Socio-psychological aspects of management at the present time. Psychological aspects of management —. Motives play an important role in human labor activity. Without them, labor activity cannot be carried out expediently at all. But motives are

In the management system personality acts as an object and subject of management.

People management is based on a number of principles:

1) maintaining a sense of self-esteem among subordinates (first you need to praise the subordinate and only then give instructions for improving work);

2) attention to problems, not to individuals;

3) active use of methods of reinforcing positive reactions to desirable actions or negative ones to undesirable ones.

4) putting forward clear requirements, maintaining constant contact with people, strong feedback.

At the present stage of management development, the definition of a psychological portrait of a person is one of the most important issues, the solution of which will improve the efficiency of personnel management.

It is important for every manager to be able to reveal their internal psychological reserves. To do this, you need to learn to know yourself and other people, to identify temperament, character, personality orientation, attitude of activity and life to goals and life situations, expected emotional behavior in stressful situations and interpersonal relationships, business qualities.

Each person has a bright individuality, which is an integral property that unites his natural and personal characteristics. In individuality stand out basic and programming properties. To basic temperament, character, human abilities. It is through the basic properties that a certain style of behavior and activity of the individual is formed. Based on the assessment of personality traits (orientation, intelligence and self-awareness, one can compose it psychological picture , consisting of the following components:

1) temperament;

2) character;

3) abilities;

5) intellectuality;

6) emotionality;

7) volitional qualities;

8) sociability;

9) self-esteem;

10) the level of self-control;

11) the ability to group interaction.

The development of a person's personality continues throughout life. With age, only the position of a person changes - from an object of education, he turns into a subject of education and must actively engage in self-education.

Perfection programming properties personality provides her with a full-fledged, fruitful long-term creative activity and influences changes in some basic qualities, in particular, character. Increasing interest in the profession leads to the intensification of intellectual activity, increasing motivation, and the development of intelligence leads to the search for new goals for this activity, the formation of perseverance, purposefulness.

Evaluation of business qualities of a manager. The modern manager acts in several guises.

First, it is the manager, invested with power, leading collective.

Secondly, this is a leader who is able to lead his subordinates, using his authority, high professionalism.

Thirdly, it is a diplomat who establishes contacts with partners and authorities and successfully overcomes internal and external conflicts.

Fourthly, this is an educator with high moral qualities, able to create a team and direct its development in the right direction.

Fifthly, this is an innovator who understands the role of science in modern conditions, who knows how to evaluate and introduce inventions into production.

Sixthly, this is just a person with high knowledge and abilities, a level of culture, honesty, decisiveness of character and at the same time prudence.

In conjunction with management functions, the role of the manager is as follows:

1 ) he is a representative, an organizer who knows how to work with people;

2) he is a generator of ideas, seeking to look into the essence of the problem;

3) he is an enthusiast: full of energy, inspiring others to any task;

4) he is a controller, an analyst who is able to put forward an idea, find strengths and weaknesses in it.

5) he is a seeker of benefits, can be a good intermediary between people .;

6) he is a performer, a good administrator, able to bring the idea to life. 7) colleagues like him (does not seek to take anyone's place, is able to encourage them).

Sociologists for the analysis and evaluation of the manager have developed a model that includes the following qualities:

1) Business (education, knowledge and experience);

2) Ability (giftedness, talent, genius, ability for this type of work);

3) Cultural qualification and erudition, honesty and decency;

4) Character (will, activity, independence, commitment, concern for subordinates, the ability to perceive criticism, admit one's mistakes);

5) Temperament (choleric, sanguine, phlegmatic, melancholic);

7) Age qualification (young age, middle age, elderly, senile);

8) Health (good, satisfactory, poor).

Evaluation conditions are set:

No quality - 1 point;

Quality appears very rarely - 2 points;

The quality is not strong and not weak - 3 points;

Quality appears often - 4 points;

Quality is manifested systematically - 5 points.

The basics of team building. Combining individuals to perform certain tasks is team. For a manager, the team is the main support. In accordance with the theory of the system approach, the organization of the work of the team can be considered satisfactory if its result is greater than the sum of the results of the team members. A special spirit of competition arises in the team, pulling up efficiency. Teamwork is indispensable where, for one reason or another, it is not possible to clearly distribute job responsibilities between employees. There are two types of teams - formal created by management, and informal. In informal groups there is an informal leader (leader and followers).

To create a formal team, it is necessary to conduct sociological and psychological research so that there is a workable team with a normal moral and psychological climate (MPC).

The process of creating an informal team d casting. Western experts divide this process into 5 steps:

On the first stage, people unite unconsciously, spontaneously reacting to any emergency events;

In the second stage, there are usually more conscious emotions;

At the third stage, the informal collective already rallies in an organized manner in order to fight together against some external constant danger;

At the fourth stage, the factor that unites people is already something positive, for example, to establish themselves in the competitive struggle, belong to a prestigious club, etc.;

At the fifth stage, people come together to solve large long-term goals that can only be solved collectively.

The level of cohesion of the team depends on the stage of its maturity.

A working team must have optimal dimensions . The more people, the more difficult it is for them to communicate with each other and reach agreement on key issues. Therefore, large groups are divided into small groups of about 5 people.

An important feature of a healthy team is clarity of purpose. Everyone should have a good idea of what results to strive for, clearly understand and share the goals of the team, then people will rather devote themselves to these goals and seek a compromise between personal and collective interests in order to satisfy their needs, contribute to the common treasury. The performance of the team is also affected by the implementation of the relevant norms and standards of conduct, which include honesty, competence, professionalism, ethical standards, etc. Compliance with and regulation of norms and standards unites the team. At the same time, informal contacts should be practiced - gala dinners and lunches, field trips, etc.

A good team must constantly be in a state of search for a new one, as well as extinguish conflicts and stresses in a timely manner.

Maintaining a normal moral and psychological climate in the team is important in ensuring the effectiveness of the work of the team.

The most important signs of a favorable IPC:

1) trust and high demands of group members to each other;

2) benevolent and businesslike criticism;

3) free expression of one's own opinion when discussing issues relating to the entire team;

4) the absence of pressure from managers on subordinates and the recognition of their right to make decisions that are significant for the group;

5) sufficient information content of the team members about its tasks and the state of affairs in their implementation;

6) satisfaction with belonging to the team;

7) a high degree of emotional involvement and mutual assistance in situations that cause a state of frustration (deceit, frustration, destruction of plans) in any of the members of the team;

8) taking responsibility for the state of affairs in the group by each of its members, etc.

Thus, the nature of the IPC as a whole depends on the level of group development.

Optimal management of activities and IPC in any team requires special knowledge and skills from the management team. The following are applied as special measures: scientifically substantiated selection, training and periodic certification of leading personnel; acquisition of primary teams, taking into account the factor of psychological compatibility of temperaments and characters of team members; the use of socio-psychological methods that contribute to the development of effective mutual understanding and interaction among team members; applying the appropriate leadership style.

The effectiveness of the work of the team depends on the degree of implementation of the social aspects of management.

To the social aspects of management relate:

- ensuring the safety of the goods;

Selection and promotion of personnel;

Ensuring the distribution of responsibility in the decision-making process;

Formation of an optimal system of remuneration;

Motivation for quality work;

Ensuring the safety and attractiveness of work;

Ensuring normal conditions for recreation and reproduction of personnel;

Ensuring hygienic, physiological and ethical standards of labor organization;

Study of the pyramid of needs of personnel, development and implementation of measures to cover all levels of the pyramid of needs by the employee;

Research and regulation of the relationship of the firm with the microenvironment and infrastructure.

Most of the social aspects are regulated in the form of standards, norms and regulations of various levels. Therefore, the enterprise bears social and legal responsibility for their implementation.

Goal Achievement Motivation - in order to effectively move towards the goal, the leader must coordinate the work and stimulate people to do it. Leaders put their decisions into action by putting into practice the basic principles of motivation. Motivation is the process of motivating oneself and others to act in order to achieve the goals of the company and personal goals. The very first method of motivation for work was the carrot and stick method or the method of reward and punishment, which is still used today. Motivation is based on needs, Table. 4.2.

A simplified model of behavior motivation through needs is shown in fig. 4.2.

Rice. 4.2. A simplified model of motivating people's behavior through needs

Physiological Needs are essential for survival. They include the needs for food, water, shelter, rest, sexual needs.

Security Needs and confidence in the future include the need for protection from physical and psychological dangers from the outside world and the confidence that physiological needs will be met in the future.

Social needs is a concept that includes the feeling of being accepted by others, the feeling of social interaction, affection and support.

Esteem Needs include needs for self-esteem, personal achievement, competence, respect from others, recognition.

Needs of self-expression- the need to realize their potential and grow as a person.

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

Hosted at http://www.allbest.ru

Socio-psychological aspects in management

Introduction

2.2 Social and psychological aspects of management in Real-Plast LLP

2.3 Methods of personnel motivation and incentives used at Real-Plast LLP

3. Improvement of existing socio-psychological methods of personnel management of Real-Plast LLP

Conclusion

List of used literature

Applications

Introduction

In the conditions of competition between organizations for market leadership, an increasing number of managers understand the importance of competent personnel management, which directly affects the economic performance of the organization.

Any organization needs to improve its personnel management system. Every year there are many different technologies for managing human resources, but the fact remains unchanged that each employee is, first of all, a person with his own personal social, psychological and physiological characteristics.

It is these individual characteristics of a person, or rather a competent approach to managing them, that show how socio-psychological methods of management affect the performance of all departments of the organization.

It has been established that the results of labor largely depend on a number of psychological factors. The ability to take these factors into account and use them to purposefully influence individual employees helps the manager to form a team with common goals and objectives. Sociological studies show that if the success of an economic manager is 15% dependent on his professional knowledge, then 85% depends on the ability to work with people.

Knowing the characteristics of behavior, the nature of each individual, it is possible to predict his behavior in the direction necessary for the team. This is due to the fact that each group has its own psychological climate. Therefore, an essential condition for the formation and development of labor collectives is the observance of the principle of psychophysiological compatibility. Japanese sociologists argue that the mood, the desire of a person to work, and the moral and psychological situation in the team, labor productivity can increase by about 1.5 times or decrease several times.

A modern highly qualified specialist, even if he is not a leader, can fully prove himself in work, only actively interacting with colleagues and management, having the necessary culture of communication. The study of personnel management as one of the most important management disciplines can help him in this.

Methods (aspects) of personnel management - ways of influencing teams and individual employees in order to coordinate their activities in the process of functioning of the organization.

Science and practice have developed three groups of aspects of personnel management:

1. Administrative.

2. Economic.

3. Socio-psychological.

Socio-psychological aspects:

Social analysis in the team of workers.

Social planning.

Creation of a creative atmosphere in the team.

Participation of workers in management.

Social stimulation of the team.

Satisfaction of spiritual and cultural needs.

The formation of teams, groups, the creation of a normal

psychological climate (adaptation in a team).

Establishment of social norms of behavior.

Development of initiative and responsibility among employees.

Establishing moral sanctions and rewards.

The object of research is the personnel management system.

The subject of the study is the socio-psychological aspects of management.

Research problem - methods of adaptation in the team.

The relevance of the study - the socio-psychological aspects of personnel management are of an indirect nature of managerial influence. It is impossible to count on the automatic action of these methods and it is difficult to determine the strength of their influence on the final effect.

Socio-psychological aspects of management are based on the use of the social mechanism of management (the system of relationships in the team, social needs, etc.). The specificity of these aspects lies in a significant proportion of the use of informal factors, the interests of the individual, group, team in the process of personnel management.

And although the socio-psychological aspects of personnel management are indirect in terms of their impact on employees, nevertheless, in some cases, the strength of their managerial impact is not inferior to the economic and administrative aspects of personnel management.

Many scientists, researchers of social management and socio-psychological aspects of personnel management in particular, note that social management as a set of scientific knowledge, special methods and techniques is aimed at isolating the social aspects of all processes occurring in society and solving social problems.

Sociology of management deals with the study of people, their relationships, connections, their consciousness, behavior in the process of joint tasks.

The leader must be able to formulate the social future that it is desirable to achieve, to achieve - that is, to be able to foresee. Foreseeing the future using special techniques is the first stage of managerial activity.

The purpose of the study is to reveal the significance of the socio-psychological aspects of personnel management and to consider adaptation in a team as one of the aspects of socio-psychological personnel management.

Research objectives:

1) to reveal the essence of the socio-psychological aspects of personnel management;

2) to conduct a historical analysis of the socio-psychological aspects of personnel management;

3) consider adaptation in the team as one of the aspects of socio-psychological personnel management.

Thus, the need to use socio-psychological methods of management in the practice of managing an organization is obvious, and therefore, the topic of the thesis seems to be quite relevant.

The purpose of writing a thesis is to study and analyze the application of socio-psychological methods in the management of an organization.

To achieve this goal, it is necessary to solve the following tasks:

Define the concept of socio-psychological methods

personnel management;

To study some sociological methods of management;

Consider some psychological methods of management;

Conduct an analysis of the motivational behavior of the personnel of a trading enterprise and develop recommendations for improving the motivation of personnel.

The object of the study is Real-Plast LLP.

The subject of the research is the system of socio-psychological methods of personnel management in an organization.

The theoretical and methodological basis of the study were the works of domestic and foreign authors in the field of personnel management, general management, motivational management, management psychology, general psychology, social psychology.

The structure of the thesis includes: introduction, three chapters, conclusion, list of references and applications.

1. Socio-psychological aspects of management and their impact on the activities of the organization

1.1 Socio-psychological aspects of management

In order to effectively manage social and economic processes in modern conditions, one must understand that the main object of management in this case is a person as a person, and not just as a "cog". That is why it is impossible to overestimate the role of psychological knowledge in the training of qualified specialists in higher education. If a manager wants to ensure that his employees perceive the tasks assigned to him as their own, he must master the necessary minimum of psychological knowledge, quickly resolve issues of interpersonal interaction, purposeful team building, etc., which will help him predict the behavior of employees. However, in the amount of hours allotted for the study of psychology by university programs, where this science is not one of the main subjects, it is very difficult to fully convey the relevant knowledge to the student. Psychology textbooks are overloaded with information from the history of psychology; the information given does not add up to the students in the big picture. Even if there are practical methods of personnel management in the course of psychology, they are, in fact, divorced from a particular person and his interaction with the environment. New approaches are needed in teaching the basics of psychological knowledge with an emphasis on the study of interpersonal relationships.

Among the many diverse management problems (economic, technological, organizational, etc.) studied by various sciences, socio-psychological ones occupy one of the central places. This is due not only to the fact that management as a specific type of activity is deployed in social systems, but also to the fact that it is carried out by influencing people, through people. Any production enterprise, for example, is not only a combination of technology, technological, economic, organizational and other processes, it is, first of all, a team of people, a social organization. Moreover, it is this organization that is the basis of all other processes, and socio-psychological aspects are present at all stages of the production process, affecting all its aspects. Understanding the place and role of socio-psychological factors in production activities and its management was reflected in the theory of "human relations" - one of the most widespread in the management thought and practice of the West, especially the United States in the 30-50s of the XX century. The socialist, including the Soviet, administrative system, due to its totalitarian nature, not only underestimated, but generally ignored the socio-psychological side of managerial activity, although it declared its presence.

Socio-psychological relations manifest themselves in a peculiar way and operate at different levels of social organization. They arise and play an important role at the levels of the primary (contact) team (team, department), where there is a direct interaction of workers, direct interpersonal contacts between them. At the level of secondary and especially large collectives and social groups, socio-psychological connections and relations manifest themselves in the form of mass phenomena: public mood, opinion, consciousness, etc.; and being the result of the intersection of many variables, they are of particular difficulty for management activities.

The objective basis of the socio-psychological aspects of the management of the primary labor collective is its social structure. It is generated, first of all, by the social (rather than functional-technical) division of labor and the assignment of appropriate categories of workers to heterogeneous activities: managers and performers, workers of various professions and qualifications, etc. There are also socio-demographic, age, ethno-social and other groups in the social structure of the collective. The result of the existence in the team of various socially determined micro-groups are intra-group, but existing at the level of these micro-groups, consciousness and psychology. One of the forms of manifestation of this component is replicas like: "We are assemblers", "We are masons", "We are shoemakers", etc., pronounced by some with pride, by others with a sense of infringed prestige, in one case - with arrogance, in another - with chagrin.

The specificity of micro groups depending on gender, age, marital status, the presence or absence of children and other social factors will be manifested in their different requirements for working conditions, its content, regime and other elements of the working situation and moments of work. Taking into account the interests and needs of these differences between micro groups is an important task of management and the conditions for its effectiveness.

Along with socio-psychological, management must take into account the individual social and psychological characteristics of workers. Thus, the social position, the social status of an individual affects his behavior, actions, thoughts, which L. Feuerbach once noted: “Position, position have an impact on a person’s way of thinking, his inner life, his faith more than he himself is aware of it In most cases, it is no longer possible to distinguish between the way of thinking on duty from free convictions, that which comes from the person himself, from that which comes from him in connection with his external profession. faith. Faith is a professional duty. It is not convictions that support position, but position supports convictions."

The level of group consciousness and the psychology of micro groups, as well as other social factors, put the leader before a choice - how to behave and how to act in various conditions. In particular, a high level of group consciousness requires, as a rule, a higher level of leadership: what a passive, indifferent group may not notice or forgive the leader, a strong, internally organized group will not disregard. At the same time, it is a strong group that will not always express clearly and openly its attitude to the leader's weaknesses or shortcomings, especially if they do not harm the group's activities too much.

In turn, it is more interesting and, ultimately, easier for the leader to work with a team in which there is a strong group consciousness: the desire to act in line with a common perception of interest will play an important and organizing and mobilizing role. However, there are some peculiarities here as well. Thus, the alienation of people in a totalitarian society from relations with each other, determined by law, inevitably causes the formation of ties between people through purely personal relationships, according to the principle "you - to me, I - to you." Group consciousness in this form only complicates and complicates objective management. Further, there is a certain difficulty in determining group consciousness and individual behavior: an individual as a social being simultaneously belongs to several small groups and collectives, is included in them by various aspects of his nature. And since the internal rules of behavior of these different groups do not always coincide, and often differ sharply, this cannot but give rise to a certain disharmony in individual psychology and action. The leader's task is to take this feature into account and try, by identifying the sources of emerging disagreements in the group, to influence those that complicate collective interaction and behavior. In turn, the leader can use administrative (official) and personal (psychological) methods.

1.2 Research methods of socio-psychological aspects

The whole set of methods can be divided into two large groups: research methods and methods of influence. The latter belong to a specific area of social psychology, the so-called "psychology of influence" and will be discussed in the chapter on practical applications of social psychology. It also analyzes research methods, which in turn differ in the methods of collecting information and methods of processing it. There are many other classifications of methods of socio-psychological research. For example, there are three groups of methods:

1) methods of empirical research;

2) modeling methods;

3) managerial and educational methods (Sventsitsky, 1977, p. 8).

At the same time, all those that will be discussed in this chapter fall into the first group. As for the second and third groups of methods indicated in the above classification, they do not have any special specifics in social psychology (which is recognized, at least with respect to modeling, by the authors of the classification themselves). Data processing methods are often simply not singled out in a special block, since most of them are also not specific to socio-psychological research, but use some general scientific techniques. One can agree with this, but nevertheless, for a complete picture of all the methodological weapons of social psychology, it is necessary to mention the existence of this second group of methods.

Among the methods of collecting information should be mentioned: observation, study of documents (in particular, content analysis), various kinds of surveys (questionnaires, interviews), various kinds of tests (including the most common sociometric test), finally, experiment (both laboratory and and natural). It is hardly expedient in a general course, and even at its beginning, to characterize in detail each of these methods. It would be more logical to indicate the cases of their application in the presentation of individual substantive problems of social psychology, then such a presentation would be much more understandable. Now it is necessary to give only the most general description of each method and, most importantly, to indicate those moments where certain difficulties are encountered in their application. In most cases, these methods are identical to those used in sociology (Yadov, 1995).

Observation is the "old" method of social psychology and is sometimes opposed to experiment as an imperfect method. At the same time, far from all the possibilities of the method of observation have been exhausted in social psychology today: in the case of obtaining data on open behavior, on the actions of individuals, the method of observation plays a very important role. The main problem that arises when applying the observation method is how to ensure the fixation of certain classes of characteristics so that the “reading” of the observation protocol is understandable and can be interpreted by another researcher in terms of a hypothesis. In ordinary language, this question can be formulated as follows: what to observe? How to capture what is being observed?

There are many different proposals for organizing the so-called structuring of observational data, i.e. allocation in advance of some classes, for example, interactions of individuals in a group, followed by fixing the number, frequency of manifestation of these interactions, etc. One of such attempts made by R. Bailes will be described in detail below. The question of singling out classes of observed phenomena is essentially the question of the units of observation, which, as is well known, is also acute in other branches of psychology. In a socio-psychological study, it can only be solved separately for each specific case, provided that the subject of the study is taken into account. Another fundamental issue is the time interval, which can be considered sufficient to fix any units of observation. Although there are many different procedures to ensure that these units are captured at certain intervals and encoded, the issue cannot be considered fully resolved. As can be seen, the method of observation is not as primitive as it seems at first glance, and, undoubtedly, can be successfully applied in a number of socio-psychological studies.

The study of documents is of great importance, since with the help of this method it is possible to analyze the products of human activity. Sometimes the method of studying documents is unreasonably opposed, for example, to the method of surveys as an “objective” method to a “subjective” method. It is unlikely that this opposition is appropriate: after all, even in documents a person acts as a source of information, therefore, all the problems that arise in this case remain in force. Of course, the degree of "subjectivity" of a document is different depending on whether the document being studied is an official or purely personal one, but it is always present. A special problem arises here in connection with the fact that the document - the researcher interprets, i.e. also a person with his own, inherent in him individual psychological characteristics. The most important role in the study of the document is played, for example, by the ability to understand the text. The problem of understanding is a special problem of psychology, but here it is included in the process of applying the methodology, therefore, it cannot be ignored.

To overcome this new type of “subjectivity” (interpretation of the document by the researcher), a special technique is introduced, called “content analysis” (literally: “content analysis”) (Bogomolova, Stefanenko, 1992). This is a special, more or less formalized method of document analysis, when special “units” are highlighted in the text, and then the frequency of their use is calculated. It makes sense to use the content analysis method only in cases where the researcher is dealing with a large amount of information, so that one has to analyze numerous texts. In practice, this method is used in social psychology in research in the field of mass communications. A number of difficulties are not removed, of course, by using the content analysis technique; for example, the very process of extracting text units, of course, largely depends on the theoretical position of the researcher, and on his personal competence, the level of his creative abilities. As with many other methods in social psychology, here the reasons for success or failure depend on the skill of the researcher.

Polls are a very common technique in socio-psychological research, causing, perhaps, the greatest number of complaints. Usually, criticisms are expressed in perplexity about how one can trust the information obtained from the direct answers of the subjects, essentially from their self-reports. Accusations of this kind are based either on a misunderstanding or on absolute incompetence in the field of polling. Among the numerous types of surveys, interviews and questionnaires are most widely used in social psychology (especially in studies of large groups).

The main methodological problems that arise when applying these methods lie in the design of the questionnaire. The first requirement here is the logic of its construction, ensuring that the questionnaire delivers exactly the information that is required by the hypothesis, and that this information is as reliable as possible. There are numerous rules for constructing each question, placing them in a certain order, grouping them into separate blocks, etc. The literature describes in detail (Lectures on the methodology of specific social research. M., 1972) typical errors that occur when the questionnaire is illiterately designed. All this serves to ensure that the questionnaire does not require direct answers, so that its content is understandable to the author only if a certain plan is carried out, which is set out not in the questionnaire, but in the research program, in the hypothesis built by the researcher. Designing a questionnaire is the most difficult work, it cannot be done hastily, because any bad questionnaire only serves to compromise the method.

A separate big problem is the use of interviews, since here there is an interaction between the interviewer and the respondent (ie, the person answering the questions), which in itself is a certain socio-psychological phenomenon. During the interview, all the methods of influencing one person on another described in social psychology are manifested, all the laws of people's perception of each other, the norms of their communication, operate. Each of these characteristics can affect the quality of information, can introduce another kind of "subjectivity", which was discussed above. But it must be borne in mind that all these problems are not new to social psychology, certain “antidotes” have been developed for each of them, and the task is only to take mastering these methods with due seriousness. Contrary to the popular non-professional view that surveys are the "easiest" method to apply, it can be safely argued that a good survey is the most "difficult" method of socio-psychological research.

Tests are not a specific socio-psychological method, they are widely used in various areas of psychology. When talking about the use of tests in social psychology, they most often mean personality tests, less often - group tests. But this kind of tests, as is known, is also used in general psychological studies of personality, there is no particular specificity in the application of this method in socio-psychological research: all methodological standards for the use of tests adopted in general psychology are valid here as well.

As you know, a test is a special kind of test, during which the subject performs either a specially designed task, or answers questions that differ from questions in questionnaires or interviews. Questions in tests are indirect. The meaning of the post-processing is to use the "key" to correlate the received answers with certain parameters, for example, personality characteristics, if we are talking about personality tests. Most of these tests have been developed in pathopsychology, where their use makes sense only in combination with clinical observation methods. Within certain limits, tests provide important information about the characteristics of personality pathology. It is usually considered the greatest weakness of personality tests that their quality is that they capture only one side of the personality. This shortcoming is partially overcome in complex tests, for example, the Cattell test or the MMPI test. However, the application of these methods not in pathological conditions, but in normal conditions (which is what social psychology deals with) requires many methodological adjustments.

The most important question that arises here is the question of how significant the tasks and questions offered to him are for the individual; in socio-psychological research - as far as it can be correlated with the test measurements of various personality characteristics of its activity in a group, etc. The most common mistake is the illusion that if you do a mass personality test in a group, all the problems of this group and the personalities that make up it will become clear. In social psychology, tests can be used as an auxiliary means of research. Their data must necessarily be compared with data obtained using other methods. In addition, the use of tests is of a local nature also because they mainly concern only one section of social psychology - the problem of personality. There are not so many tests that are important for diagnosing a group. An example is the widely used sociometric test, which will be discussed specifically in the small group section.

The experiment acts as one of the main research methods in social psychology. The controversy around the possibilities and limitations of the experimental method in this area is one of the most acute controversies on methodological problems at the present time (Zhukov, Grzhegorzhevskaya, 1977). In social psychology, there are two main types of experiment: laboratory and natural. For both types, there are some general rules that express the essence of the method, namely: the arbitrary introduction by the experimenter of independent variables and control over them, as well as over changes in dependent variables. Also common is the requirement to separate the control and experimental groups so that the measurement results can be compared with some standard. However, along with these general requirements, laboratory and natural experiments have their own rules. Especially debatable for social psychology is the question of a laboratory experiment.

1.3 Factors affecting socio-psychological relations in the workforce

The conditions in which the members of the working group interact affect the success of their joint activities, satisfaction with the process and results of work. In particular, these include the sanitary and hygienic conditions in which employees work: temperature, humidity, lighting, spaciousness of the room, the availability of a comfortable workplace, etc. Of great importance is the nature of the relationship in the group, the dominant mood in it. To denote the psychological state of the group, such concepts as “socio-psychological climate”, “psychological atmosphere”, “social atmosphere”, “climate of the organization”, “microclimate”, etc. are used.

By their origin, these concepts are largely metaphorical. An analogy can be drawn with the natural and climatic conditions in which a plant lives and develops. In one climate it may flourish, in another it may wither. The same can be said about the socio-psychological climate: in some conditions, the group functions optimally and its members get the opportunity to fully realize their potential, in others, people feel uncomfortable, tend to leave the group, spend less time in it, their personal growth slows down.

When talking about the socio-psychological climate (SPC) of the team, they mean the following:

The totality of the socio-psychological characteristics of the group;

Prevailing and stable mental attitude

collective;

The nature of relationships in the team;

Integral characteristic of the state of the team.

A favorable SEC is characterized by optimism, joy of communication, trust, a sense of security, safety and comfort, mutual support, warmth and attention in relationships, interpersonal sympathy, openness of communication, confidence, cheerfulness, the ability to think freely, create, grow intellectually and professionally, contribute to development of the organization, making mistakes without fear of punishment, etc.

An unfavorable SEC is characterized by pessimism, irritability, boredom, high tension and conflict in relations in the group, uncertainty, fear of making a mistake or making a bad impression, fear of punishment, rejection, misunderstanding, hostility, suspicion, distrust of each other, unwillingness to invest efforts in a joint product, in development of the team and the organization as a whole, dissatisfaction, etc.

There are signs by which one can indirectly judge the atmosphere in the group. These include:

Staff turnover rate;

labor productivity;

Product quality;

Number of absenteeism and lateness;

The number of claims, complaints received from employees and

clients;

Completion of work on time or late;

Careful or negligent handling of equipment;

The frequency of work breaks.

The following questions will help you assess the atmosphere in the team.

Do you like your job?

Would you like to change it?

If you were to look for a job right now, would you choose where you are now?

Is your job interesting and varied enough for you?

Are you satisfied with the conditions at your workplace?

Are you satisfied with the equipment that you use in your work?

How satisfied are you with your salary?

Do you have the opportunity to improve your skills? Would you like to take advantage of this opportunity?

Are you satisfied with the amount of work you have to do?

Are you overloaded?

Do you have to work during non-working hours?

What would you suggest changing in the organization of joint activities?

How would you rate the atmosphere in your work team (friendly relations, mutual respect, trust or envy, misunderstanding, tension in relationships)?

Are you satisfied with your relationship with your immediate supervisor?

How often do conflicts arise in your team?

Do you consider your colleagues qualified workers?

Responsible?

Are you trusted and respected by your colleagues?

The leader can purposefully regulate the nature of relations in the group and influence the SEC. To do this, it is necessary to know the patterns of its formation and carry out management activities, taking into account the factors affecting the SEC. Let us dwell on their characteristics in more detail.

There are a number of factors that determine the socio-psychological climate in the team. Let's try to list them.

Global macro environment: the situation in society, the totality of economic, cultural, political and other conditions. Stability in the economic and political life of society ensures the social and psychological well-being of its members and indirectly affects the socio-psychological climate of the working groups.

Local macro environment, i.e. an organization that includes a workforce. The size of the organization, the status-role structure, the absence of functional-role contradictions, the degree of centralization of power, the participation of employees in planning, in the distribution of resources, the composition of structural units (gender and age, professional, ethnic), etc.

Physical microclimate, sanitary and hygienic working conditions. Heat, stuffiness, poor lighting, constant noise can become a source of increased irritability and indirectly affect the psychological atmosphere in the group. On the contrary, a well-equipped workplace, favorable sanitary and hygienic conditions increase job satisfaction in general, contributing to the formation of a favorable SEC.

Job satisfaction. Of great importance for the formation of a favorable SEC is the extent to which work is interesting, diverse, creative for a person, whether it corresponds to his professional level, whether it allows him to realize his creative potential and grow professionally. The attractiveness of work increases satisfaction with working conditions, pay, the system of material and moral incentives, social security, vacation distribution, work schedule, information support, career prospects, the opportunity to improve one's professionalism, the level of competence of colleagues, the nature of business and personal relationships in the team vertically and horizontal, etc. The attractiveness of the work depends on how its conditions correspond to the expectations of the subject and allow him to realize his own interests, satisfy the needs of the individual:

In good working conditions and worthy material remuneration;

In communication and friendly interpersonal relationships;

Success, achievements, recognition and personal authority, possession of power and the ability to influence the behavior of others;

Creative and interesting work, opportunities for professional and personal development, realization of one's potential.

The nature of the activity performed. The monotony of activity, its high responsibility, the presence of a risk to the health and life of an employee, stressful nature, emotional richness, etc. - all these are factors that can indirectly negatively affect the SEC in the work team.

Organization of joint activities. The formal structure of the group, the way of distribution of powers, the presence of a single goal affects the SEC. The interdependence of tasks, the unclear distribution of functional responsibilities, the inconsistency of the employee with his professional role, the psychological incompatibility of the participants in joint activities increase the tension in the group and can become a source of conflict.

Psychological compatibility is an important factor influencing SEC. Psychological compatibility is understood as the ability to work together, which is based on the optimal combination of the personal qualities of the participants in the team. Psychological compatibility may be due to the similarity of the characteristics of the participants in joint activities. It is easier for people who are similar to each other to establish interaction. Similarity contributes to a sense of security and self-confidence, increases self-esteem. The basis of psychological compatibility may also be the difference in characteristics according to the principle of complementarity. In this case, people are said to fit together "like a key to a lock." The condition and result of compatibility is interpersonal sympathy, the attachment of participants in the interaction to each other. Forced communication with an unpleasant subject can become a source of negative emotions.

The degree of psychological compatibility of employees is influenced by how homogeneous the composition of the working group is according to various social and psychological parameters:

There are three levels of compatibility: psycho-physiological, psychological and socio-psychological:

The psychophysiological level of compatibility is based on the optimal combination of the features of the sensory system (vision, hearing, touch, etc.) and the properties of temperament. This level of compatibility is of particular importance when organizing joint activities. Choleric and phlegmatic will perform the task at a different pace, which can lead to disruptions in work and tension in relations between workers.

The psychological level implies the compatibility of characters, motives, types of behavior.

The socio-psychological level of compatibility is based on the consistency of social roles, social attitudes, value orientations, and interests. It will be difficult for two subjects striving for dominance to organize joint activities. Compatibility will be facilitated by the orientation of one of them to submission. A quick-tempered and impulsive person is more suitable as a partner for a calm and balanced employee. Psychological compatibility is facilitated by self-criticism, tolerance and trust in relation to the interaction partner.

Harmony is the result of the compatibility of employees. It ensures the maximum possible success of joint activities at minimum cost.

The nature of communications in an organization acts as a factor in the SEC. The lack of complete and accurate information on an important issue for employees creates fertile ground for the emergence and spread of rumors and gossip, weaving intrigues and behind-the-scenes games. The manager should carefully monitor the satisfactory information support of the organization. Low communicative competence of employees also leads to communication barriers, increased tension in interpersonal relationships, misunderstanding, mistrust, and conflicts. The ability to clearly and accurately express one's point of view, possession of constructive criticism techniques, active listening skills, etc. create conditions for satisfactory communication in the organization.

Leadership style. The role of the leader in creating the optimal SEC is crucial:

Democratic style develops sociability and trust in relationships, friendliness. At the same time, there is no feeling of imposition of decisions from outside, “from above”. The participation of team members in management, characteristic of this style of leadership, contributes to the optimization of the SEC.

An authoritarian style usually breeds hostility, submissiveness and fawning, envy and mistrust. But if this style leads to a success that justifies its use in the eyes of the group, it contributes to a favorable SEC, such as in sports or in the army.

The conniving style results in low productivity and quality of work, dissatisfaction with joint activities and leads to the formation of an unfavorable SEC. The conniving style may be acceptable only in some creative teams.

If the manager makes excessive demands, publicly criticizes employees, often punishes and rarely encourages, does not appreciate their contribution to joint activities, threatens, tries to intimidate them with dismissal, deprivation of bonuses, etc., behaves in accordance with the slogan “the boss is always right”, does not listen to the opinion of subordinates, is inattentive to their needs and interests, then he forms an unhealthy working atmosphere. The lack of mutual respect and trust makes people take a defensive position, protect themselves from each other, the frequency of contacts is reduced, communication barriers, conflicts arise, there is a desire to leave the organization and, as a result, there is a decrease in productivity and product quality.

Fear of punishment gives rise to the desire to avoid responsibility for the mistakes made, shifting the blame to others, and the search for a "scapegoat". For this role, as a rule, a person (a group of persons) is chosen who is not guilty of what happened, but differs from the majority of employees, is not like them, is weak and is not able to stand up for himself. He becomes the object of attacks, hostility, unfounded accusations. The presence of a "scapegoat" allows group members to defuse tension and dissatisfaction, which easily accumulate in an atmosphere of mutual distrust and fear. Thus, the group maintains its own stability and cohesion. It seems paradoxical, but no matter how much hostility and hostility the “scapegoat” causes in its address, the group needs it as a “safety valve” that allows it to free itself from aggressive tendencies. The search for a "scapegoat" plays the role of a mechanism for integrating and stabilizing relations in a group, avoiding sharp and intense conflicts. But this process provides only a partial, one-time effect. The source of tension and dissatisfaction in the organization remains, and the wrong behavior of the leader plays a significant role in their appearance.

Even if the leader uses an authoritarian management style, it can be positive if, when making a decision, he takes into account the interests of employees, explains his choice to them, makes his actions understandable and justified, in other words, pays more attention to establishing a strong and close relationship with subordinates.

Thus, the leader can significantly influence the nature of interpersonal relations in the work team, the attitude towards joint activities, satisfaction with the conditions and results of work, i.e. socio-psychological climate, on which the effectiveness of the organization as a whole largely depends.

2. General characteristics of the activities of Real-Plast LLP

2.1 Technical and economic performance indicators of Real-Plast LLP

Real-Plast LLP was established in 1997 in accordance with the Code of the Republic of Kazakhstan and other legislative acts of the Republic of Kazakhstan.

Real-Plast LLP operates on the basis of the Charter. The founder of the Partnership is an individual who, on the basis of the Charter, registered this limited liability partnership in the public service center of the Turksib district of Almaty on March 26, 1997.

Real-Plast LLP is located at the address: Almaty, st. Kazybaeva d. 26.

The main activity of Real-Plast LLP is the production of plastic and metal-plastic structures. The company also offers its customers a product of excellent quality in the form of a comprehensive service for consulting customers, measuring window openings in apartments and houses, manufacturing, delivery, installation and warranty service of window structures.

The main goal of the company is to make the client's home comfortable and warm. For this they have everything - reliable modern equipment, qualified staff, experienced engineers and technologists, reliable partners, ability and desire to work.

The company took part in the construction and reconstruction of many facilities and the installation of plastic structures in the city of Almaty and throughout Kazakhstan. Among them: Academy of Business and Fashion "Symbat", Almaty; Car showrooms "Virage" and "Astana-Motors", Almaty; Bank of China in Kazakhstan, Almaty; Bank Center Credit, Almaty; Hotels "Field of Miracles", "Consul", "Pharaoh" and "Kazachka", Almaty; The building of the National Bank and the plant "Asia-Ceramics", Shymkent; Buildings of the Prosecutor's Office and the Main Department of Internal Affairs, Taldy-Kurgan; Republican SES, Almaty; Restaurants "Asia" and "Darkhan", Almaty; Restaurant and hotel complex "Olympic-PLAZA", Almaty; Markets "Eurasia" and "Sary-Arka", Almaty; Market "Zhetysu", Kapshagay and many others.

According to the wishes of its customers and taking into account many years of experience, Real-Plast LLP has chosen four systems of PVC profiles of German, Chinese, South Korean and Turkish production, which meet the most stringent requirements for construction today.

Real-Plast LLP cooperates with such companies as Conch, Veka, Galaksi Group, LG Hausys, Roto Frank AG, Siegenia-AUBI, Plastkonstruktor LLP.

CONCH is a Chinese PVC profile manufacturer. The plant is fully automated and uses the latest equipment from Germany and Austria. The main product of "CONCH" is the PVC profile of the highest and medium quality category for the production of windows and doors. CONCH has 806 sets of various PVC profile molds, and currently produces more than 600,000 tons of PVC profile per year, which makes CONCH a world leader. The product quality has been confirmed by the European Union certificate, ISO9002 quality certificate, Green Building Materials certificate, and IS014001 "Green Building Materials" certificate. The CONCH plant supplies PVC profiles not only to Kazakhstan, but also to countries such as the USA, South Korea, England, Belgium, which indicates the reliability, guarantee and quality of these products. Therefore, the company is able to sell high-quality, reliable windows at the most affordable prices on the market.

VEKA is a manufacturer of plastic profiles for window and door structures. "VEKA Rus" is a subsidiary of the German company "VEKA AG", and for more than 16 years has been manufacturing modern materials for the production of finished PVC windows and doors. Quite well-known in Europe, in Russia, and even in Kazakhstan, the profile brand. Very high quality and easy to use profile system. Complete with German fittings with expensive, easily adjustable hinges.

Profile system "VEKA" combines modern design and the latest achievements of the window industry. Thanks to improved heat engineering, high sound insulation properties and durability, VEKA windows are ideal for use in different climates.

GALAKSI GROUP LLP was founded in 1993 with the aim of investing in the production of the countries of Central Asia. The main business of the company is related to the production of metal-plastic and aluminum profiles, windows, pipes and fittings. The company confidently conducts its business in the market of Kazakhstan. The head office and production shops are located in the city of Almaty. GALAKSI GROUP LLP produces plastic profiles for windows and doors under the Galwin trademark.

Galwin constantly monitors the quality of its products. The use of the most modern technologies and "know-how" allows us to produce products of consistently high quality. The geometry of the profiles and the quality of the outer surfaces, the whiteness and physical properties of the plastic are checked for compliance with international standards. The quality of the produced profile is confirmed by certificates. Galwin profiles are recognized as frost-resistant and are recommended for installation in any climatic zones of Kazakhstan, including in the Far North.

The South Korean company "LG Hausys" specializes in the production and sale of a wide range of materials for the arrangement and repair.

They produce the "LG Hausys" profile, which has become a well-known brand in many countries. To date, LG Hausys is the largest manufacturer of PVC profiles. This profile is successfully sold in the USA, Japan, China, India, Turkey, and other countries.

The profile system L-600 and L-600C is specially designed to meet consumer demand for high-quality plastic windows with good durability, heat saving and reasonable price. The system of plastic window profiles L-600 (L-600C) provides good thermal insulation and complete absence of noise due to the 4- and 3-chamber structure with a construction depth of 60 mm. The system of PVC profiles L-600 (L-600C), created by technology, complies with the highest European quality standards.

The German company "Roto Frank AG" (Roto Frank) was founded in 1935. Wilhelm Frank, the founder of the company, invented a window unit that opened in two planes, horizontal and vertical. A large concern appeared with its head office in Leinfelden, near Stuttgart. The concern includes 12 factories: three of them are located in Germany, two factories each in Hungary and the USA, Slovenia, China, Poland, Austria. Representative offices of this company are located in thirty-eight countries of the world.

Roto Frank AG develops two main areas - window fittings and door fittings, as well as building elements. The most widely used fittings for plastic and wooden windows. Roto Frank AG sells almost half of its products to Eastern Europe. Today, most of all window manufacturers use Roto fittings.

The Real-Plast company also uses fittings from the German company SIEGENIA-AUBI, founded in 1873. This company launched the first tilt-and-turn hardware system for plastic windows on the market. AUBI products are certified according to DIN ISO 9001, the most recognized quality assurance for construction, design, production, installation and customer service.

Plastkonstruktor LLP was founded in August 2006. The main activity of the company is the sale of PVC window sills and components for the installation of plastic slopes. Today the company is the main supplier for many window companies, as well as construction organizations in the Kazakhstani market.

PVC profile windows appeared on the market of Kazakhstan relatively recently, but have already taken a strong position due to a number of advantages. Metal-plastic products are sealed, due to which they have excellent heat-shielding and sound-proofing properties, as well as high strength. These windows do not require any maintenance, painting and repair during operation.

The design possibilities of the profile systems used by this company are practically unlimited, which allows you to implement any design and color solutions. This is very important for clients living in non-standard series of houses and cottage settlements.

Real-Plast windows will retain their freshness and attractiveness for a long time, without requiring you to spend a lot of money, repair, or special care. Therefore, it is necessary to make the right decision when choosing windows, which you would not have to regret for many years. Real prices, high quality and rich work experience allow Real-Plast LLP to predict a further increase in demand for their products. Convenient service, short production time, long-term quality guarantee for products, good discounts - will help customers to correctly evaluate the offer of this company and make the right choice.

Management model 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 conditional, 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 manager is the management of people in a constantly changing situation in order to achieve predetermined goals, motivate employees and other factors on which activities are based. Personnel management involves sufficient knowledge of each subordinate, both the employee and the individual. Its purpose is to rally people into a team, to make the most of their strengths, and to make their weaknesses insignificant.

The leader exercises control by assuming authority, distributing responsibilities and controlling the actions of subordinates. Knowledge of the regularities of the mechanism of socio-psychological management makes it possible to choose appropriate methods, to design a system of socio-psychological relations in an organization.

Improvement of socio-psychological methods of management

Socio-psychological management methods are based on moral values. They are developed in relation to the conditions of a certain culture, reflect its system of values and norms of behavior: individual and group interests, interpersonal and intergroup relations, motivation and control of human behavior. As a result, their transfer to other conditions is inefficient and often impossible. Reward methods that stimulate individual performance will not work well in a collectivist society; methods of hanging the efficiency of the enterprise, based on confrontation, cannot be used where harmony and the absence of conflicts are among the main values; problem solving methods built on demographic principles are difficult to apply in a traditionally autocratic culture; the matrix system of organization cannot work effectively in conditions where people highly value unity of command 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 amount of information recorded and analyzed, that is, relating to 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 propositions will be involved. For example, the method of production control or maintenance scheduling required by the technology may conflict with workers' beliefs and habits regarding punctuality, work organization and discipline, justified absence from work, accuracy and reliability of recorded records, and so on.

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 productively and effectively use production resources, the creation of which is impossible without taking into account the psychology of the individual and the socio-psychological patterns 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 team, the interests, inclinations and actions of employees, the causes of many phenomena, the motives of behavior, positive and negative trends in the development of the team.

A workable 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 for the forthcoming activities of the collective, corresponding to internal aspirations, for the sake of achieving which they are ready to completely or partially give up 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 minor, achievements in the process of joint activity, clearly demonstrating its clear advantages over individual.

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

For the success of the official team, a strong leader is needed, to whom people are ready to obey and who they are ready to follow to the goal, despite the difficulties and hardships. For effective team building, several factors should be considered:

Team Size- Research has established 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 the activities and fulfillment of their tasks. The big difficulty when working with a team in a retail store is that the team is officially divided into groups, i.e. shifts and their communication is quite difficult

The composition of the team - the degree of similarity of personalities and points of view, 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. Many points of view will bear fruit. An unqualified person is engaged in the selection of personnel in the organization, he undoubtedly knows a lot in the field of retail trade, but he has neither education nor experience in the field of personnel management and personnel policy. The selection and placement of personnel should be handled by a specialist. I propose to introduce the position of a psychologist in the staff list, whose duties will also include the 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. Norms are designed to prompt members of the team. They have such a strong influence because only by correlating their actions with the norms can a person count on the recognition of the team, its support.

group consensus- this is a tendency for a person to suppress his views on some phenomenon, so as not to disturb the harmony of the team. In this case, it is believed that disagreement undermines the sense of belonging to the team. In an atmosphere of group unanimity, the paramount task for the individual is to stick to a common line of behavior in discussing the 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 assumes that everyone else thinks the same way. As a result, the problem is solved less efficiently, because the required information is not discussed or evaluated. In order to avoid group unanimity, it is necessary to think over the placement of personnel more skillfully, selecting people with different points of view and not embarrassed to argue and speak out in one department.

Conflict- Differences of opinion usually lead to effective teamwork, but it also increases the likelihood of conflict, while active exchange of views is useful, it can lead to intra-group disputes, manifestations of open conflict, which are always detrimental.

Status of team members- the status of an individual 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 experience. Typically, members of a group whose status is high enough are able to exert more influence on the decisions of the team than members of a group with a low status. However, this does not always lead to increased efficiency. A person who has worked for an enterprise for a short time may have more valuable ideas and experience regarding a problem than a person with a high status. For the effective functioning of the team, efforts should be made so that the opinions of members with a higher status do not dominate.

Team member roles- the critical factor determining the effectiveness of the work 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 roles for creating a work team. Target roles are distributed in such a way as to be able to select collective tasks and perform them. Supporting roles imply behavior that contributes to the maintenance and revitalization of the life and activities of the team.

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 morality.

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

It is impossible to find two people completely identical in psychological, personal properties. At the same time, in each person there are rudiments of common personality traits, which makes him somewhat similar to others. The individuality of a person consists of three components: each is somewhat identical to the others; everyone is similar in some ways to others, each in some ways 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; environmental factors; traits and personality traits. Such psychological properties of a person as temperament, character, features 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 this or that seal on all the activity of a given individual” (IP Pavlov). The definition of temperament is important for successful professional orientation, and must be taken into account when placing personnel.

Tab. 1. Characteristics of personality traits depending on temperament

temperament type	Features of nervous processes
temperament type		equilibrium	mobility
		Unbalanced	Rampant
Phlegmatic person		Balanced	Inert	inhibited
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 match 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 a person aspires to in an organization, 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 offered by the organization to a person and his claims becomes the basis of the conflict.

Two approaches are possible to solve this problem. The first is that the role is fundamental. In the second approach, the starting point is the place that a person claims 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 selected for the person
Work study	The study of human capabilities and aspirations
Work description	Assigning a person to a certain place in the organization
Definition of qualification requirements	Selection of work that best suits a person's capabilities
Selection of candidates according to 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 common 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 methods 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 the character, profession and habits.

For social psychology, the main guideline is the relationship of the individual with the group; revealing patterns that govern the behavior and activities of a person included in a particular social group.

The structure reflecting official relations in the team was called official. The official structure is impersonal: the rights and duties that prescribe a certain set of actions and a style of behavior are vested not in a certain person, but in everyone occupying a given place or position. Any formal group, along with the official structure, fixed by the staff list, necessarily has an informal structure, which arises spontaneously, spontaneously, but often it is it 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 method of sociometry, which allows you to accurately determine the relationship in the team (it comes down to a survey of group members according to criteria that are significant for assessing any side of interpersonal relationships). The survey is conducted in a non-depersonalized way, 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-commercial, 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 resource 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:

A manager must get the most out of his subordinates.

Well-designed work should create internal motivation, a sense of personal contribution to the products. Man is a social being, which means that a sense of belonging can cause deep psychological satisfaction in him. It also allows you to realize yourself as a person.

Differences in perception often result in people disagreeing with each other on a particular issue. This disagreement arises when the situation is of a conflict nature. Of all the conflict resolution methods, the method of principled negotiations based on objective criteria is considered the most valid.

Ensuring an ethical balance that does not allow conflicts of interest is the concern of the managers of the organization and, above all, its top management, responsible for the formation of the social ethics of the organization.

When coordinating personal and public interests, leadership is of particular importance, 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 subordination, then at present the philosophy of leadership is based on consent, that is, the cooperation of all working under the leadership, which is impossible without knowledge of human psychology.

Bibliographic list

Process Management, ed. Becker J., Vilkova L. I. others, trans. with German, 2007

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

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

Andreeva I.V. Business Ethics: Textbook. - St. Petersburg: Vector, 2005

Vardanyan I.S. Proposals for improving non-material incentives for personnel - Personnel management. - 2005. - No. 4

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

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

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

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

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

SOCIAL - PSYCHOLOGICAL ASPECTS ORGANIZATION MANAGEMENT Explanatory note to the course project in the discipline “ Management"KP...

socially-psychological features of the ecological consciousness of military personnel
Thesis >> Psychology
... 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...
Psychological peculiarities socially-personal competence
Coursework >> Psychology
... psychological features of the 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 standards, adherence ethical norms...

Socio-psychological aspects of management at the present time. Psychological aspects of management —. Motives play an important role in human labor activity. Without them, labor activity cannot be carried out expediently at all. But motives are

Send your good work in the knowledge base is simple. Use the form below

Similar Documents

Management model using socio-psychological methods

Improvement of socio-psychological methods of management

Conclusion

Bibliographic list

socially-psychological features of the ecological consciousness of military personnel

Psychological peculiarities socially-personal competence