Signs and superstitions 

How to create a favorable socio-psychological climate of the team? Formation and maintenance of a moral and psychological climate in the team

Introduction

psychological business team

The efficiency of the enterprise and the well-being of employees are largely determined by the state of social and psychological climate in the enterprise team.

The success of the entire team is entirely determined by the results of the work of its members.

The state of the psychological climate is one of the leading indicators of the leader's work. It depends on good, friendly relationships, enhanced by positive motivation, mutual respect, successful leadership, good communications, cooperation, mutual assistance.

The relevance of the study lies in the fact that a healthy psychological climate in the team matures slowly and is difficult to maintain at the required level. A stable spiritual atmosphere or mental attitude of the team, manifested in the relationship of people to each other, and in relation to the common cause, are important conditions for a "healthy climate in the team." The well-being of employees and general business activity depend on the level of its development. The state of the microclimate in the team, like the weather, can change from day to day. Achievement high level The psychological climate is a long process, which is practically impossible to implement in a short time on the basis of appeals and slogans.

The purpose of the control work is to study the influence of the psychological climate in the team on the effectiveness of business communication.

To achieve this goal, the following tasks were set:

Consider the concept of psychological climate in the team.

Consider the structure of the psychological climate in the team.

Influence of the psychological climate in the team on the effectiveness of business communication.

1. The concept of the psychological climate in the team


The psychological climate is a qualitative side of interpersonal relationships, manifested in the form of a set of psychological conditions that contribute to or hinder productive joint activities and the comprehensive development of the individual in a group.

The psychological climate depends on the leadership style and organizational culture.

In a word, the psychological climate is the state of interpersonal and group relations in the team, reflecting the business mood, labor motivation and the degree of social optimism of the organization's personnel. The normal atmosphere of these relations allows each employee to feel like a part of the team, ensures his interest in joint work, encourages a fair assessment of the achievements and failures of both their own and colleagues, the organization as a whole.

The psychological climate is complex psychological characteristic, reflecting the state of relationships and the degree of satisfaction of the staff with various factors in the life of the team.

Often the essence of the psychological climate is reduced to the following psychological phenomena: the state of collective consciousness; reflection of the features of human interaction; emotional and psychological mood of the group; group mood; the state of the group; psychological unity of group members; relationships in groups and collectives, etc.

It is also believed that the psychological climate is a system of norms, customs and values ​​that prevail in a given group of people. Climate is expressed in the way that members of a group or team depend on each other (social ties), as well as in the way people depend on jointly performed functions or tasks (task links).

Therefore, it is possible to reveal the psychological climate by denoting at least three series of relationships:

Relations between members of the team along the vertical - leadership, the perception of the leader by the team and, conversely, the degree of participation in management, satisfaction with the degree;

Relations between team members horizontally - team cohesion, the nature of interpersonal relationships, types and methods of conflict resolution;

Attitude to work - satisfaction with work, the effectiveness of the team.

In the field of relations, horizontally, character studies are usually singled out. business relations:

between team members - exactingness, mutual assistance, competition, forms and methods of organizing joint activities,

interpersonal relations - the system of positive and negative emotional connections, the psychological status of each member of the team, the system of assessments and self-assessments of group members are being studied.

The attitude to work is studied at two levels:

as overall job satisfaction (nature of work, conditions, wages, etc.)

as an intention to continue working in this enterprise.

Thus, the attitude to work expresses the measure of satisfaction of a person, his activity, and therefore acts as the most important characteristic psychological climate.


2. The structure of the psychological climate in the team


An essential element of the psychological climate is the characteristic of its structure. Then, in the structure of the psychological climate in the team, the presence of two main divisions becomes obvious - the attitude of people to work and their relationship to each other. In turn, relations to each other are differentiated into relations between workmates and relations in the system of leadership and subordination.

Ultimately, the whole variety of relationships is viewed through the prism of two main parameters of mental attitude - emotional and objective. Under the objective mood is meant the focus of attention and the nature of a person's perception of certain aspects of his activity. Under the emotional - his emotional attitude of satisfaction or dissatisfaction with these parties.

Each of the members of the collective, on the basis of all other parameters of the psychological climate, develops in itself the consciousness corresponding to this climate, the perception, evaluation and feeling of one's "I" within the framework of this particular community of people.

To a certain extent, the well-being of a person can also serve as a well-known indicator of the degree of development of his spiritual potential. IN this case implies a mental state, determined largely by the atmosphere of the production team.

Thus, the psychological climate in the team is most often defined as the holistic state of the group (team), a relatively stable and typical emotional mood for it, reflecting the real situation of labor activity (character, conditions, organization of work) and the nature of interpersonal relations


3. The influence of the psychological climate in the team on the effectiveness of business communication


Signs of a favorable psychological climate for effective business communication:

trust and high demands of group members to each other;

benevolent and businesslike criticism;

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

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

sufficient awareness of the team members about its tasks and the state of affairs in their implementation; satisfaction with belonging to the team;

a high degree of emotional involvement and mutual assistance in situations that cause a state of frustration in any of the members of the team; taking responsibility for the state of affairs in the group by each of its members.

Communication in a work team is a complex process that proceeds from establishing contacts to developing interaction and building relationships. Main function communication is the organization of joint activities of people, which involves the development of a single strategy for interaction, which is possible only on the basis of coordinating their positions. Another function of communication is the knowledge of each other by people, as well as the formation and development of interpersonal relationships.

Business communication includes business meetings, business negotiations and business correspondence. Business conversation retains the basic functions of conventional communication, but has some specific features:

a certain formality

focus on results,

the predominance of the informational component over the emotional one.

The effectiveness of business negotiations, the degree of mutual understanding with partners, customers and employees, the moral and psychological climate in the team depend on how skillfully this communication is built.

Factors affecting the moral and psychological climate.

Internal climate-forming factors include:

1. Leadership style, which directly affects the mood, behavior of people, their relationships.

.Efficiency of the labor process. Here we are talking about subjectively assessed organizational and managerial, economic and material and technical conditions in which a person works. The dissatisfaction of workers with the organization of the business has a negative effect on the socio-psychological climate.

. Personal qualities of employees. Through them all the circumstances of work activity and personal life are refracted. Persons prone to conflict, intolerant of the opinions of others, with high self-esteem, an unreasonable level of claims and a low culture of behavior provoke a deterioration in the socio-psychological climate.

. Corporate (group) culture, which, being a factor of group consciousness, affirms certain interpersonal relationships in the team as a common value. With a strong group self-consciousness, persons who encroach on a common value are condemned, which insures the socio-psychological climate against violations.

This factor is combined with such a phenomenon as group pressure on personality.

. Psychological compatibility and teamwork of peoplein working groups, which means the ability of people to interact in connection with their social and psychophysiological qualities. Psychological compatibility is determined by a combination of personal qualities, and workability primarily depends on the style of work.

7. Male to female ratioin the team sometimes also affects the climate. Psychologists recommend, if possible, gender-mixed groups. Women's teams are more susceptible to fluctuations in the socio-psychological climate than men's.

8. Dimensions of the primary team.Psychologists consider average teams of 10 to 20 people to be optimal. Large primary teams (more than 25 people) tend to break up into separate groups, in smaller ones it is difficult to find psychologically compatible people due to the limited choice. Practice and research confirm that the most favorable conditions for establishing a healthy microclimate are created in teams that are optimal in size, as people find themselves in post-business and friendly communication, which contributes to cohesion.

. The age structure of the team.Experience has established that for greater stability of the team, it is desirable to complete it with workers of different ages. Studies have shown that more stable teams are where 40% of workers with experience and length of service and 60% of young workers work together. A team consisting of people of the same age tends to close on the interests of their age.

One of the significant factors is physical distance of working team members.The person working nearby is more often perceived as best friend than the one who works further.

Thus, the effectiveness of business communication is affected by a large number of factors. The climate manifests itself in a certain way and in relation to each of the members of the collective to himself.

It has been established that the results of labor largely depend on a number of psychological factors. The ability to take into account these factors and use them to purposefully influence individual employees will help the manager to form a team with common goals and objectives.

Researchers identify the following as psychological factors in the effectiveness of organizations:

purposefulness that characterizes the goals of joint interaction, i.e. needs, value orientations of members of the organization, means and methods of interaction;

motivation, revealing the causes of labor, cognitive, communicative and other activity of members of the organization;

emotionality, manifested in the emotional attitude of people to interaction, in the specifics of emotional, informal relations in the organization.

stress resistance, which characterizes the ability of the organization to consistently and quickly mobilize the emotional and volitional potential of people to counteract destructive forces.

integrativity, providing the necessary level of unity of opinion, coordination of actions.

organization, due to the peculiarities of management and self-government processes.

An important condition for the effectiveness of the functioning of organizations is the presence in it of a favorable psychological climate, which includes many of the above factors.

The leader influences almost all factors that determine the psychological climate. The selection of personnel, the promotion and punishment of members of the team, their promotion in the service, and the organization of the work of workers depend on it. This is the cumulative effect of many factors that affect the personnel of the organization and ultimately determine the desire of employees for useful activity, creative initiative, cooperation and solidarity with others.

Conclusion


Professional activity we dedicate a significant part of our lives, so the desire to feel comfortable and confident among colleagues is quite understandable. But, unfortunately, there are not very many people going to the service as if to a holiday.

Managers are puzzling over how to bring the team together in order to increase the effectiveness of teamwork, create an atmosphere of trust and cohesion. It has been established that there is a positive relationship between the state of the psychological climate of a developed team and the effectiveness of the joint activities of its members.

The following are applied as special measures: scientifically substantiated selection, training and periodic certification of leading personnel; recruitment of primary teams, taking into account the factor of psychological compatibility; the use of socio-psychological methods that contribute to the development of mutual understanding and skills of effective interaction among team members. The psychological climate depends on the leadership style and organizational culture.

It is worth noting that among the main factors of the psychological climate are the relations of people and the conditions for joint activities.

They say about a favorable climate if a cheerful, cheerful tone of relations between employees prevails in the team, there is a desire to spend free time together, there is a fair and respectful attitude towards all employees, and a willingness to openly discuss disagreements.

An unfavorable climate is characterized by the fact that a depressed mood prevails in the team, pessimism in assessing their personal and professional prospects, there is a negative, critical and even aggressive attitude of people towards each other, there are no norms of justice and equality in relationships. Employees do not strive for closer communication with each other, the team as a whole is inert, passive, it is difficult to raise people to a common cause, in crisis situations they are not able to unite.

Thus, the psychological climate in the team affects the effectiveness of business communication. strong influence, and the state of interpersonal and group relations in the team reflects the business spirit and labor motivation. The normal atmosphere of these relations allows each employee to feel like a part of the team, ensures his interest in teamwork, encourages a fair assessment of the achievements and failures of both his own and colleagues, the organization as a whole.


Crossword

312547615 91081114131216

Horizontally : 1. The method of influence in the case of high-quality and effective human activity. 2 . The generalized name of documents different in content, allocated in connection with a special way of transmitting the text. 4 . The method of influence in case of systematic and consciously admitted shortcomings in work. 6. Clash of opinions, in which each side defends its point of view 8. Obstacles in the way of transmitting and receiving information that cause misunderstanding of the interlocutors. 10. A set of certain qualities that people associate with individuality . 12. Standardized Method psychological research, designed for accurate quantitative assessments and strict qualitative definitions of a person with a focus on established assessment standards. 14. Persuasive arguments, grounds given to prove something. 16. The system of universal and specific moral requirements and norms of human behavior.

Vertically : 1. The main means of coordinated decision-making in the process of communication of interested parties. 3 . Document on operational matters transmitted by telephone or recorded by the recipient . 5. Ordering or arranging values, events, people in a certain order. 7. The ability to organize the interaction of people in the business sphere, which allows you to establish psychological contact and achieve accurate perception and understanding in the process of communication. 9. The ability to influence the word. 11 The ability to keep oneself within the bounds of decency, especially in conflict situations. 13. The most common form of expressing dissatisfaction with the activities of subordinates or work colleagues. 15 . An element of the attitude associated with the ordinary consciousness of the individual.


Crossword

3T 1encouragement 2correspondenceeeef 5pro 4on the 7testimony 6controversy 15 co 9to 10image-grooming 8barrier 11krauryroas 14argumentationwork 13ktearanriketiiptchi 12testniviovnksooatsst16 ethics

List of used literature


1.Borozdina G.V. Psychology of business communication. - M.: INFRA-M, 2012. - 246 p.

2.Grishina NV Psychology of conflict. - St. Petersburg: Peter, 2011. - 218s.

.Komarova L.V. Technologies of business communication in management activities. - M.: UNITI-DANA, 2012. - 356s.

.Kuznetsov I.N. Business conversation. - M.: Publishing and Trade Corporation "Dashkov and CO

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Everyone would like to find a job where they pay well, and the staff is pleasant, and there are no overtime, and the entire social package is present. Similar information is indicated in almost 99% of resumes on various job search resources. But employers offer fewer privileges, but many requirements with little pay. Of course, it is also important for them to find a suitable candidate, and also to achieve high labor productivity with minimal effort on their part.

Positive attitudes among employees always have a positive effect on the work process and productivity.

In large companies, the principle of working with employees is successfully applied not only to improve skills, but also to normalize the psychological climate in the team. Unfortunately, many medium and small firms do not pay attention to this problem, which causes many difficulties.

Psychological climate in the team. Basic concepts

We will try to explain the concept of the psychological climate in the team. Another name is the socio-psychological climate or SPC. This is a general, to some extent stable, psychological mood of the team of one firm, which manifests itself in various types of activities.

A normal atmosphere in the company always has a positive effect not only on the psychology of each employee, but also on other indicators of the company. If the climate is positive, then the following signs of this are distinguished:

trust between colleagues and superiors;
feeling of stability, security;
general willingness to cope with difficulties;
optimism;
pleasant interaction between employees;
sympathy and support among employees;
confidence, attention;
willingness to compromise;
permissible free thought;
desire to develop.

In the opposite state of things, there are negative consequences which may even be irreversible.

Factors affecting the psychological climate in the team

Certain factors that influence the psychological climate in the team are identified. They are able to make it negative and positive. It is important to include sanitary and hygienic conditions among them: lighting, room size, comfort level of the place of work, temperature, etc.

Another factor is the leader himself. If a person adheres to a healthy lifestyle, treats work with responsibility, and has positive qualities, then he will become an example for employees.

To create a normal climate in the team, it is important for the leader to select people with a certain type of temperament for work, so that they fit together. Compatibility in age and experience is also important.

Social tension in the organization. Strategies to reduce

Now there are many approaches and principles to reduce social tension in the organization, that is, to create a positive psychological climate among employees. These goals include the following actions:

when forming a team, it is important for a company to take into account the psychological compatibility of people. Depending on the goals, a combination of different types of temperament and character is required. In many situations, a group with people of the same type of character turns out to be almost unworkable. For example, if you collect only workers who are not capable of initiative and are waiting for constant instructions from above, or only those who are used to issuing commands;

When there are tensions among employees, it is important to understand their cause and find ways to solve and eliminate the problem.

it is important to observe the optimal selection, staging, certification and training of leaders;
establish an acceptable limit on the number of employees that report to one boss (5-7);
monitor the absence of unnecessary vacancies and workers. Excessive and insufficient number of employees becomes the cause of instability of the team. The ground is being formed for the development of conflicts, tensions due to the desire of various candidates to hold positions and receive promotions. Another reason is the uneven workload that occurs when there are extra workers;
it is important to rely in work on the most active and, i.e. informal leaders who enjoy the trust of other employees;
control of the processes of organizing the content components of the climate (values, norms, rules, expectations, general mood and opinion);
prevent and find a way out of conflicts between individuals;

use social and psychological ways, which contribute to the formation of the skills of effective understanding among employees and interaction (to captivate employees by their own example, use trainings, business games, methods of persuasion, etc.).

Experts have developed many psychological and social ways to create a positive climate in the team. Among them it is important to highlight:

Body psychotherapy. It is based on an understanding of the close relationships between phenomena in physiology and the psyche. Especially on the fact that personality traits are noticeable in gestures and movements. Such psychotherapy is manifested in the creation in the company of rooms for unloading the psyche, booths with mannequins for leaders (for the release of negative feelings, etc.);
Art therapy. This technology is based on the fact that the inner "I" of people manifests itself in visible images, when a person creates paintings, sculptures, draws, without thinking about his own work, in other words, spontaneously. The materials that are obtained in the process of fighting the group give a chance to identify levels of aggression and other negative feelings, contribute to resolving conflicts and building relationships between employees. Art therapy will be applied in the field of occupational therapy and social rehabilitation;
Skills training group. This group is classified as a behavioral branch of psychology. The approach to work is based on a learning model, setting goals, defining and evaluating behavior. The “confidence training” groups serve as an example. This is how they teach career planning, decision-making, developing skills to cope with stress and improving social interaction skills.

Leaders select the most appropriate methods for building relationships for their own team.

Many other methods and trainings have been invented that are aimed at creating a positive climate among employees. Today psychologists work in some companies. They are organizing psychological games, testing, conduct classes with employees. Some companies invite such specialists from outside. This, of course, has a positive effect on the psychological and social climate.

How to improve the psychological climate in the team

In order to understand how to improve the psychological climate in the team, it is important to follow some schemes:

remember that it is easier for people to focus on work if they have the opportunity to control the environment. Let them arrange their own jobs. So a person becomes freer, the number of internal conflicts in the team decreases;
employees are pleased to understand that something also depends on them. Even if it is the choice of a calendar for the table at work. The main thing is that it sets in a positive mood, gives additional incentives to work. You will notice that the return will be much greater. Workers should not be too tightly bound, although some dress code is still required to maintain discipline;

That employees need to communicate with each other. The prohibition of this will cause a decrease in labor efficiency, suppresses people, and causes a split in society. Such an environment will not help to rally and develop mutual understanding at work. Therefore, it is important to create a friendly atmosphere;
in addition, you can create something like a canteen, where employees can have lunch together, communicate on abstract topics. In addition, arrange tables in the workplace so that everyone feels in the center. No one should be singled out, otherwise there is a chance of conflicts;

To normalize the climate, it is important to allow employees to participate in the organization of the work process, to feel involved in the main mechanisms of the company's work.

it is also important to make employees feel that the office is not only a workplace. It is worth organizing informal events here: team building, corporate events, etc. Contributes to the cohesion of the team and conducting training collective seminars. And if you allow people to celebrate birthdays in the office, then the atmosphere at work will be filled with ease and ease, and the indicators will certainly rise up.

Thus, in order to achieve the norms of a positive psychological climate, special trainings are required, the use of suitable methods and schemes for organizing the labor process.

January 20, 2014, 11:38

The conditions in which the members of the work team interact with each other or, in other words, the psychological climate in the team, will affect not only the success of their joint activities, but also the results of work and satisfaction with the process itself.

Working conditions should be understood not only as observance of sanitary and hygienic conditions, temperature regime, humidity, illumination, etc. An archival role is given to the nature of the relationship between colleagues. Especially the dominant mood.

Considering such a concept as the psychological climate in a team, one can draw an analogy with the natural and climatic conditions in which a certain plant develops and also lives. One climate will be favorable to him, but in another, inevitable death awaits him. The same can be said about the individual working in the labor collective. Favorable conditions will help him open up and use his full potential. Otherwise, personal growth will slow down, there will be a feeling of discomfort and a desire to leave the group faster.

Characteristics of the psychoclimate of the team

Studying the psychoclimate in a team, they mean the following:

  • the totality of its socio-psychological characteristics;
  • stable and prevailing mood of the team;
  • characteristics of relationships in the microsociety;
  • integral characteristic working group status.

A favorable psychoclimate is characterized by:

  • optimism;
  • the joy of communication;
  • trust;
  • a sense of security;
  • comfort and safety;
  • mutual support;
  • attention in relationships and warmth;
  • interpersonal sympathies;
  • communicative openness;
  • confidence;
  • cheerfulness;
  • free-thinking;
  • the opportunity to create;
  • professional and intellectual growth;
  • making a personal contribution to the common cause;
  • the ability to make mistakes without fear of punishment.

An unfavorable psychoclimate will be diametrically opposed, since the workforce is built on:

It is worth saying that the psychological climate in the team is also determined by indirect signs, among which there are:

How to define psychoclimate?

To study or assess the psychoclimate of the work team, you can use a special questionnaire:

It is worth noting that only the leader can purposefully regulate the psychological climate in the team by carrying out managerial activities, taking into account all the factors affecting the working atmosphere.

Factors that determine the psychoclimate

There are a wide range of factors that determine the psychological climate in the team.

macro environment

It is a setting in a society or a set of cultural, economic and political conditions. Stability in the political and economic life of society ensures the psychological and social well-being of all members of society, and also indirectly affects the psychoclimate of the workforce.

local macro environment

It is an organization consisting of a labor collective. It consists of 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 general planning, the distribution of resources, the composition of structural units according to the principles: gender, age, ethnicity, professional.

Sanitary and hygienic conditions and physical microclimate

source increased irritability constant noise, stuffiness, heat, poor lighting can become. Indirectly, they are able to influence the general psychological atmosphere.

In turn, not only favorable sanitary and hygienic conditions will contribute to the formation of the required psychoclimate, but also a suitably equipped workplace, also increasing overall satisfaction from work activity.

A positive psychological climate in the team can be formed by work that for its performer is diverse, creative, interesting, and at the same time corresponds to a professional level, provides an opportunity to realize creative potential and allows you to grow professionally.

Job attractiveness can be enhanced by:

The attractiveness of the work will also depend on how the conditions correspond to most of the expectations of the subject and allow him to realize his own interests, to satisfy the existing needs of the individual.

Nature of the activity performed

In this case, you need to understand:

  • monotony of activity;
  • high responsibility;
  • the presence of a risk to the life and health of the employee;
  • stressfulness;
  • emotional richness.

All of these factors can contribute to the psychological climate in the team their negative impact.

Psychological compatibility

In this case, the psychological climate in the team cannot be considered separately from the psychological compatibility of the group members. This concept should be understood as the ability of individuals to work together. The basis of psychological compatibility is a combination of personal qualities of all members of a particular team. After all, it is much easier for people who are similar in character to establish interaction.

The condition that ensures effective psychocompatibility will be the presence of interpersonal sympathy and attachment to each other of the members of the working group.

The forced communication of an individual with an unpleasant subject can be a source of manifestation of negative emotions.

Psychophysiological level of compatibility

It consists of an optimal combination of the features of the sense organs, such as: touch, sight, hearing, as well as the properties of temperament. The negotiated level of compatibility acquires special meaning in the process of organizing all joint activities. For example, a phlegmatic and a choleric person will perform the assigned task at a different pace, which will provoke failures of everything. overall process, and also generate tension in the interpersonal relations of the performers.

The psychological level of compatibility will imply compatibility of characters, types of behavior and motives.

Socio-psychological level of compatibility

It is based on the consistency of interests, social roles, value orientations, social attitudes.

In the case of striving for the dominance of two subjects, the organization of their joint activities will be practically impossible. Contributing to compatibility will be the orientation of one of the working pair to submission.

An impulsive and quick-tempered person in the role of a partner is more suitable for an employee who has a balanced and calm character.

Psychological compatibility is based on such three pillars of character as self-criticism, tolerance and trust in the interacting partner.

It is worth noting that the psychological climate in the team also depends on the degree of its coherence, as a result of the compatibility of employees. The maximum possible success in the work of the team is ensured by harmony, as a successful joint activity with minimal costs.

Information support of the team

In order to create an appropriate psychological climate in the team, the manager needs to pay close attention to satisfactory information support for the activities of the entire organization. Otherwise, due to the lack of accurate and complete information on matters relating to employees, there is fertile ground for the emergence and spread of gossip, rumors, behind-the-scenes games, weaving intrigues.

The presence of low communicative competence employees also provokes communication barriers, increased tension, misunderstanding, distrust, conflict situations.

Leadership style

The role of the first violin in creating a positive psychoclimate in the team is given to its leader. In particular, there are three styles of leadership: democratic, authoritarian and permissive. For a better understanding of them, it is necessary to dwell on each of them in more detail.

Democratic style

It is based on the development of sociability, friendliness and trusting relationships. It is worth considering that this style of leadership does not accept the feeling of imposition of decisions made from the outside - "from above". Thanks to the participation in the management of all members of the team, the psychological climate in the team is also optimized.

Authoritarian style

In the dominant number of cases, it generates distrust, hostility, envy, humility and fawning. This style of leadership is not capable of leading to success. However, if it is justified in the eyes of the working group, then it can also contribute to the creation of a favorable psychological microclimate. An example is the army or sports.

conniving style

The consequence of its use is the dissatisfaction of the joint common activities, low productivity, negative quality work. Since this leadership style creates an unfavorable psychological climate in the team, it is recommended for use only in some cases. For example, in some creative working groups.

Fear of punishment or "whipping boy"

Fear provokes the desire by any means to avoid punishment for the mistakes made. Under its influence, there is a shifting of blame on others with the simultaneous search for a "scapegoat".

In most cases, this role is assigned to a person or group of persons who have nothing to do with the incident, but differ from most of the employees in their “extraordinary” behavior (white crows), weakness of character and inability to stand up for themselves.

These conditions make them an "excellent" target for attacks, unfounded accusations, and hostility. The presence of a "scapegoat" allows the work team to defuse dissatisfaction and tension, which with great ease always accumulate in the work group due to constant mutual fear and mistrust. By such actions, the collective maintains its own cohesion and stability.

It is worth noting a certain labor paradox: no matter how much hostility and hostility the “scapegoat” causes in its address, it is vital for the working group as a kind of “safety valve” that provides an opportunity to release aggressive tendencies.

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The effectiveness of the organization is determined by a number of indicators. In general, research by social psychologists shows that a comprehensive assessment of the effectiveness of organizations can be made only if objective (economic) and subjective (socio-psychological) factors are taken into account.

Researchers identify the following as socio-psychological factors in the effectiveness of organizations:

1. Purposefulness characterizing the goals of joint interaction, i.e. needs, value orientations of members of the organization, means and methods of interaction.

2. Motivation, revealing the reasons for the labor, cognitive, communicative and other activity of the members of the organization.

3. Emotionality, manifested in the emotional attitude of people to interaction, in the specifics of emotional, informal relations in the organization.

4. Stress resistance, which characterizes the organization's ability to consistently and quickly mobilize the emotional and volitional potential of people to counteract destructive forces.

5. Integrity, providing the necessary level of unity of opinion, coordination of actions.

6. Organization, due to the peculiarities of the processes of management and self-government.

An important condition for the effectiveness of the functioning of organizations is the presence in it of a favorable socio-psychological climate (SPC), which includes many of the above factors.

The psychological climate is the emotional coloring of the psychological ties of the members of the team, arising on the basis of their sympathy, the coincidence of characters, interests, and inclinations. The climate of relations between people in the organization consists of three components. The first component is the social climate, which is determined by the awareness of the overall goals and objectives of the organization. The second component is the moral climate, which is determined by the accepted moral values ​​of the organization. The third component is the psychological climate, i.e. those informal relationships that develop between workers.

In general, this phenomenon is usually called the socio-psychological climate of the organization's team.

The relationship between the effectiveness of the organization and its socio-psychological climate is the most important problem for the leaders of the company, firm. Therefore, it is so important to know the most important components of the SEC of the organization. A favorable SEC is the result of the systematic work and activities of leaders, managers, psychologists and all employees of the organization.

The overall picture of interaction between people in work collectives is complemented by personal relationships. Relationships are a system of relationships between people in different groups. Relationships can be formal and informal, business and personal. Interpersonal relationships of people are connected with social relations and are determined by them. The peculiarities of a person’s behavior in a team, the results of his work cause certain reactions from other members of the group, form each of them’s attitude towards this person, and thus a system of relationships develops in the group. Satisfaction with relationships horizontally (with comrades) and vertically (with managers) is seen as an important indicator of SEC in the workforce. Horizontal relationship satisfaction indicators are closely related to the frequency of discussions in the team of issues directly related to work, as well as the frequency of contacts between team members in their free time. In the most official setting, personal relationships develop between people in one way or another, and they cannot but influence general atmosphere in a team, general character, style, tone of relationships in the group.

In a complex system of interaction relationships in the primary labor collective, people occupy certain positions based on their unofficial personal authority in a given group of people. Thus, the primary labor collective is a system of interconnected official positions, occupying which workers have certain rights and responsibilities, and a system of informal positions based on the real authority of the members of the team and the degree of influence on the group.

Communication in a work team is a complex process that proceeds from establishing contacts to developing interaction and building relationships. The main function of communication is the organization of joint activities of people, which involves the development of a single strategy for interaction, which is possible only on the basis of coordinating their positions. Another function of communication is the knowledge of each other by people, as well as the formation and development of interpersonal relationships.

The influence of the emotional atmosphere of the team on a person can be twofold: stimulating or inhibitory, that is, suppressing the creative initiative, activity and energy of a person. There are several definitions of the concept of SPC. So, E.S. Kuzmin believes that the concept of psychological climate reflects the nature of relationships between people, the prevailing tone of public mood, the level of management, the conditions and characteristics of work and leisure in one team.

The concept of psychological climate includes a system of interpersonal relations, psychological in nature (sympathy, antipathy, friendship), psychological mechanisms of interaction between people (imitation, empathy, assistance); a system of mutual requirements, a general mood, a common style of joint work, intellectual, emotional and volitional unity of the team.

In the concept of SPC, there are three " climatic zones»:

1. the social climate, which is determined by how high the awareness of employees of common goals and objectives is at a given enterprise, how much the observance of all constitutional rights of employees as citizens is guaranteed here.

2. moral climate, which is determined by the moral values ​​generally accepted in this team.

3. psychological climate, that is, the informal sphere that develops between workers who are in direct contact with each other. That is, the psychological climate is a microclimate, the zone of action of which is much more local than the moral and social one.

An essential indicator of the characteristics of relationships in the team are the forms of address as a means verbal communication. The predominance of any one form of appeal - orders or requests, suggestions or questions, discussions, advice - characterizes the features of relationships leads to a gradual isolation of individual members of the team, a reduction in the number of contacts in it, to the predominance of indirect methods of communication to the reduction of communication links to formally necessary , to violations of the feedback between the participants of the activity. Thus, communication links in the team act as empirical indicators of the socio-psychological climate.

The essence of each person is revealed only in relations with other people and is realized in the forms of collective interaction, in the processes of communication, through relationships a person realizes his public value. Thus, self-esteem acts as a group effect, as one of the forms of manifestation of the socio-psychological climate. Evaluation of one's position in the system of social relations and personal ties gives rise to a feeling of greater or lesser satisfaction with oneself and others.

The experience of relationships is reflected in the mood, causes an improvement or deterioration in the psychological well-being of a person. Through imitation, infection, suggestion, and persuasion, various moods in the collective spread to all people and, reflected in their consciousness for the second time, create the psychological background of collective life. Psychological well-being and mood, characterizing the mental state of people, testifies to the quality of the SEC in the team. Self-esteem, well-being and mood are socio-psychological phenomena, a holistic reaction to the impact of the microenvironment and the whole complex of conditions for human activity in a team. They act as subjective forms of manifestation of SPC.

Any person, by virtue of his presence in social groups, and even more so by participating in joint work, has an impact on many areas of the life of the team, including the socio-psychological climate. People have a positive or negative impact on the well-being of others, depending on their socio-psychological and individual psychological properties. To the socio-psychological properties of the individual, providing positive influence the formation of the socio-psychological climate includes adherence to principles, responsibility, discipline, activity in interpersonal and intergroup relations, sociability, a cult of behavior, tact. People who are inconsistent, selfish, tactless, etc. have a negative impact on the climate. On the well-being of people and through it on general climate the collective is also influenced by the characteristics of mental processes (intellectual, emotional, volitional), as well as the temperament and character of the members of the collective. In addition, an important role is played by the preparation of a person for work, that is, his knowledge, skills and abilities. The high professional competence of a person is respected, it can serve as an example for others and thus contribute to the growth of the skills of people working with him.

In its meaning, the SPC is close to the concept of team cohesion, which refers to the degree of emotional acceptability, satisfaction with the relationship between group members. The cohesion of the team is formed on the basis of the closeness of the ideas of workers on the essential issues of the life of their team.

The most important problem in the study of SEC is to identify the factors that form it. The most important factors that determine the level of the psychological climate of the production team are the personality of the leader and the system of selection and placement of administrative personnel. It is also influenced by the personal qualities of the leader, the style and methods of leadership, the authority of the leader, as well as the individual characteristics of the team members.

The leader influences almost all factors that determine the socio-psychological climate. The selection of personnel, the promotion and punishment of members of the team, their promotion in the service, and the organization of the work of workers depend on it. Much depends on his leadership style.

SPC is the result of the joint activity of people, their interpersonal interaction. It manifests itself in such group effects as the mood and opinion of the team, individual well-being and assessment of the living conditions and work of the individual in the team. These effects are expressed in the relationships associated with the labor process and the solution of the common tasks of the team. Members of the collective as individuals determine its social microstructure, the originality of which is determined by social and demographic characteristics (age, gender, profession, education, nationality, social origin). The psychological characteristics of the individual contribute to or hinder the formation of a sense of community, that is, they influence the formation of the socio-psychological climate in the work collective.

Information and analytical consulting center "Nika" was founded in 1995. Its main areas of activity are:

Conducting various kinds of research based on surveys, questionnaires, etc.;

Collection and analysis of information on various kinds of objects (about enterprises - both commercial and non-commercial, organizations), phenomena (most often, phenomena of an economic or political nature are studied - elections to various authorities, economic changes in society - price increases);

Development of consulting solutions to improve the work of enterprises (solution of personnel issues, financial, production, etc.).

As a rule, such studies are made to order. Such work requires an individual approach to the client, a complete and in-depth study of the situation, high-quality analysis and the development of acceptable solutions. Such decisions are advisory in nature and adapted to certain conditions. So, the customer may have limited financial resources, therefore, a solution is found to improve the work of his enterprise, which is engaged in the production of, for example, seals and stamps, corresponding to the balance sheet. In addition, there may be limited labor resources (it is impossible to hire additional qualified specialists), production resources (for example, a small area of ​​\u200b\u200bthe premises), etc.

The work of IAC "Nika" requires high professionalism of its employees both in political, economic and psychological terms. The director of Nika has two higher educations - Samara State University and the UK Open University of Economics. The psychologists working at the center are almost all experienced, have the appropriate education and several years of practice. Managers, analysts, programmers also have higher education, which is a mandatory requirement when applying for a job.

Long time the staff of the Nika IACC worked in its original composition, that is, there were no personnel changes, no one left the center, no new employees were accepted. The team has become very close-knit and there are close friendships. But today there is a need to increase labor resources - that is, to hire additional specialists.

Naturally, this is somewhat stressful for employees, since when accepting new people, the style of relations can also change, which is inevitable when any organization expands. But potential employees are also afraid of small organizations. Thus, a sociological survey conducted by IAKTs "Nika" to identify fears when applying for a job, showed that the first place is the fear of losing a job (being fired after probationary period), and on the second - the fear of not finding contact with "old" employees, that is, with those who have been working in this organization for a long time.

Therefore, the following management decision is proposed, which can be implemented when new employees are hired at IAKTs "Nika".

1. The organization of labor should be carried out through its main elements - the division and cooperation of labor, working conditions

The division of labor and the interconnection of partial labor processes form the content of the worker's labor, his job duties, which is important for the placement of personnel, enriching the content of labor, relieving fatigue with the help of a change of labor, etc.

First of all, psychologists (at least two people), analysts, managers (at least three people) will be hired. There are two psychologists at the Nika IACC at the moment. They have a wide range of responsibilities - starting with the study of the processes occurring in a team of some average organization and ending with predicting the behavior of people in the event, for example, of elections in State Duma. Naturally, such a wide range of tasks is associated with great stress and huge time costs. Therefore, new psychologists should do more than simply take the load off existing employees. There must be a division of labor, that is, spheres. So, one psychologist will deal only with personnel issues of enterprises (determining the psycho- and sociotypes of employees, the degree of their mutual coexistence, drawing up recommendations for relieving tension in the team, etc.), the other two will study political processes (this is a more global topic and one person very difficult to cope with), the task of the fourth psychologist will include helping his colleagues. That is, this is a kind of insurance in case of critical situations (short deadlines for completing an order for research, the inability to cope with the available forces). Of course, despite such a division of duties, each of the psychologists must be able to do everything that his other colleagues do, that is, they must be interchangeable, despite the presence of the main direction, the main line of their work.

The same applies to other positions. Thanks to such an organization of labor, the use of progressive forms of division and cooperation of labor, labor loads are regulated, unjustified differences in the employment of workers throughout the day are leveled.

2. Development of labor motivation.

Motivation makes it possible to solve such problems as stabilizing the team, increasing labor productivity and interest in mobility (primarily professional), and ensuring a systematic increase in qualifications.

The following methods of labor motivation are widespread, which must be applied to both the “old” team and the new one, since new conditions in society dictate new requirements for the quality of services provided, which depend on the professionalism, qualifications of workers, and their interest in their activities:

- system of remuneration, material and moral encouragement.

Here it is necessary to clearly define various types of bonuses, wage increases, the amount of which should not be decided on the level of friendly relations, but should be of a more orderly, strict nature. In other words, everyone should get what they deserve. If new employee did a much better job than the "old" one, if he was entrusted with much more responsibilities, which he successfully coped with, then the encouragement should be correspondingly higher. Since IAKTS "Nika" is commercial organization and the staff is quite young, then here age, work experience should not play a decisive role, as, for example, in state-owned enterprises, where wage and various kinds of incentives to a large extent depend on the time that the employee has worked at this enterprise. This kind of financial policy does not cause any particular claims either on the part of the "old" workers, or, even more so, on the part of the new ones. In addition, it is an incentive for the constant self-improvement of employees, increasing their professional level, striving to find new, non-standard solutions and make constructive proposals.

- enrichment of the content of work, increasing interest in work.

As mentioned above, IAKTs "Nika" is engaged in various kinds of research. The type of research, their scope is limited only by the capabilities and imagination of employees. The task of any employee is to find such work, the implementation of which will not only bring profit to the center, but also increase its prestige, make it more famous. So, in 2000, the Nika IACC conducted a study on the popularity of various radio stations in the city of Samara. Then this study was ordered CEO Samara branch of radio station "Europe +" Boris Fradkov. At that time, his radio station was the most popular. In second place was Russian Radio, in third - Hit FM. The survey was conducted among students of Samara universities. As a result, the opinion of 1000 students was collected, systematized and analyzed, which is a rather large sample. The results of the survey were advertised on radio "Europe +" and, accordingly, an advertisement was made for the IAC "Nika" itself. In addition, the work was of interest to the psychologist who supervised the survey, as well as to his temporarily hired assistants.

In other words, the leadership of the center should encourage not only economic profitable projects, but also, to the extent possible, those that do not bring great financial benefits, but are of interest to the employees of the organization. In any case, this work has a positive effect on employees - they are interested in doing this, they constantly improve themselves, their professional horizons increase, and this, in turn, leads to an increase in the overall professionalism of the IACC.

For analysts, managers, you can also provide new interesting projects. Thus, the worldwide information network Internet provides very wide opportunities for conducting various kinds of research, for finding new customers. New software products not only facilitate the work of specialists, but also make it more interesting, allowing you to avoid various kinds of routine processes, fully automating them. Therefore, management should respond to any proposals for improving the work, if not positively, then with interest. And for refusal to switch to a new type of work, sufficiently good reasons must be formulated.

- staff development, providing opportunities for professional and qualification advancement, career planning.

Career growth is what attracts new employees. Today, university graduates are already well aware that in order to achieve any professional heights, higher education alone is not enough - professional experience is needed. IACTS "Nika" can afford to hire employees without experience (this was impossible at the initial stage of the creation and operation of the center, since at that moment only qualified employees were required who could immediately understand the situation and start their work without any problems using sufficient experience in their field). The existing professional base contributes to the fact that the employee can not only just work, but also improve his intellectual and professional level. That is, the center may at first suffer losses from a new employee (which are inevitable in any organization and in any case - since the employee needs to be trained, brought up to date, it takes not only a lot of time, but also attention from the "old » employees, and they have to break away from their current work, sacrificing possible money and the well-being of their organization in case of failure caused by dissatisfaction with the result of the research and consulting decision by the client). After passing the probationary period, it is recommended that a new employee not only be trained on his own, that is, the employees of the center take part in his training, but it is also possible to send him to advanced training courses, various kinds of seminars to exchange experience.

In addition, it is necessary to develop a plan for the further development of IAC "Nika" with the definition of clear goals. And in this regard, a plan is developed for each employee. career development. A new employee needs to be shown what he can achieve in the case of complete dedication, successful work. This will be a kind of incentive to continue working in this organization, and not to look for some new places to apply their knowledge and skills.

There should be competition between employees, but it should not exceed certain levels. In other words, it should be friendly healthy competition. When hiring, it is not recommended to hire people who want to quickly and rapidly make their career. As a rule, such people care little about the feelings of their colleagues, which gives rise to unhealthy relationships in the team. When transferring an employee from one step of the career ladder to another, the management of the organization must take into account not only his professional qualities, but also his personal ones. If a person cannot get along with people, does not find a common language with work colleagues, then his promotion will irritate the rest of the team members, unwillingness to obey the immediate supervisor.

To determine the personal qualities, there are quite a lot of different kinds psychological tests. The most common and universal is the MMPI test. Of course, it requires quite serious revision and adjustment, but this will not cause any particular difficulties for psychologists who today work at the Nika IACC, since they already have extensive experience on the basis of various organizations who ordered them to study on the basis of their teams, to solve personnel issues (accepting new employees, personnel changes, etc.)

-improvement of the SPC in the organization due to a change in leadership style.

It is not recommended to use any one management style of the organization. Any style has its advantages and disadvantages, which, often, nullify everything. positive sides guides. Therefore, it is desirable to use a combined leadership style - depending on the situation.

The directive leadership style is based on strict and one-sided requirements in the form of orders, directives, instructions. This style can only be used in critical situations and only if management is confident that its actions are correct, and if employees lose their bearings in work, cannot find right decision follow the instructions clearly.

The closest thing is the democratic style of leadership, especially for the Nika IACC, where decisions are usually made by the general meeting. However, there is no need to switch to a liberal style. Employees should have not only rights and freedoms, but also duties.

If management can keep all these styles under control, use them at the right time and in the right situation, then this will increase its credibility in the eyes of employees. As a result, a favorable psychological climate will develop in vertical relations (leader-subordinate).

3 . Adaptation of the employee in the organization.

Adaptation is a tool in solving such a problem as the formation of the required level of productivity and quality of work in a new employee in a shorter time.

In the process of human adaptation to production environment many questions arise: whether the employee should take the environment for granted and adapt to it with all his might or require changes in the environment itself, what are the ways and means of influencing the person and the environment, where are the criteria for the possibility and necessity of taking into account the requirements of the employee, etc. Therefore, here one should distinguish between active adaptation, when an individual seeks to influence the environment in order to change it (including those norms, values, forms of interaction and activities that he must master), and passive, when he does not seek such an impact. and change.

It has already been said that the staff of the Nika IACTS has already taken shape and is rather wary of changes in the future. Therefore, in order to prevent the emergence of conflict situations between "old" and "new" employees, it is again necessary to carefully consider the requirements for potential employees. So, it is not recommended to hire those who are very fond of contradicting others, refer to manipulators (those who control others to achieve their own goals, using not always correct methods for this). But it is not advisable to accept those who can only adapt to current conditions, quickly responding to possible changes by infringing own desires. In any case, although such an employee will be able to adapt to the organization, he will not feel comfortable and free enough. In the first case, he will constantly struggle with the conditions, encountering clear and well-coordinated friendly relations of old employees, and in the second case, a person always reacts painfully to the infringement of his rights (whether civil rights or purely psychological), so discomfort will be constantly present. As a result, the favorable SEC will be violated.

Therefore, when hiring new employees, it is necessary to pay attention to these qualities, to his manner of speaking, it is desirable to conduct testing. But you can get to know a person better only during a trial period. Rapidly positively adapting person (one who finds mutual language with all members of the team without much difficulty) begins to feel free and confident within a week. Of course, this period can stretch up to 2-3 months, but this already depends on the complexity of the work that he faces. Thus, the analyst will have to learn new software. And until he has studied it completely, he will not feel free in the team. If the adaptation did not come before the end of the probationary period (recommended 3 months), then this employee should be abandoned here.

A young employee admitted to an organization, as a rule, faces all aspects of production adaptation, and for an employee who has transferred to another department (for example, an analyst can become a manager), the requirements for social and psychological adaptation can be significantly weakened, since he will have to adapt only to a new profile of activity, but not to colleagues, since he has already worked with them for a long time.

Successful psychophysiological adaptation is facilitated by measures to adapt the environment to a person: improving working conditions, taking into account ergonomic requirements when organizing a workplace. So, it is desirable that the new employee himself determines where it is better for him to put the desktop, how to place the computer, what stationery he needs, what kind of lighting should be. Measures aimed at reducing human fatigue are also important. It is recommended to make a schedule of breaks (technical, lunch) that is convenient for the employee. Since the working day is not standardized in the Nika IACTS, breaks can be “floating”. If the employee does not abuse them, then you can let him rest when he wants.

4. Development of the social policy of the enterprise.

In shaping the motivation of employees, increasing their dedication in production activities, a special place is given to social policy organizations. socially oriented personnel policy enterprises and related social services should contribute to:

- the employee identified himself with his enterprise.

With regard to the old employees of the Nika IACC, this works flawlessly. This needs to be taught to new employees as well. Any success of the organization should be perceived by them as personal. Thanks to this, the employee will feel that he works in an organization that depends entirely on him, on his work, professionalism. Such indirect management of the organization increases the self-esteem of employees. And understanding your need leads to the formation of a normal, favorable SEC.

- the desires of employees corresponded to the goals of the enterprise.

If the desires of the employee correspond to the goals of the organization, then there is a complete social adaptation and understanding of his role in this organization.

- employees were socially protected, provided legally or, according to the tariff agreement, social services were supplemented if necessary.

Naturally, any employee wants to feel their social security. Here it is necessary that the approach to each employee be individual. The management must be aware of all the difficulties and problems that the subordinate faces both during working hours and outside of working hours. For example, if an employee falls ill, he will be very pleased if his colleagues visit him, and the management allocates a certain amount of money to purchase the necessary medicines or something else (in addition to official guarantees). If an employee feels this concern, then in 9 cases out of 10, when he is offered a job where the salary is higher than here, but there are no such “family” relationships, he will refuse.


If all the proposed recommendations are used in this draft management decision to improve the socio-psychological climate in the organization, it is highly likely that when new employees are hired by the Nika IACC, the socio-psychological climate in the organization will be favorable. But a lot depends not only on the management itself, but also on the “old” employees. Therefore, the responsibility of the management should also include the organization preparatory phase on the formation of correct, positive views and attitudes towards future personnel changes in the center.


Bibliography


1. Afanas'eva T.A. Socio-psychological climate of the organization/ #"#_ftnref1" name="_ftn1" title=""> Afanasyeva T.A. Socio-psychological climate of the organization/ #"#_ftnref2" name="_ftn2" title=""> Kovalev A.G. Collective and socio-psychological problems of leadership. - M .: Prospekt, 2001.

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