimulation. Stimulation is one of the means of motivation (through external influences). The higher the level of development of relations in the organization, the less often incentives are used as controls.

There are several types of incentives: moral, material (monetary and non-monetary), time and labor. According to the stimulation time, the following forms of stimulation are distinguished: 1) advancing; 2) reinforcing.

Labor stimulation should be carried out differentially, depending on the employees' belonging to different social groups and the results of labor.

In practice, various forms of activating the employee and stimulating high-performance labor are used: 1) payment and remuneration for the results of work; 2) social care of the employee; 3) stimulation by labor itself; 4) participation in the management of the enterprise.

6.4. Leadership and management style

Leadership is the ability to put forward a motivating goal for individuals (group members, organization), to influence and effectively use available means (and sources of power) to achieve goals. The condition of leadership is the correspondence of the goals of the leader and the people following him. Unlike leadership, power achieves obedience regardless of the degree to which the goals of the subject and object of power correspond to and the correctness of the actions of the authorities. Outside the sphere of power of the subject of management, the decision can be carried out only on the basis of leadership.

Leadership includes the components of power and leadership. Different leadership styles stand out from the dominant attention of the leader to one of the two groups. The balance of power and leadership in an organization is one of the most important problems. A true leader knows what people want and need before they can express their desires. The condition of leadership is the correspondence of the goals of the leader and the people following him.

G. Mintzberg formulated eight basic qualities that should be inherent in a leader:

1) the art of being equal, that is, to establish and maintain a system of relations with people equal to themselves,

2) the art of being a leader, i.e. the ability to lead subordinates, to cope with all the difficulties and problems that come to a person along with power and responsibility,

3) the art of resolving conflicts, i.e. the ability to act as a mediator between the two parties to the conflict, to resolve the troubles generated by psychological stress,

4) the art of processing information, i.e. the ability to build a communication system in the organization, receive reliable information and effectively evaluate it,

5) the art of making non-standard management decisions - the ability to find problems and solutions in conditions when alternative options for action, information and goals are unclear or questionable.

6) the art of allocating resources in an organization, i.e. the ability to choose the right alternative, find the best option in a limited time and lack of other types of resources.

7) the gift of the entrepreneur, i.e. the ability to take reasonable risks and innovate in the organization.

8) the art of introspection, i.e. the ability to understand the position of the leader and his role in the organization, the ability to see what influence the leader has on the organization.

A manager, based on his personal qualities and other factors, can choose one or another form of power and management style.

K. Levin identified three leadership styles:

b) democratic (makes decisions on the basis of consultations with subordinates who take an active part in developing a decision, subordinates are sufficiently informed, delegation of authority is used, objective control is carried out);

c) liberal (it is shifted to subordinates most of decisions and responsibility, they are "bombarded" with redundant information not related to job responsibilities, control is often absent or formal).

Delegation of authority is the transfer of responsibilities and rights from the sphere of activity of the manager to a subordinate who assumes responsibility for their implementation. Delegation allows you to: 1) free the manager from the current, uncreative, routine work and devote more time to planning and creativity; 2) to attract employees to perform work from the field of management, providing support and participation of personnel, to improve the qualifications of subordinates. Delegation is subject to: routine work, specialized activities, private issues, preparatory work.

6.5. Group dynamics

A group in a broad sense is a union of two or more people who come together to achieve specific goals. The classification of groups can be made according to a number of characteristics. Large groups: states, nations, nationalities, classes, parties, social communities. Small groups are small groups of people (from 2-3 to 30-40 people), whose members have a common goal and can directly contact each other. These groups include labor collective, study group, family, sports team, etc. Small groups can be classified on various grounds.

Conditional group - a group allocated for research purposes to compare the results obtained in real groups. A real group is a really existing association of people. Real groups can be laboratory and natural. The laboratory group is created by the experimenter to conduct research, it exists temporarily. A natural group is formed to achieve a goal, based on the needs of society or members of the group. Reference group - a group to which a person considers himself, a role model. A non-referential group is a group that is alien or indifferent to a person. An anti-referential group is a group that a person does not accept, rejects.

The team is the highest stage of the group's development. The integral characteristic of the team - the level of its development (maturity level) - is defined as the ability of the team to set relevant and realistic common goals, to form the structure of individual goals integrated with common goals, to build and flexibly change the structure of interactions and relationships that ensure the achievement of the set goals with the highest possible efficiency ...

Group structure is understood as the following characteristics: size, composition, roles, norms, status, leadership.

Each member of the group is usually assigned certain roles, i.e. behaviors expected from group members in accordance with the place they occupy in the group.

In order to work successfully, all groups develop certain norms of behavior, i.e. accepted patterns of behavior within the group, which must be followed by all its members. Norms can be formalized in certain documents: standards, regulations and procedures. However, most of the norms that guide groups are informal.

By status in a group, we mean the position or rank that is assigned to one or another member of this group by its other members. Status can also be formal (for example, the winner of the "Best in Profession" competition) and informal (respect corresponding to merit, knowledge, etc.).

Group size, among other factors, determines the effectiveness of a group. Research results show that when performing a specific task, small groups (about 7 people) are the most productive, while when discussing and making collective decisions, groups of 12 or more show the best results.

Work performed in groups usually requires a variety of knowledge, skills, abilities and personality traits. In this regard, it is generally accepted that groups that are heterogeneous in composition (gender, age, length of service in the organization) work more efficiently than groups that are relatively homogeneous in composition. At the same time, such problems as conflicts due to misunderstandings among their members, the struggle for power, and a higher turnover of personnel can arise in groups of different composition. However, with skillful management, these problems are very successfully overcome.

The effectiveness of the group's work will largely depend on the capabilities of its members - abilities and personal qualities. The capabilities of the team cannot be viewed as a simple sum of the capabilities of each of its members. The results of the work of the group will depend on what each of its members can do individually and how successfully they do it in the group.

Each group forms and develops in its own way. At the same time, some general patterns can be identified in the development of various groups. Any group goes through several stages in its development. In the 5-step model of group development, the following stages are distinguished: the initial stage of formation; intragroup conflict; ensuring the cohesion of group members; the stage of the highest efficiency and productivity; the final stage (for temporary groups). The initial stage of formation, as a rule, is characterized by uncertainty about the structure of the group, its goals. It is often unclear who is the leader of this group and what type of behavior is most acceptable in it. This stage ends when the group members begin to clearly understand that they are part of the group. Intragroup conflict is the second stage of group development, usually characterized by the development of intragroup conflict. There is a struggle for leadership and the distribution of roles among the members of the group. After this stage is completed, it becomes clear who is the leader in this group (if it is a formal group, then we are talking about an informal leader). At the stage of ensuring the cohesion of group members. relationships become closer, harmony arises. There is clarity about informal norms of behavior and the distribution of roles in the group. At the stage of highest efficiency and productivity, the group is fully functional. The energy of its members is no longer directed at the distribution of roles and the struggle for power, but directly at ensuring effective work and achieving high results. For temporary groups, the final stage is allocated. The closer to the completion of work on the project or the closer the completion of the task assigned to the group, the more its members begin to think about the fact that this group will soon cease to exist, as well as about new prospects for their work in another team. The productivity of the group's work during this period can be noticeably reduced.

6.6. Conflict Management

A conflict (from Lat. Conflictus - collision) is a lack of agreement between two or more parties in a certain area. Conflict is a special type of interaction between the subjects of an organization, in which the actions of one side, faced with the opposition of the other, make it impossible to realize its goals and interests. A conflict arises when the balance of interests of the parties is violated, therefore, conflict management is essential function manager. A manager of any level must be psychologically ready to manage conflict situations and resolve them before escalating into a conflict.

A conflict situation is the initial sign of a conflict, it is expressed in the aggravation of relations, the emergence of contradictions between people, which, under certain circumstances, develops into a conflict. The actions of opponents under the influence of a motive, aimed at mastering the object for sole manipulation of it, is called an incident, as a result of which a conflict situation develops into a conflict.

The structure of the conflict includes: the object and subject of the conflict, opponents (participants in the conflict), goals, motives.

The object of the conflict is an external cause that led to the emergence of a conflict situation. The object of the conflict is distinguished on the basis of the property of indivisibility and accessibility to manipulation by opponents. The subject of the conflict is an objectively existing or conceivable problem that serves as the reason for the analysis between the parties; the main contradiction, because of which and for the sake of the resolution of which the subjects enter into confrontation. The motive of the conflict is the internal psychological reason for the entry of people into the conflict.

In terms of content, they distinguish: 1) a conflict of goals, when its participants see differently the desired state of the object in the future; 2) the conflict of cognition (creative), when views and concepts on the problem being solved differ significantly (belongs to the category of complex ones); 3) emotional conflict (sensual), when people cause each other to dislike, irritate and other negative feelings and emotions.

According to the sphere of action, conflicts are distinguished: 1) intrapersonal; 2) interpersonal; 3) between an individual and a group; 4) intergroup conflict.

Depending on the degree and nature of the resolution, on the consequences, the conflict can be: 1) constructive (positive, conducive to development); 2) destructive (negative, destructive, destabilizing).

The reasons for the conflict are divided into two groups: 1) objective (real, structural); 2) subjective (personal, emotional, associated with perception).

The most frequent sources (causes) of conflicts in organizations: 1) distribution of scarce (limited) resources; 2) disputes about power and responsibility; 3) interdependence of tasks and different contributions to the common cause; 4) differences in goals, values, methods; 5) differences in demeanor and life experience; 6) unfulfilled expectations; 7) lack of mutual understanding; 8) poor working conditions and organization of work; 9) poorly formulated team of performers; 10) lack of consideration of the human factor; 11) unsatisfactory transmission of information; 12) personal relationships, frustration and irritation; 13) inconsistency with the rules and procedures adopted in the organization, etc.

The conflict "passes" three main stages-states:

a) incubation state (latent, latent); claims can be (quickly and positively) resolved amicably;

b) conflict behavior (open form); actions are aimed at directly or indirectly blocking the achievement of goals, intentions, interests of the opposing side; sharp disagreements arise, normal relationships, interactions and relationships are destroyed;

c) conflict resolution; the conflicting parties must reduce the level of tension, preserving the conflict situation itself, or look for ways to completely resolve the conflict.

The person is the central figure in the quality management system as an organizational management system. In practice, quality management begins and ends with a person, i.e. he is both the subject and the object of management in the quality management system. Man is the most complex element, acting in various spheres: decision-making, creation of new technology, extraction and creation of raw materials, creation of technology, maintenance of devices, machines and machine tools, management and many others. Therefore, all the main categories of the theory of quality management should not be considered in the abstract from the characteristics of a person.

According to experts in the field of quality management, on average, 95% of organizations' problems in the field of quality are ultimately associated with a person, his way of thinking, his motivation. This confirms the thesis about the priority role of a person in the quality system. In this regard, the management style and culture of the organization are of particular importance in the quality management system.

Integration of total quality management and human resources management implies a transition to a new style of leadership. The traditional leadership style can be described by the following principles:

decisions are made only at the top;

each person is responsible only for his own own work;

communication is slow and comes from leadership;

minimum communication between divisions:

the employee's attention is focused on the top (on the boss);

management determines how to carry out tasks;

management does not expect its staff to be sufficiently motivated to perform well.

Unlike the traditional one, the new leadership style provides for different approaches to personnel management:

people work together and do what is necessary, even if it is outside of their job responsibilities;

the customer is the center of attention;

collective authority and responsibility;

changes and communication systems are fast and continuous;

the main quality of an employee is to know how to work with other people;

strength comes from knowing how to motivate others, not from a hierarchical position in the organization;

the number of management levels is relatively small.

The problems of forming the culture of the organization paid great attention in his works to W.E. Deming. His conclusions on how to approach the spread of Japanese quality management methods in the West are instructive. It defines the responsibilities of quality management managers as follows: 1.

As an ongoing task, to establish a continuous improvement in technical and functional quality.

The Japanese say: "To do quality is to ride a bicycle", i.e. pedal continuously (progress in quality all the time) so as not to fall (not to lose in the competition, not to go broke). Fierce competition requires constant improvement. This determines the allocation of resources, which, most likely, will not give a quick profit, but will provide a long-term gain - a stable release of competitive products. Having defined such a goal, Deming believes, top management must communicate it to every employee. 2.

Adopt an attitude of absolute inadmissibility of defects (in materials, products, personnel qualifications).

Now the world market offers products of ever higher quality and the widest choice. Supply significantly outstrips demand. J. Young - President of the Hewlett Packard Company believes: "Ignoring this circumstance is tantamount to suicide." It is necessary to adopt an entrepreneurial philosophy based on the priority of quality. 3.

Eliminate dependence on mass control.

Deming believes it is necessary to eliminate the dependence on quality assurance from inspection and final quality control. It is necessary to require statistical evidence from manufacturers and procuring organizations that quality is inherent in the product. The focus on final quality control suggests that a certain level of defects is recognized as inevitable. Managers seriously working to improve the profitability of the enterprise note that the cost of rework, repairs and rejects (including errors in documentation) can account for 25 to 40% of total costs. Let us recall the “second plant in Juran”. The use of statistical quality management avoids such negative results. 4.

Stop concluding contracts, guided only by a low price.

He deems it necessary to end the practice of rewarding businesses based on label prices alone. You cannot build a strategy based on dumping prices. Essentially, it is about adopting a new “philosophy of quality costs”. Attraction of the cheapest suppliers is, oddly enough, economically unprofitable, since it will entail inevitable additional costs, and the “later” a defect is discovered along the technological chain, the more ruinous its consequences are for the organization. Therefore, the conclusion of contracts should be based on a comprehensive assessment of the conformity of the supplied products to the intended purpose, and only then the price. Require statistical evidence of quality from the supplier. The same approach can be used within the firm, since some divisions in it are customers, and others are suppliers. 5.

Detect problems and fix them before they appear.

It is necessary to create a “system of continuous improvement of activities” at the firm; even future problems should be looked for, identified and corrected, rather than waiting for workers to encounter them. This requires continuous improvement of all processes - planning and research, production and service. You should always be guided by the rule: "Preventing defects is more economically profitable than detecting defects." 6.

Train all employees, including the administration.

"Nothing can replace knowledge." Everything perfect, high-quality and competitive is the fruit of the investment (implementation) of knowledge. Therefore, it is advisable to establish an intensive self-improvement program for everyone. It is necessary to systematically train personnel. An important part of the training is statistical methods of regulation technological processes... Continuous learning leads to continuous improvement of skill. Everyone can improve their performance through continuous learning. This leads to self-development, and achieved results bring moral satisfaction. On the other hand, the purpose of training is to prepare for more responsible work and promotion. Education and self-improvement should be encouraged. 7.

Introduce new methods of leadership: managers, foremen and supervisors are not judges, but teachers, assistants.

It is their responsibility to educate and help employees to do their job as best they can. Their main task is to improve quality. This ultimately increases both the profitability and the competitiveness of the firm. In turn, managers must ensure that workers are immediately responded to any identified quality degradation problems. Empowering subordinates with rights stimulates the all-round development of their abilities and activates their creative capabilities. The leader is the educator of his subordinates. He must share his knowledge and experience with them directly in the workplace. eight.

Cast out fear.

It is necessary to create two-way connections between employees and managers, to liberate people so that everyone can work most effectively. Fear, according to Deming, destroys dignity, pride, motivation for effective and high-quality work, and this will certainly affect quality. The atmosphere in the organization should be strict, but free from threats and humiliation of the employee - the reward will be loyalty to the company, high productivity, honesty and quality of work of employees. nine.

Break down barriers between departments.

In an effort to hide problems, managers erect barriers between departments. This style of behavior may be beneficial from the point of view of the private interests of the group, but does not benefit the organization as a whole. In the interests of the common cause, it is necessary to break down the barriers between people working in different departments. This will allow each employee to perceive his organization as a whole, help him see his place in the common cause. ten.

Discard slogans and appeals that are not supported by actions and means.

Some executives believe that productivity and quality depend solely on the orders they issue, without bothering to analyze their activities and production in general. This misconception is based on the assumption that if the employee performs better, all quality problems will be solved. However, most of the quality problems are related to the system. The desire to shift the responsibility for poor quality onto workers, from Deming's point of view, is the most serious mistake. It is necessary to accept the rule: "In the fight for quality - fight with the system, not with people." eleven.

The use of quantitative assessments is destructive to the individual.

Such methods humiliate people, suppress their initiative, if not everything in their work depends on them. It should be noted that when dealing with quality issues, this is true in the overwhelming majority of cases. Therefore, according to Deming, it is necessary to eliminate numerical standards for workers and engineers, annual ratings and the system of merit. 12.

Remove barriers that prevent people in the organization from being proud of their work.

Deming argues that the barriers that rob people of labor pride should be removed. This means, among other things, the refusal to publicly criticize, humiliate the employee's dignity. On the contrary, it should in every possible way support the desire to be proud of high-quality work. Deming considers annual performance appraisals to be a negative practice. It is advisable to use more widely "indirect methods of management" based on trust in subordinate employees. 13.

Develop a general training program and create conditions for the improvement of everyone.

Regular professional development is a prerequisite for ensuring high-quality work. It allows new and best practices to be widely disseminated. Only a qualified employee can be effectively motivated for high-quality work, and conditions for self-expression in the labor process can be created for him. The organization's staff needs to be able to keep up with emerging innovations in the field of production. Qualifications should be a matter of pride for the employee. Improving skill in itself can bring immense satisfaction to a person. The barriers that prevent people from being proud of their qualifications need to be removed. even the most mundane tasks must be viewed from the point of view of the success of the firm as a whole. Such an approach, according to Deming, will ensure that everyone who works in the company becomes its converter. fourteen.

Clearly establish the commitment of top-level management to quality.

Quality is laid down in the manager's office. Top management - any efficiently operating firm formulates a quality policy - the main directions, goals and objectives in the field of quality. The solution to the problem of continuous improvement of quality should not be entrusted to their subordinates.

The head of the organization is obliged, first of all, to make his management comprehensively justified. This means that he must perfectly understand the goals of his organization, justify its quality policy and create plans to achieve the assigned tasks in such a way that his subordinates work with dignity and receive satisfaction from their work. From both a moral and a practical point of view, it is vital that managers strive to produce products. the highest quality at the lowest prices through an effective quality management system and the use of production potential in accordance with the general interests of the economy and in order to improve the well-being of the whole society.

There is no doubt that the responsibility of the manager to the society is an important lever that develops the organization's quality management system. On the other hand * it should be noted that if the first head of the organization does not consider quality a priority, then in such firms, as a rule, quality problems are not effectively solved: Deterioration) V Improvement of results in the field of quality X-theory of management

b) quality management process based on Y-theory of management

To achieve high quality, the management of the organization should put the considered Deming principles at the basis of its work.

Their application will create an important organizational and socio-psychological component that determines the quality, proper culture of the organization. So, from the point of view of the Japanese, "quality is a way of thinking, a level of culture." Modern approaches to the creation of firm cultures are based on X-, Y- and 7-management theories. In fig. 4.12 describes the components of the quality management process in relation to alternative X- and Y-theories.

Detailed

regulation

Delegation of authority and responsibility Loss Increase Mistrust of motivation Trust in the motivation of personnel managers personnel managers to subordinate "improvement

quality to subordinate to improved IU quality b7

Rice. 4.12. Comparison of the components of the quality management process

In reality, a person, working in an organization, does not always do only what he likes. Therefore, in quality management one should often apply the 7-theory (Ouchi's theory), skillfully combining the X- and Y-theories so that the interests of the administration are harmoniously linked with the interests of each employee of the company. In contrast to the traditional “X” and “V” behaviors, the Japanese successfully apply the “human potential” model, according to which the idea that people have a need to apply and develop their abilities, receiving satisfaction from this, is brought to the fore. The concept of “human potential” advocates a work environment in which the employee's self-improvement abilities are encouraged, and emphasizes the development of a commitment to high-quality work, self-management and self-control in personnel. At the same time, in quality management, it is necessary to take into account the positive aspects of the Y-theory. Table 4.1 provides a comparison of two alternative cultures of organizations based on the considered management theories.

Table4.1

Comparison of organizational cultures

Old Approach

In work with subordinates, in work with subordinates, the use of the "method of champignons" (closing the "method of participation" (openness of

information) Control over employees and formations)

Empowerment to employees Rigidity and punctuality in the fight Avoid problems in the field of problems in the field of quality of humanity Focus on internal regulations, on Focus on customer internal quality management

Special attention quantitative Focus on quality action plans

Striving for stability, constant - Striving for constant changes in business and its production, searching and improving components

Development of competition, rivalry - Development of cooperation and cooperation between staff (possible staff, maintenance of internal consequences: envy, the desire of employees' self-esteem to help others, and to weaken, unify high-quality workers, life of employees, from which the wide development groups, circles, the situation with quality fully depends, suppression of initiative)

Quality management based on principles - Quality management based on qip: "The principle is to blame for quality problems:" The system is new to quality problems. "

Based on a comparison of the characteristics of alternative cultures, it is easy to conclude that in the conditions of a new culture, there are significantly more potential opportunities for providing high-quality work. Instructive conclusions were made by American researchers, interviewing employees of the Ford plant and the Sony company leaving after the end of their work. To the question: "Where does he work?" American workers at the Ford plant answered: "In the procurement department," "In the marketing department," "In the production department," etc.

The Japanese employees of the Sony company answered the same question: "At the Sony company." The reason for such different answers, according to experts, is that the former evaluate their decisions and actions from the position: “How will their boss like this?”, And the latter from the position: “How profitable is it for their company?” This difference in the approaches was determined by the real culture of the firm that existed at a particular enterprise.

The modern culture of the organization helps to increase the initiative of employees in the field of quality improvement. The most effective and widespread method of activating the human factor is quality circles, which appeared in 1962 in Japan and are widespread in the world (in more than 50 countries). Quality circles are designed to solve two problems at the same time:

mass training of employees of the enterprise in specific methods and techniques for improving product quality;

using people's creativity to solve production problems.

Foreign experience shows that for successful work quality circles need a system of supporting activities, including:

support of the first leader. He is assigned a special role in organizing all activities to ensure product quality at the enterprise. Without the director's attention to the quality circles, their successful functioning is impossible, a decline in activity sets in, the initial enthusiasm fades;

engineering support - creation of production conditions, assistance in choosing topics, training in working techniques, creative search for solutions; active work of "headquarters of quality circles", coordination councils at all levels of management in the company;

a system for collecting, considering and implementing proposals from circles, control over this process by the administration;

a system for the exchange of best practices both within the enterprise and on a regional, sectoral and national scale;

a system of incentives (and not only material ones) - prizes for the best circles, incentive trips, etc.

We must strive for an informal unification of people with psychological compatibility, taking into account age, interests, qualifications

5 - 9582 Aristov

lifications. The best results are achieved when the quality circle includes from 5 to 15 people working in one production area and connected by one technological cycle. If there are too few (less than 5 people) or too many (more than 15 people) participants in the circle, the work is less effective.

To manage the circle, a leader is elected from among its members. This is predominantly an informal leader, although the option is not excluded when the head of the circle becomes a senior in production duties (foreman or foreman). In addition, a curator of the circle from the administration should be appointed, who supports and organizationally ensures its work, helps the leader in managing and collecting the necessary information, preparing proposals and reports.

The learning process is of particular importance for successful activities quality circles. The return on these creative associations may not be received immediately after their creation. Objectively, a completely definite and rather long (at least three months) period of "acclimatization", "getting used to the image" is required before the creative laboratory of like-minded enthusiasts starts working. The presence of quality circles at all levels of management and in all divisions of the enterprise creates conditions for self-regulation of the process of their work, the presence of "feedback" and control of performance. The main objectives of the quality circles are shown in Fig. 4.13.

Rice. 4.13. The main objectives of quality circles

The most complete cycle of work of the quality group is shown in Fig. 4.14. This diagram shows not only the sequence of actions, but also the "technology" of the work, the participants and the expected results at each stage are indicated.

Rice. 4.14. Full cycle quality group work

According to the founder and theorist of quality management in Japan, Ishikawa Kaoru, in order to organize such circles, it is necessary to follow certain principles: 1.

The principle of voluntariness. The circles should be created on a voluntary basis, and not on a command from above. 2.

The principle of self-development. The members of the circle should be willing to learn. The natural human need is to achieve excellence in work. If properly guided and encouraged, he can improve his work endlessly. 3.

The principle group activities... Correctly organized work in a group allows each of its participants to achieve such results that they are not able to show with individual work... There are many details of the job * getting it wrong, and professionals in their specific fields can make valuable suggestions for improving group performance and troubleshooting problems. 4.

Application principle statistical methods quality management. Collection of statistics and their systematic use to improve economic efficiency production and quality characteristics special importance is attached to products. Many firms use an information collection system, in which it is possible to identify when the product of the organization's labor went on sale, who was responsible for the health of a particular unit. Thus, not only those responsible for the malfunction are identified, but mainly the causes of the malfunction, statistical regulation of the quality of the processes is carried out and measures are taken to prevent this from happening in the future. 5.

The principle of relationship with the workplace. The work of quality circles is associated with solving specific problems that arise at each workplace. In particular, one of the essential factors for the high quality of goods is cleanliness and order in the workplace. Plant managers try to organize their workplaces in such a way as to guarantee product quality and increase productivity through cleanliness and order. 6.

Business principle and business continuity. It is not enough just to find defects and fix them. It is necessary to determine the causes of these defects and continuously address the problems of their elimination. At the same time, the quality can be improved at every stage, in every process, and a completely defect-free production can be achieved. 7.

The principle of mutual development. Circle members should strive to broaden their horizons and collaborate with members of other circles. eight.

The principle of maintaining an atmosphere of innovation and creativity. In quality circles, they learn from other people's mistakes, they benefit from someone else's experience. Employees also closely monitor what is happening in the world and systematically add information from abroad. They borrow and quickly learn new technological methods and processes. Such workers do not offer resistance to the introduction of technological innovations. Innovation is at the core of economic growth, and they are truly committed to it. nine.

The principle of universal participation in the end. The ultimate goal quality circles should be the full participation of all workers in quality management. This allows failure to be detected before it leads to disaster, since everyone is used to talking frankly, helping each other. ten.

The principle of awareness of the importance of improving product quality and the need to solve problems in this area.

The main ideals embodied in the activities of quality circles can be briefly characterized as follows. The quality circle is not a mechanical machine, but a continuous process. It has two distinct but complementary features. On the one hand, it is an educational and cognitive process. On the other hand, it is a process that encourages workers to participate in activities that affect their daily work. This provides the basis for mutual cooperation between managers and workers.

In connection with the constantly changing tastes, needs of people and the emergence of new / technologies from the leaders of organizations, a constant restructuring of self-awareness and orientations is required, which in the very general view can be formulated as follows:

First of all - quality, not short-term profits.

The main person is the consumer, i.e. you have to take the point of view of the end user.

More on the topic SOCIAL AND PSYCHOLOGICAL ASPECTS OF QUALITY MANAGEMENT:

Psychological aspects of preparing an investigator for interrogation

Federal Agency for Education of the Russian Federation

State educational institution professional higher education

South Ural State University

Faculty "Architectural"

Department "Architecture"

Psychological aspects of management

by discipline

"Psychological aspects of management"

Student of group А-521

L.T. Sattarova

Chelyabinsk, 2010

annotation

Sattarova L. T. Psychological aspects of management. - Chelyabinsk: SUSU, A-521; 2010, 23 p. Literature bibliography - 12 titles.

Relevance - The interest of enterprises in increasing production efficiency stems from the structure of economic systems. Each of them has two parts: managing and controlled. One of the main functions of the control system is to create effective labor incentives for the controlled system.

Purpose - to consider the features of staff incentives in modern conditions.

Task - Define the concept of motive, need and incentive, analyze the most famous theories of motivation. Review the main scientific approaches to motivating and stimulating work. To study the methodology and practice of building personnel incentive systems using the example of Walt Disney.

Introduction

Business development can only be achieved by qualitatively improving the methods of leadership and personnel management. Full use of the professional and creative potential of employees, the rational organization of their work and an increase in its efficiency, as well as competence, discipline, and exactingness are the main goals of the work. personnel service firms. It is she who is in charge of the issues of overcoming crisis phenomena, bringing into action organizational-economic and socio-psychological factors, adherence to the principles of correct selection, placement and use of personnel. The establishment and observance of qualification requirements, a clear distribution of the duties of employees, an increase in the level of their professionalism and the responsibility of each for the assigned work are the direct aspects of the activities of the personnel service, the documentary embodiment of which are job descriptions.

It is usually customary to talk about a system of incentives for an employee in the hope that he will start to work more productively and better. The employee is offered some reward for the required or exceeding the required level of performance, or, conversely, punishment for not reaching this level. Certain working conditions and social security of the employee also act as incentives, the possession of which he presumably should consider for happiness and benefit and work so as not to lose them.

From the point of view of common sense, it is obvious, but from practice, it is known that not every incentive prompts an employee to work the way the company expects of him. On the other hand, completely unexpected things and phenomena become powerful "factors of increasing productivity and quality". From a psychological point of view, the motive, and not the stimulus itself, prompts and directs human activity. Stimulus, stimulation, stimulation is something external to a person. An incentive may or may not become a motive. It will become a motive when it encounters an "internal" need, a system of needs, or an already established system of motives.

The motive, thus, turns out to be the product of a meeting of "external" (stimulus) and "internal" (a system of needs or motives that have developed in the past), or, as psychologists say, a motive is an objectified need. In this sense, any motivation is intangible, even if it was born from a meeting with a very significant material incentive.

1. Motivation and stimulation of staff

The human resource management system will not function effectively if an effective motivation model is not developed, since motivation encourages a particular individual and the team as a whole to achieve personal and collective goals.

Motivation is the process of stimulating a person or group of people to intensify activities to achieve the goals of the organization. Modern theories of motivation are based on data from psychological research. They focus on identifying the list and structure of people's needs.

Needs are an awareness of the lack of something, which causes an incentive to action. Needs can be categorized into primary and secondary needs.

· Primary needs are laid down at the genetic level and have a physiological nature.

· Secondary needs arise with the acquisition of life experience.

Rewards can satisfy needs.

Reward is everything that a person considers valuable to himself. In this case, it is necessary to take into account the individuality of a person, his personal concept of value. Distinguish between external and internal reward:

External remuneration is given by the organization

Internal reward is given directly by the work itself

The development of a system of motivators in relation to the specifics of the team and the field of activity is one of the main reserves for increasing management efficiency. A positive approach to motivating a project team is:

· Establishment of a set of individual factors of motivation, to the greatest extent influencing the behavior of the employee;

· A positive climate in the team;

· The possibility of full realization of strength, disclosure of creative potential, professional growth of everyone;

· Clear definition of goals in work;

· Clear criteria for determining success;

Remuneration of effective labor contribution to overall results work;

· The same opportunities for employment and career advancement, depending on the professionalism of employees, the results of their activities, competence, experience;

· Conditions for meeting the needs for contacts.

2. Review of the main theories of motivation

Motivation occupies one of the central places in psychology, since it is directly related to learning, memory, emotions, personality and other areas of psychological and sociological knowledge.

Demand reduction: homeostatic theories of motivation.

The scientific study of the causes of the activity of man and animals, their determination, was laid by the great thinkers of antiquity - Aristotle, Heraclitus, Democritus, Lucretius, Plato, Socrates. Democritus saw the need as the main driving force, which made the human mind sophisticated, made it possible to acquire speech, language and the habit of work. If all human needs were satisfied, people would find themselves in a state similar to lethargic sleep. This phenomenon can be observed in animals. The concept of "homeostasis" in the psychology of motivation means that the source of motivation is the body's desire to maintain an internal environment free from destructive drives. Freud argued that if not given an outlet for instinctive urges, they will lead to illness. The ethologist K. Lorentz added to this that strong drives will be discharged by means of an external stimulus, as well as spontaneously by means of some internal mechanism. This explanation of motivation is called the hydraulic model. E. Fromm argued that the goal of human character development is to overcome the contradiction between physiological and proper human needs.

Induction of need: activation theories of motivation.

Defenders of activation theories view the average level of drives as the preferred state, rather than the minimum possible level of drives. The advantage of activation theories is that they explain the conditions in which an increased need becomes desirable.

Hedonic theories of motivation

Consider pleasure as the primary motivation. According to Freud's theory, the very nature of man is such that, consciously or not, he strives for pleasure and avoids suffering. Freud called this the "pleasure principle." Several experiments have linked hedonic motivation to the arousal of the brain's pleasure centers.

Incentive theories of motivation.

Besides pleasure, there are other motives. Some individuals strive for excellence, success, power, and competence. Adler based his psychological theory on the principle of striving for superiority. Competence is often cited as a basic motivation; they strive for it, because inability and failure cause condemnation. Both of these aspirations are two sides of the same coin, and both are motivating aspirations.

Typology: theories of predetermined motivation.

Many psychologists believe that motivation is innate. The variety of motivations among people is explained by their genes, constitutional characteristics and physiological characteristics. The corresponding physical type defines a special type of character. Constitutional psychology, created by Kretschmer and developed in detail by W. Sheldon, is based on three main types of body structure with corresponding psychological temperaments:

endomorphs - large physique, sociability, love of comfort and relaxation; mesomorphs - muscular physique, strength, ambition, love of sports); ectomorphs - lean physique, restraint, love of solitude and intellectual pursuits.

3. Hierarchy of needs and motives

The famous American psychologist Abraham Maslow, having proposed a hierarchical classification of human needs (from basic physiological to higher spiritual), formulated a psychological law according to which a person can only be encouraged to act by appealing to the needs of a higher order when his needs of a lower order are satisfied. The consequences of the above for solving the problem of non-material incentives for company employees can be formulated as follows:

· In the system of non-material incentives, there must be incentives that correspond to basic needs; if this is not the case, then incentives that meet the needs of a higher order will not work;

· If basic needs are frustrated by some factors (external or internal in relation to the company's activities), then they come to the fore in the regulation of employee behavior, and incentives that meet the needs of a higher order cease to operate.

From the point of view of motivating the activities of the company's employees, needs and motives can be divided into three groups:

1. Base group :

Need for security

Need for control

Affiliate needs

Need for acceptance

Need for power

2. Middle group:

· The need for physical and emotional comfort;

· The need for communication;

· The need for respect, positive and positive self-esteem;

The need to belong to a particular social group

Achievement motivation

Need for risk

3. Higher group:

The need for self-realization and personal growth

Existential needs

4. Methods of motivating staff

The methods of personnel motivation can be very diverse and depend on the elaboration of the motivation system at the enterprise, the general management system and the characteristics of the enterprise itself.

Classical classification scheme for motivation methods

Material incentives

The most common form (method) of material motivation is an individual bonus. It is advisable to pay it once a year, otherwise it will turn into wages and lose its motivating role. It is advisable to determine in advance the percentage of the bonus for the year and adjust it in accordance with the employee's achievements. The size of the bonus should, as a rule, be at least 30% of the basic earnings (according to F. Taylor), while at the lowest level of management the bonus should be 10-30%, on average 10-40%, at the highest level 15-50%.

The effectiveness of bonuses is largely determined by the correctness of the choice of indicators, their differentiation depending on the role and nature of the departments, the level of positions, focus on the real contribution and end results, flexibility of the criteria for assessing the employee's achievements. Satisfaction with material remuneration, its fair level motivates the initiative of people, forms their commitment to the organization, and attracts new employees to it.

organizational methods

Organizational ways of motivation (motivation) include participation in the affairs of the organization (usually social); the prospect of acquiring new knowledge and skills; providing more interesting work with prospects for job and professional growth).

moral and psychological.

Moral and psychological methods of motivation include: creating conditions conducive to the formation of professional pride, personal responsibility for work; presence of a challenge, providing opportunities to express yourself in work; confession. For special services - awarding orders and medals, badges, conferring honorary titles, etc .; lofty goals that inspire people to work effectively; atmosphere of mutual respect, trust. Promotion in the position is a kind of complex method of motivation. However, this method is internally limited, since, firstly, the number of high-ranking posts in the organization is limited; secondly, promotion requires increased retraining costs.

All motivation methods can also be grouped into the following four types:

1. Economic motives of all types. The success of their impact is determined by the extent to which the team understands the principles of the system, recognizes them as fair, to what extent the inevitability of reward (punishment) and work results, and their close relationship in time, are respected.

2. Management by goals. This system is widely used in the United States and provides for the establishment for an individual or a group of a chain of goals that contribute to the solution of the main task of the organization. Achieving each goal automatically means a pay raise or other form of incentive.

3. Enrichment of labor - this system is more related to non-economic methods and means providing people with more meaningful, promising work, significant independence in determining the mode of work, the use of resources. In many cases, this is added to the increase in wages, not to mention social status.

4. The system of participation currently exists in various forms: from wide involvement of the collective in decision-making on the most important problems of production and management (Japan) to complicity in ownership by acquiring shares of one's own enterprise on preferential terms (USA, England).

Within the framework of these groups of methods, today, separate methods and systems for motivating personnel are being developed.

5. Areas of non-material incentives for staff work

Mission

Words have magical powers. But only when they "lie" on something inside and when they have not become familiar and boring. It is sometimes useful to adjust, nuance, or even change the text of the organization's mission statement to match the leading needs of the staff at this stage.

Personnel changes and rotation.

Practically any personnel reshuffle associated with the promotion of his professional or official status for his “reshuffled” gives a positive effect. Apparently, this is associated with the actualization of achievement motivation, satisfaction of the need for recognition, the need for risk, perhaps even resonates with the need for self-realization. Rotation should be handled more carefully. On the one hand, it can unite people, satisfy affiliate needs, the need for a positive assessment and motivation for achievement, the need for risk and self-realization, forcing a person to try to be no worse than another in a new place, on the other hand, it can have a completely opposite effect, generating a system of collective irresponsibility ...

Restructuring, introduction of a flexible functional structure.

Receiving a new range of responsibilities in the process of restructuring works on the need for risk, self-realization, and increases responsibility. The introduction within the framework of a stable structure of working groups and commissions, consisting of employees from different departments, often helps to increase their self-esteem and motivates them to fulfill their direct responsibilities, even if these groups have a consultative, consultative status. If the results of the activities of the working groups influence the decision-making in the company, their motivating effect increases many times over.

Organization of the procedure for evaluating and self-evaluating the employee's work.

While satisfying the need for respect and self-esteem, the assessment procedure should not cause a loss of the employee's sense of security. Not every evaluation procedure under the now prevalent "execution control" system meets these requirements. This procedure should be individualized in accordance with the specifics of the activity of the given company, of the moment and the characteristics of its personnel.

Career plans.

The motivating effect of having continually adjusted career plans coupled with one-to-one conversations with employees is well known to most executives.

Job titles.

In Soviet times, production bosses were often thrilled when they were called managers, but the words "manager", "manager", and even more so - "clerk" jarred, sometimes mortally offended. It seems that a good HR manager (or maybe a “HR director” is better?) Knows what kind of inscription on a business card this or that employee would like to have.

Participation in decision-making about non-productive life in the company.

All kinds of polls, meetings and other procedures, during which the personnel themselves make decisions about the regulation of the non-production life of the company (daily routine, organization of the buffet, the choice of the place and nature of corporate events, etc.), work on the need for control, belonging to group, increases self-esteem, allows you to realize some of your values.

Corporate style of relations.

A very serious motivating (or demotivating) factor is the style of relations between bosses and subordinates, the style of meetings and meetings.

The movement of information in the company.

The more current information about the company's activities, about the reasons for adopting certain management decisions the employee receives, the more he satisfies the need for control, the more meaningful his activities become. "Bad news" can even spur it on, if the information exchange system is put on a regular basis and is not biased, propagandistic.

Cohesion of the management team as a whole (at all levels).

The nature of the relationship in the management team always has a tremendous motivating or demotivating effect on staff. This factor is directly related to the basic needs for security and stability. "Personnel leapfrog" (as opposed to reasonable and planned reshuffles) is almost always demotivating. The ostentatious "unity of the Politburo members" is also demotivating. The HR director must constantly monitor this factor, enter into negotiations with the first head, if he sees a problem here, and propose measures in a timely manner.

Corporate symbols, corporate style, corporate accessories. It is known that the presence of such an arsenal often very effectively motivates employees, satisfying the needs for identity, belonging to a particular social. New employees are often seriously motivated by the issuance of branded accessories: a diary, a case for papers and a computer, branded stationery, a wallet for documents for a car and other representative paraphernalia.

Regular study, group trainings.

The regularity and planning of these events works as a motivating factor, as it correlates with the needs for professional and personal growth, and also instills a sense of stability and security. In this regard, trainings based on the principle of participants achieving success in solving group problems of increasing complexity have proven themselves well.

Corporate culture: traditions, rituals, events.

The corporate culture should not create problems, but serve as a resource for the company. It is necessary to support and develop those elements of it that work for the needs for stability, affiliation needs, the need for belonging to a significant social group.

6. Principles and methods of personnel management used by Walt Disney

We will choose Walt Disney, the famous founder of the color cartoons concern (before Disney, animation was in black and white), as a successful leader. Disney also managed to bring to life the idea of ​​the entertainment industry - to create Disneyland. The famous British political satirist David Lowe wrote about him like this: "Disney is primarily a leader who is constantly looking for more than just commercial success. This is a special style of leadership." This style is still being studied by psychologists, it is described in the scientific literature. Disney was a great master in creating a team of like-minded people, had outstanding leadership qualities. Both types of motivation were always present in his speech and behavior: both positive and negative. Employees considered Disney to be an unpredictable person. He could be either an unrestrained Dreamer, or a tough Realist, or a principled Pest Critic, as his subordinates called him.

Motivation at the stage of new ideas

Disney came to the office inspired by ideas about a new project, gathered all the employees and started talking. On such days he was called the Dreamer. He talked so enthusiastically about his plans and ideas, so vividly described the prospects for development that his subordinates literally fired up his dream, wanting to take a direct part in its implementation. Each employee tried not only to understand, but also to complement Disney's idea. Such discussions brought together not only top management, creative workers, programmers, but also the whole technical staff... Disney did not care who submitted the idea that could lead his enterprise to success: the main thing is that everyone, from a simple janitor to the deputy director, should be included in the process. Only then, according to Disney, people could understand exactly what the leader expects from them and work with enthusiasm. This is a typical manifestation of positive motivation. The intuition of a born leader did not deceive Disney: employees vied with each other to make new proposals. As a result, a team of like-minded people appeared at the enterprise, which was supposed to embody the most successful ideas.

Disney also used material motives. By the way, he was one of the first to establish a reward system not for high labor productivity, but for a successful initiative. This technique is still widely used today.

Motivation underway

Disney's ability to turn new projects into reality was just as important as his ability to fantasize and inspire everyone to work effectively. Disney Realist commented: "We must scrupulously study new project, not only the idea itself, but also the possibility of its implementation. "Employees began to make proposals for the implementation of the idea, taking into account the real situation. The questions arose: is it possible to implement the idea in modern market conditions, and if possible, how? What rules dictate modern Conditions? There was a need for marketing research aimed at studying market needs, analyzing the work of competitors, etc.

By the way, Disney did not immediately come to the idea of ​​the importance of marketing in the process of promoting a new product to the market. He, as a leader, had to experience dizzying ups and downs. So after the success of Snow White, Walt wanted to direct two full-length cartoons a year, but his organization was not ready for such volumes. His next project - "Fantasy" suffered a financial fiasco, it was absolutely not perceived by the target audience. The difficult political situation, congestion, as well as lack of knowledge of the market literally sent the company to the bottom. However, Disney knew how to learn from his mistakes and had the ability to quickly adjust the strategic direction of the organization, he became more attentive to market research. Lack of disagreement in the team, corporate culture based on the rallying of personnel into a team of like-minded people, a special leadership style, helped to overcome crisis situations. The company's value system, shared by employees, gave the Disney concern strength and allowed it to develop successfully.

Motivation at the testing stage

After drawing up the implementation plan for the project, Disney voiced his criticisms. In this case, we are talking about one of the manifestations of negative motivation. The room where the first consideration of plans and work carried out in the chosen direction took place was called a punishment cell by the employees. In the "punishment cell" new ideas and developments did not meet with the warm welcome that they found at Disney the Dreamer and the Realist. Here, only a ready-made high-quality product was appreciated, which could be in demand on the market.

The function of criticism is not to deny and destroy, but to ensure that certain criteria are met for a particular market product. Psychologists note that a positive reaction of the Critic often gives more significant motivation than the same reaction of a Realist or Dreamer. Of course, criticism must be constructive, i.e. include answers to two basic questions: "What did we do?" and "What needs to be improved?"

At Disney it manifested itself as follows: after revealing successes, he menacingly uttered: "Everyone is obliged to contribute to our common project otherwise he will turn into a simple performer. What needs to be done to improve the quality of the product? What difficulties can you face when selling our products? "These questions forced subordinates to improve their work. The process of positive motivation and negative motivation Criticism did not stop until there was a finished high-quality product. Then Disney said:" This is the best we can do. able".

The constant transition from positive motivation, which, mind you, takes two-thirds of the time of work on a project, to negative, led to the fact that employees were interested not only in work as such, but also in personal growth and professional development. Disney was able to successfully implement the "absolute quality" and "learning organization" principles later described by Peter Senge, almost five years before they gained worldwide recognition.

Conclusion

Motives play an important role in a person's work activity. Without them, labor activity cannot be carried out expediently at all. But motives are different and can act with different strengths, causing directed or undirected human activity.

The practical function of motivation consists in the selection of various ways and methods of effective influence on personnel in order to focus it on productive activities, taking into account the motivational attitudes of employees and their professional and personal potential.

The effectiveness of a particular motivational system in practical activities largely depends on the governing bodies, although in recent years certain steps have been taken to increase the role of enterprises themselves to develop their own systems of motivation, which, at a specific period of time, make it possible to implement the goals and objectives of enterprises in the conditions of market relations.

There are no uniform methods of personnel motivation that are effective at all times and under all circumstances. However, any method used by a manager is based on the firm's chosen HR strategy. This means that the choice of a specific method of motivation should, first of all, determine the general strategy of personnel management, which the firm has followed or wishes to follow.

Having studied a small part of management - personnel motivation, we can conclude that motivation significantly increases labor productivity, which leads to an increase in profits.

Having studied the theoretical part of personnel motivation and examined the application of motivation methods in practice on the example of Walt Disney, practically significant, in my opinion, conclusions and recommendations were made on the most effective motivation of the organization's personnel.

The functioning of motivation systems, their development mainly depend on the employees of the management apparatus, on their qualifications, business qualities and other qualitative characteristics.

At the same time, both in the period before Russia's transition to market relations, and at the present time, the problem of motivation remains the most urgent and, unfortunately, the most unresolved problem in practical terms.

Federal Agency for Education of the Russian Federation State Educational Institution of Professional Higher Education "South Ural State University" Faculty "Architectural" Department