Types of labor collectives and features of their management. The concept of the team

The collective is a complex social phenomenon, the classification of which can be carried out according to many features. Groups can be classified according to their status into official And informal. The former are legal entities operating within the legal space, such as, for example, the personnel of an enterprise and its divisions. The latter are based on nowhere recorded, or even declared, the desire of people to cooperate with each other and the real practice of such cooperation.

According to the nature of internal connections, they distinguish formal and informal groups. Officially created collectives presuppose the presence of both types of connections, with formal ones bearing the main burden, while informal ones supplement them. In informal groups, connections are exclusively informal.

Formal connections are relationships between positions, they are characterized by hierarchy; informal ones exist between individuals, regardless of what place they occupy on the official career ladder.

The boundaries of formal and informal teams most often do not coincide, since some employees may not be accepted into them or, on their own initiative, remain neutral.

According to the mechanism of formation, one can distinguish spontaneous And consciously organized groups. The first includes, for example, student, and the second - teaching. At the same time, spontaneously formed collectives can be structured consciously in the future (thus, depending on the studied foreign language training groups are completed), and consciously organized - by chance, for example, alphabetically.

Based on the terms of existence, the teams are divided into temporary And permanent. A temporary team is usually designed to solve some one-time task.

An important feature according to which groups can be classified is degree of freedom, provided to their members. Firstly, it is the freedom to join the team, which varies in a fairly significant range - from the unconditional obligation for conscripts to serve in the army to the complete voluntary entry into a particular club. Secondly, we can talk about the freedom of active participation in the activities of the team. In one case, it is required constantly, in the second - it can be episodic or even formal.

According to the functions, allocate teams focused on achieving a specific goal, both official and unofficial Political Party, company staff) joint interest(various societies); communication(clubs of interest). In turn, the functional classification can be supplemented and detailed by the classification by type of activity.

The implementation of certain functions presupposes a certain degree of intra-collective division of labor, which in fact can be very diverse. In some collectives, it exists only as a quantitative one, creating the possibility of complete interchangeability of workers. In others, there is a specificity of individual types of labor within the same quality, which already limits interchangeability. Thirdly, there is a deep qualitative division of labor, which makes any kind of interchangeability impossible in principle.

Teams are categorized according to their size. small And big, moreover, in this case, based not on the number of participants, but on the possibility or impossibility of directly maintaining permanent ties between members. In large teams, this is almost impossible to implement, but in small ones it is real.

Small teams, formed within the framework of large ones and uniting the most active members who manage a significant part of the affairs, are called primary. Usually they include from two to five people united by personal interests, the ties between which are mostly informal.

Self-managed teams may differ on such a specific basis as the degree of collectiveness of the decisions made. If it is minimal, then only the main areas of activity are jointly determined, which are further specified individually and each acts independently of each other. In other cases, it is also independently determined who will do what, but current activities are not coordinated, and members of the team provide each other with assistance only when necessary. At the maximum degree of development of collectivity, not only the coordination of the work of everyone takes place, but also its evaluation.

Each team develops its own system of social control - a set of ways to influence its members through beliefs, prescriptions, prohibitions, recognition of merit, and so on, with the help of which their behavior is brought into line with established values and standards.

The system of SOCIAL CONTROL relies, firstly, on habits, that is, ingrained ways of behaving in certain situations; secondly, customs are the types of behavior that the collective values highly from a moral point of view and forces its members to recognize and support; thirdly, to sanctions, which are formal and informal and represent the reaction of groups to the behavior of an individual in socially significant situations; fourthly, on formal and informal ways of supervising the behavior and actions of people.

3. vop. PSYCHOLOGICAL CHARACTERISTICS OF THE COLLECTIVE

Collectives differ from each other by the microclimate, the psychological state of the workers, and the degree of their cohesion.

The psychological climate of the team is formed by a set of circumstances within which people's activities take place. These circumstances give rise to certain attitudes of the members of the team, which are manifested in their attitude towards others and the content of the work. The importance of a favorable psychological climate can be judged, for example, by the fact that a bad mood reduces the efficiency of the team by about one and a half times. Since circumstances are largely amenable to targeted influence, the psychological climate can be corrected to a certain extent.

The psychological state of the team is characterized by the degree of satisfaction with their activities and their results. The degree of satisfaction is influenced by such circumstances as the nature and content of the activity, the attitude of people towards it (love or dislike), prestige, remuneration, growth prospects, related opportunities (to solve some of their own problems, see the world, meet interesting or helpful people etc.).

A certain role is played by the specific features of the team, for example, the place of its activity. Satisfaction largely depends on the ability of the members of the team to consciously live according to its laws, to obey the established requirements and procedures.

The cohesion of the team is manifested in the force of attraction to it of its members, their ability to jointly influence the individual, encourage them to remain active in the group and prevent them from leaving it. Cohesion is due to the attraction of people to each other in search of help or support in achieving certain goals, mutual emotional preferences -

mi, understanding the role of the collective principle in ensuring certain goals, certain guarantees.

The cohesion of the team, the satisfaction of people with their stay in it also depend on their psychological and socio-psychological compatibility. The basis of the first is the conformity of the temperaments of the members of the team; the basis of the second is the correspondence of professional and moral qualities.

The conditions that ensure socio-psychological compatibility are:

Ø the correspondence of the personal capabilities of each employee to the structure and content of his activities, which ensures its normal course, the absence of envy in relation to the successes of others;

Ø proximity or coincidence of moral positions that create the basis for mutual trust between people;

Ø homogeneity of the main motives of activity and individual aspirations of the team members, contributing to their better mutual understanding;

Ø the possibility of real complementarity and organic combination of the abilities of each in a single labor and creative process;

Ø rational distribution functions between members of the team, in which no one can succeed at the expense of the other.

The cohesion of the team allows you to improve individual adaptation, more actively involve people in activities, gives a sense of personal security.

In addition to compatibility, the cohesion of the team is based on the perception of each other by its members, which consists in receiving and processing relevant information and forming a subjective image of each and the group as a whole.

The following main circumstances, both objective and subjective, influence the perception of others.

Firstly, this is the situation in which information is received or acquaintance with people takes place: if it is positive, the perception, as a rule, turns out to be more benevolent than the object deserves it, if it is negative, everything seems much worse than it really is.

Secondly, perception is influenced by the ability to see the real situation. A knowledgeable and understanding person is usually more calm about other people, the events that take place, is not inclined to dramatize or, conversely, extol anything, and generally evaluates events more soberly.

Thirdly, perception largely depends on the personal and social properties of the given subject. Personal qualities include benevolence, tolerance, lack of complexes, demeanor, conversation, appearance. Close to personal properties and "questionnaire" characteristics, such as gender, age, education, profession, nationality, religion, etc.

Those who do not match these characteristics are usually wary of each other.

Fourthly, the adequacy of the perception of others is largely influenced by stereotypes, that is, sets of simplified ideas about the complex phenomena of the surrounding reality. Stereotypes give a preliminary idea, albeit based on someone else's opinion, about what a person has not yet encountered, and this, to a certain extent, facilitates orientation in the surrounding reality. At the same time, removing the uncertainty of the existing situation, stereotypes largely distort reality, develop conservatism in consciousness and thinking. Often old stereotypes serve as the basis for the formation of new ones, since, in accordance with the psychological law of precedence, the existing information determines the assimilation of the subsequent one.

4 questions.. FORMING A 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 and purposefully.

First of all we are talking about the clear and understandable goals of the upcoming activities of the team, corresponding to the internal aspirations of people, 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.

Other important condition 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. If we are talking about an informal collective, these achievements in themselves will be a sufficient reward for its members. In a formal team, participation in which is mandatory, any achievements must be encouraged.

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, and the unofficial team needs a leader to whom people are ready to obey and who they are ready to follow to the goal, despite the difficulties and hardships.

Finally, each team must find its place, its “niche” in the formal or informal structure of the enterprise, where it could fully realize its goals and potential without hindering others.

The beginning of the formation of an official team is a decision on this, duly formalized legally. For an unofficial team, a “birthday” is usually some kind of extraordinary event or the achievement of a certain limit in the development of a situation, which give rise to a surge of emotions, push people to unite and establish certain relationships. After the emergence of an informal team, there is a long process of its organization and self-organization, consisting of several stages. At the first stage, individualism prevails in the behavior of people. They get to know each other by observing others and showing them their own abilities. In those teams that are not subject to further change, a leader is determined. At the second stage, people come closer, contacts necessary for work are established between them, and relationships are formed. general rules behavior. At the third stage, the team stabilizes, goals are formed, reliable cooperation between people is established, which allows obtaining guaranteed results.

With the growth of the maturity of the team, it becomes more challenging tasks and the trust that exists between people good knowledge each other in some cases allow them to function on the principles of self-government.

At the same time, two serious dangers lie in wait for any collective: the emergence of splitting groups pursuing narrowly selfish goals and striving to seize power, and bureaucratization and the stagnation that accompanies it. This is manifested in the so-called grouping, characterized by the fact that the members of the team focus mainly on their own interests, not paying attention to the needs and needs of others, are uncritically related to themselves and their role in the team, consider themselves infallible, invulnerable, invincible. Such a team is characterized by unanimity and conformism.

The effectiveness of the work of the team depends on a number of factors. Consider the main factors.

1. Team size. Studies have found that teams of 5 to 11 people usually make more accurate decisions than those that go beyond this number. In smaller teams, workers may be concerned that their personal responsibility for making decisions is too obvious. As the size of the team increases, communication between its members becomes more difficult, it becomes more difficult to achieve agreement on activities and tasks. Increasing the size of the team also reinforces the tendency to informally divide it into groups, which can lead to the emergence of inconsistent goals.

2. The composition of the team. Composition is understood as the degree of similarity of personalities and points of view, approaches that employees use in solving problems. It is recommended to use different positions to find the optimal solution, so it is good when the team consists of dissimilar personalities. Some pay attention to important details, problems, others want to look at the whole picture, some approach the problem from a systemic position and consider the relationship of various aspects. Many points of view will bear fruit.

3. group norms. In labor collectives, the existing norms have a strong influence on the behavior of the individual and the direction in which the collective will work: to achieve the goals of the organization or to resist them. The norms are designed to tell the members of the team what behavior and what work is expected of them. They have such a strong influence because only if their actions are correlated with the norms can a person count on the recognition of the team, its support. This applies to both formal and informal groups.

4. group consensus - it is a tendency for a person to suppress his views on some phenomenon in order not to disturb the harmony of the collective. In such a case, disagreement is considered to undermine the sense of belonging to the team, so it should be avoided. In an atmosphere of group unanimity, the primary task for the individual is to stick to a common line in discussing the problem, even if there is other information or beliefs. This trend may be self-reinforcing. Since no one expresses opinions that are 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, since the necessary information and alternative solutions are not discussed or evaluated.

5. K conflict. As noted above, differences of opinion usually lead to more efficient teamwork, but they also increase the likelihood of conflict. Although an active exchange of opinions is beneficial, it can lead to intra-group disputes, manifestations of open conflict, which are always harmful.

6. status of team members. An individual's status in an organization or team can be determined by a number of factors, including seniority in the job hierarchy, job title, education, 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 in an enterprise for a short time may have more valuable ideas and experience regarding a problem than a person with a high status. In order to make effective decisions, it is necessary to take into account all the information relevant to a given issue and weigh all ideas objectively. For the effective functioning of the collective, efforts may have to be made so that the opinions of members with a higher status do not dominate.

7. Roles of team members. 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 well-functioning team. Target roles are distributed in such a way as to be able to select collective tasks and perform them (initiation of activities, search for information, collection of opinions, study, coordination, generalization). Supporting roles imply behavior that contributes to the maintenance and revitalization of the life and activities of the team (encouraging, ensuring participation, establishing criteria, diligence, expressing the feelings of the team).

Outside the competition program, ethnographic groups and individual performers are invited as festival participants and guests.

VOCAL CREATIVITY (solo, duet, ensemble, choirs)

Introduction………………………………………………………………..3

The team and its types…………………………………………………4

Formation and development of the labor collective…………………..7

Psychological characteristics of the workforce…………10

New person in a team………………………………………....14

Conclusion………………………………………………………….....16

References………………………………………………………………………………………………………17
Introduction

The economic reforms carried out in Russia have significantly changed the status of the enterprise. Organizations appeared, along with those based on state ownership, private, mixed, with collective responsibility. The market puts the organization in a fundamentally new relationship with government organizations, with production and other partners, employees. New economic and legal regulators are being established. In this regard, the relationship between the heads of organizations, between managers and subordinates, between all employees within the organization is changing. The attitude towards the personnel of organizations is also changing, as the social orientation economic reforms turns them to face the person, the staff of organizations.

In this regard, the relevance of the chosen topic is obvious. At present, the issue of personnel management of an organization is particularly acute, since each organization tries to optimize its activities as much as possible, to make it more efficient. To achieve the goals of the enterprise (organization), the total effort of the staff is necessary. And team management plays a vital role in this.

The purpose of this work is to consider the labor collective as an integral part of the organization.

To achieve this goal, the following tasks were set:

1. consider the types of labor collective;

2. study the formation and development of the workforce;

3. define psychological characteristics labor collective;

4. consider the situation "A new person in the team";

5. analyze the concept of personnel management.

The team and its types

The manager must show interest not only in the individual human person. The decisive influence on the success of the work is exerted by the labor collective, its cohesion, efficiency and purposefulness. In order to effectively manage a team of workers, you need to know what a team is, how it is formed and developed, what kind of teams there are, as well as everything related to the joint activities of people.

Labor collective - is a group of working people united by common work, interests and goals . The need to combine one's own work with the work of other people arose objectively, regardless of anyone's will. The very conditions of human existence forced him to work together where one person physically could not fulfill necessary work(joint hunting, fishing, uprooting forests for arable land, harvesting, building dwellings, places of worship, roads, etc.). People were forced to unite their efforts for military affairs. Joint, collective work is not just the sum of the individual efforts of a number of people. It became more productive, successful and efficient, allowed each member of the team to apply all their knowledge and skills, acquire best experience work. A large social division of labor and specialization created the conditions for industrial cooperation. With the development of productive forces, the process of improving collective labor, the formation of sustainable labor collectives in factories and plants. The lone handicraftsmen left social production into the distant past. Collective work can achieve much greater results than the scattered work of the same number of people. This is due to the huge potential of the workforce.

The potential possibilities of the labor collective also depend on its type. The specific classification of the labor collective is determined by a number of criteria. According to the statute, they distinguish official And informal teams, according to the mechanism of education - created by order of the leadership and formed spontaneously, according to the nature of internal relations - formal And informal.

Official teams are legally registered and operate within the framework of the legislative norms and rules established at this enterprise. Industrial relations and relations are built on the basis of job responsibilities of employees according to the hierarchy of subordination. The actions of members of such teams are governed by the rules and principles of a rational bureaucracy.

Informal groups are not legally formalized anywhere and arise on the basis of the actions of employees who want to establish interpersonal contacts and relationships not on the basis of positions, but on the basis of personal sympathies, shared values and life goals. Internal connections in them are informal, but the hierarchy of subordination here can also be seen depending on the behavior of the leader and the proximity of individual members of such a team to him.

Collectives of workers can still be temporary And permanent depending on their lifespan. They also differ in size: small - from three to five or seven participants, medium - from one to two or three dozen people, and large - from several tens to many hundreds of workers. The level of communication and interaction in such labor collectives is different, and medium and large collectives may also include a number of small collectives and be further divided into groups and subgroups. Therefore, each person can be formally a member of two or more teams created officially, but can be a member of only one informal team, otherwise he will immediately be “overboard”, because the game of both yours and ours in an informal team is not forgiven.

To determine the type of team, an important professional sign is the occupation and specialty of the workers. For example, a team of professors and teachers of a university department, a team of builders of a construction trust, a tractor team of a state farm or a collective farm, a military team of an anti-aircraft missile regiment, etc. In all collectives, there is an intra-production division of labor, the degree of which is determined by the functions of a given collective or group of workers. It may be quantitative, if workers are engaged in homogeneous work (for example, there are several field-growing or tractor teams on a state farm, shift teams are created with a round-the-clock cycle of work, etc.), or by specialties(when it is quite difficult, and sometimes impossible, to replace a retired employee of the relevant specialty and qualification due to the specifics of this work). Labor collectives modern enterprises, for example, producing space and aviation equipment, radio electronic devices and equipment, communications, household appliances, enterprises of the military-industrial complex and others consist of tens or even hundreds of specialists, maintenance and support personnel. The management of labor collectives, where the scientific, technical and technological level of training of employees is high, can be carried out by a manager who has sufficient experience and a good education in this specialty, and management decisions and whose actions correspond modern stage development of scientific and technological progress. The increased professional level of the workers noticeably facilitates the organization and coordination of the work of the collective. The labor collective will be able to reveal its full potential if the manager plans its work, starting with the rotation of personnel and down to the smallest issues of an organizational and motivating nature. Depending on the type of team and its composition, the manager must create a reliable and unobtrusive system for monitoring work and identify the attitude of all members of the team to the cause.

2. Formation and development of the labor collective

IN modern conditions managers are included in the management work of the enterprise in most cases when the workforce has already been formed. It can be formed several or many years ago and be "old", or formed recently and be "young". The team can consist of people of different sex and age, be purely male, female or mixed. In some cases, as a rule, after acquiring practical work experience, the manager has to independently form work teams. This is due to the specifics of production and the tasks that arise in the course of managing it. The manager creates working groups, temporary and permanent commissions, committees, detachments, links, etc. Each work collective from the moment of its creation goes through a number of life stages, begins to live its own life, improve, change, “grow up”, gain strength and fully reveal its potential, i.e. become mature.

The manager who forms the team must know that there are tried and tested methods for selecting workers for the future work team. .

sociographic method. Its implementation can only be successful if the employees know each other for a sufficiently long time. All employees are invited to choose two people from the team with whom they are ready to cooperate. Based on the information received, a sociogram or scheme of preferences in a given team is compiled. Using such a scheme, the manager determines the circle of people who are ready to work together on the basis of trust and mutual sympathy. The method of such a survey of employees helps the manager to determine not only sympathies, but also antipathies, to foresee the development of conflict situations in the emerging team. Here there is an opportunity to "find" the future leader.

In scientific circles and educational institutions, when forming teams, it is used secret ballot on proposed candidates. The same happens when assigning degrees and titles, when nominated for prizes and awards, to higher positions.

If the labor collective has reached a degree of maturity, is cohesive and organized, then a different approach to the formation of a new collective on its basis is possible. workers in this case speak openly in front of everyone, offering or rejecting this or that candidate. Groups formed in this way, as a rule, immediately begin to implement decisions taken and set goals.

The formed labor collective, like any living organism, goes through several stages in its development: first corresponds to the infant adolescence; second- period effective work And mature age; third- weakening of the potential, aging and, ultimately, either elimination or renewal.

the first stage, which can be called the period of formation of the team, is characterized at the beginning by external calmness, deliberate efficiency and at the same time hidden tension, careful study by employees of each other, an effort to hide their feelings and suppress emotions. But over time, all this breaks out, gradually each worker develops ideas about others, i.e. "who is who". In the middle and end of this period, personal likes and dislikes are formed, strong and weak sides workers, leaders, informal groups and groupings stand out in the team. On this basis, conflicts of an unconstructive order may arise. With weak and inept leadership at this stage, a split and even the collapse of the whole business is possible, especially during failures and disruptions in work.

Second stage life of the labor collective is called the period of maturity. As a rule, it takes long time. Sometimes people work in such teams for several years, and sometimes their entire working life. In such work collectives, traditions, customs, norms of behavior, habits and their own psychological climate are formed. A high level of labor productivity is achieved, all the advantages of collective labor are developed.

Third stage the life of the team can be both quite long and very short. This is almost always a period of anxieties, experiences, and sometimes personal tragedies, the destruction of hopes and the search for ways to revive the team or its transformation, or liquidation.

This position in the team arises from a combination of a number of circumstances.

1. External circumstances. These include: the outbreak of an economic or financial crisis, disaster, bankruptcy of the enterprise itself, a sharp reduction in demand for products, a transition to the production of new products, a change in the organizational structure of the enterprise and its staff in the context of transformations, etc.

2. Internal causes that have arisen within the group. First of all, this is dissatisfaction with the work of the enterprise or its management, the creation of groups and clans, conspiracies, the destructive activities of some employees, leading to the destruction of unity.

Collective work can achieve much greater results than the scattered work of the same number of people. This is due to the huge potential of the workforce.

Teamwork allows:

to transfer their knowledge and skills to other members of the team, receiving in return recognition and gratitude for this, and, if necessary, to acquire new knowledge and skills;

set goals of a much higher order and solve very complex and voluminous tasks than working alone;

to have sympathy, empathy with their colleagues and receive their support not only in the labor process, but also in domestic and other vital issues;

show the abilities, creativity and initiative of each employee, put forward new ideas, rationalistic proposals;

increase the sense of responsibility not only for own work but also for their comrades, to jointly decide and achieve the implementation of the decisions taken, to act according to the principle "one for all, all for one";

Consider the classification of teams.

The composition of the teams are homogeneous (homogeneous) and heterogeneous (diverse).

Heterogeneous teams, differences between members of which may relate to gender, age, profession, status, level of education, etc., are more effective in solving complex creative problems. Therefore, today, when diverse requirements are imposed on people by production, it is desirable that the labor collective consists of dissimilar personalities with diverse abilities.

Homogeneous teams perform better on simple tasks, especially in busy environments. Since their members understand each other better, the possibilities for their mutual influence and the formation of a commonality of views and positions are higher here.

By status, teams can be divided into personnel of an organization or division, they are legally registered and operate within the legal space. The latter are based on the nowhere recorded desire of people to cooperate with each other. The strength of such collectives lies in the fact that they cannot be caught legally and organizationally and tied to norms and rules.

According to the nature of internal connections, formal and informal teams are distinguished.

In formal relationships, they are prescribed in advance, in informal ones they are formed spontaneously, by themselves.

A formal team unites people only as representatives of positions, the interaction between which is initially predetermined by the technology of work.

However, a person cannot do without personal contacts, including when solving purely official problems. As a result, along with the formal, an informal team emerges as a system of unprogrammed business and emotional relationships.

The boundaries of formal and informal teams may not coincide, since some employees are not accepted into informal teams or, on their own initiative, remain neutral.

But most people are simultaneously members of both, and therefore are influenced, on the one hand, by the official goals of the organization, and on the other, by the goals of the collective.

Usually, an informal team arises in connection with the need to compensate for the main shortcomings of the formal one, which consist in an impersonal approach to people and the inefficiency of communications. Accordingly, there are two types of informal collectives, each of which plays a specific role in management.

The informal helps to solve the problems of the formal in ways different from those officially prescribed. Since it is impossible to foresee and describe in detail the actions of employees, especially in the field of management, in case of difficulties, in order not to jeopardize work, they often have to enter into unforeseen, although not prohibited, personal contacts. This helps to overcome the functional insufficiency of the formal team (the information that the "auditor is coming", which made it possible for the Gogol mayor to prepare in advance, quickly came through the system of informal channels).

The psychological informal collective (an informal group that does not have a production orientation) is not connected at all with the corresponding formal one.

Within its framework, people satisfy their need for communication, help and support, which are not provided to them by official leadership.

There can be as many such informal structures as the members of the team have reasons for communication (approaching preferred personalities, seeking benefits, etc.).

Over time, official formal teams begin to gradually evolve, moving away from the plan by which they were created, and live their own lives.

Informal ones, on the contrary, are formalized.

Based on the terms of existence, teams are divided into temporary, designed to solve a one-time task, and permanent.

An important feature according to which collectives can be classified is the degree of freedom provided to their members.

In accordance with the functions, instrumental groups are distinguished, focused on solving a specific problem, and emotional, the purpose of which is to satisfy personal needs and communicate. In turn, the functional classification can be supplemented and detailed by the classification by type of activity. The implementation of functions presupposes a certain degree of internal division of labor.

Groups are divided into small and large groups.

In small, there are constant personal contacts between all the participants.

This gives them additional flexibility and overall higher performance and job satisfaction. The number of members of a small team, as a rule, does not exceed 20 (optimally 5-7).

Small teams, whose members are not only united by common interests, goals, consciously distinguish themselves from the environment, but also maintain not just personal, but friendly emotional contacts among themselves, are called primary (at the same time, a small team can be secondary).

Usually these are homogeneous groups, consisting of 2-5 people. The replacement of participants in them sharply worsens the internal climate, and even simply destroys it.

Large groups, where there are practically no direct connections between people, are called secondary. They are usually formed according to the target principle, i.e. "for the task", so the main importance here is given not to the personal qualities of the participants, but to their ability to perform certain functions. Special managers are needed to manage such teams.

If the responsibilities (both performers and managers) are clearly distributed, people here can be painlessly replaced, because there will always be a person with the necessary knowledge and skills.

The impersonal nature of relations in large teams leads to the fact that their participants show relatively low labor activity, often conflict with each other. Therefore, such teams are effective in performing primarily simple, but large-scale work.

From the point of view of attitude to work, the following types of teams are distinguished:

1) unable and unwilling to work. Usually they are "motley" and consist of low-skilled employees;
2) partially able and partially willing to work. They include a significant proportion of people who do not have necessary knowledge and experience, but quite a few initiative and executive;
3) able and willing to work. Their participants are characterized by a high professional level, social homogeneity, and creative activity.

This allows them to transfer broad powers, up to self-government.

Introduction

1. Labor collective: concept and types

2. Informal collectives (groups)

3. Formation and diagnostics of the labor collective

4. Influence and power

5. Participation of employees in management

6. Conflict management

Conclusion

List of used literature

Modern Russian management was formed in the conditions of transition from an overly centralized, planned economy to a market economy in a short time. He largely inherited the features of the former, administrative-command system. And this is quite natural. Many modern organizations that use new organizational and legal forms are formed on the basis of former Soviet enterprises. Many key positions in them are occupied by managers brought up in the Soviet era.

At the same time, organizations - economic entities have been operating for several years in a market environment, although so far very inefficient, Russian economy and acquired some of the most important features characteristic of the subjects market relations.

The labor collective is understood as an association of employees who carry out a joint labor activity.

In modern management, there are various ways to solve problems: specific methods for solving management problems, modeling management processes, information and technical support decision-making, etc. In Russia, theoretical and applied statistics, economic and mathematical models for solving problems, engineering calculations, etc. are developed quite well. Less developed automation of information processing, production management, decision-making. However, the effectiveness of management depends not only on the methods of solving problems, but to a large extent also on the economic mechanism and system. state regulation. Therefore, many management models (strategic and operational), successfully used abroad, cannot always be effectively applied in Russia, which is explained by varying degrees maturity of market relations.

aim control work is to provide an integral and systematic understanding of the workforce and its characteristics.

A is relevance. Today, in the context of the global economic crisis, it is more important than ever to understand the processes that arise in the workforce as one of the elements of the management system as a whole.

C - goals. The purpose of this test is to review the types of labor collectives and their characteristics.

Z - tasks. Therefore, in my work, I set the following tasks: to study various types of labor collectives, the formation and diagnosis of the labor collective and the participation of employees in management using study guides management in the amount of 8 sources.

The textbook on the basics of management by the authors Semenov A.K., Nabokov V.I. 2008 was taken as the basis for the test work. This textbook discusses in more detail the types of labor collectives, the formation and diagnosis of the labor collective, and the participation of employees in management.

The current level of development of production determines the need for collective labor, which, in turn, determines the presence of a labor collective. The effective activity of an organization presupposes knowledge of the laws governing the functioning of labor collectives and their use.

The labor collective is understood as an association of workers engaged in joint labor activities. They interact with each other in such a way that each person influences other persons and at the same time is under their influence. Labor collectives create leadership when they carry out the division of labor to organize a production, trade or other process. This association has organizational unity and is bound by common goals. Management must be based on a single will, which is ensured by the presence of a leader elected or appointed by the owner of the property.

The effectiveness of the activities of teams (groups) depends on a number of factors:

size and gender and age composition of working groups;

group norms;

cohesion of people;

degree of conflict;

status and functional roles of group members;

level of education of group members and others.

An effective group is a group whose size corresponds to its tasks and which includes people with dissimilar character traits, while group norms contribute to the achievement of the goals of the organization and the creation of a team spirit, in which a healthy level of conflict prevails and high-status members of the group do not dominate.

The team for the manager is the main support, therefore rational organization the work of the team is its actual task. Teamwork indispensable where, for one reason or another, it is not possible to clearly distribute official duties between employees.

The practice of management activities in modern conditions has developed several types of working groups. Working group- this is a certain set of people who perceive themselves as a group with some common goal, organizationally formalized in it. The main types of these groups, which are mainly targeted, are given in Table. one.

Some specialists refer to working groups (collectives) two more very specific types of groups. Thus, the leader's group (team) consists of the leader and his immediate subordinates, who, in turn, can also be leaders. A typical team group is a company president and vice presidents. The same group is formed by the director of the store and the heads of its departments.

Another group is a permanent committee (board, audit commission, commission for revision wages, planning group, board of the company and the consumer union, board of directors, etc.) within the organization - a collegial body that is an addition to the existing management structure. Working on a regular basis, it seems to be layered on the management structure, which already ensures the performance of all management functions. Not always having the right to make decisions, these bodies participate in their preparation. Distinctive feature their is group decision-making and implementation of actions.

Table 1 - Types, structure and results of the activities of the working groups

Types of working groups	Structure and functions	Performance results
1	2	3
Task Force	has the authority of senior management develops and implements new forms of work organization, new technologies and projects links together individual functions group decision-making includes managers, union representatives, etc. makes decisions on operational matters	high-level leaders are involved can prepare and implement large-scale changes
Working group autonomous	usually has the status of a profit center produces products from start to finish, sometimes performs three tasks: providing the main activity with resources, producing goods (services), serving a specific consumer participants master all types of work and can periodically change jobs (rotation) all management functions are performed by the group has a high level of independence, employees in it - also up to 15 employees	can dramatically improve productivity dramatically changes the organization creates synergies and economies of scale eliminates the need for oversight
Working group - business group	a small, autonomous business cell is endowed with administrative functions is focused on a specific market has the status of a profit center is poorly structured without a job hierarchy and formal instructions the maximum delegation of rights and responsibilities directly to those doing business in the group everyone is responsible for everything, has as many rights as necessary highly qualified and broad personnel profile, periodic rotation decreases the coordination of decisions the company's management (with a minimum apparatus) has a minimum of managerial functions, mainly the definition of policy and general rules, the measurement of results	the group turns the company towards the consumer, brings it closer and allows you to respond flexibly to changes in demand the initiative of employees in setting and achieving goals increases the motivation of people and the efficiency of their work
Working group traditional	functional or production units that perform a limited range of functions the structure is predominantly hierarchical a functional unit unites a manager and specialists who implement a common management function and have similar goals and interests a production unit unites a manager and workers engaged in the manufacture of certain parts and differ in the types of work performed and qualifications	improvement of the results of the group's activities is achieved through the use of labor incentive systems, according to the final results of work
Problem-target and program-target groups (the first is intended to solve the problem that has arisen, the second - to develop a program within the framework of the organization's development plan)	up to 10-12 people are used on a temporary basis in small and medium-sized organizations; participants are fully included in the group or work part-time in it; they are created due to the need to prepare solutions for a wide range of problems that have arisen before the organization	allow serious research to be carried out provide rapid mobilization of efforts to solve the problem

The effectiveness of the activities of teams depends on the size and composition of working groups, group norms, cohesion of people, the degree of conflict, status and functional roles of group members. An effective group is a group whose size corresponds to its tasks and which includes people with dissimilar character traits, while group norms contribute to the achievement of the goals of the organization and the creation of a team spirit, in which a healthy level of conflict prevails and high-status members of the group do not dominate.

The team for the manager is the main support, so the rational organization of the work of the team is his urgent task. Teamwork is indispensable where, for one reason or another, it is not possible to clearly distribute job responsibilities between employees.

To create a workable, organized team with a normal moral and psychological climate, sociological, psychological and other research should be carried out.

Important for the activities of the enterprise are the powers of members of the labor collective, which are determined by the Labor Code of the Russian Federation, other federal laws, founding documents organization, collective agreement. So, in accordance with Art. 21 Labor Code RF worker has the right to:

conclusion, amendment and termination employment contract in the manner and on the terms established by this Code, other federal laws;

providing him with a job stipulated by an employment contract;

workplace that meets the requirements state standards organization and labor safety and collective agreement;

timely and in full payment of wages in accordance with their qualifications, complexity of work, quantity and quality of work performed;

rest provided by the establishment of normal working hours, reduced working hours for certain professions and categories of workers, the provision of weekly days off, non-working holidays, paid annual holidays;

full reliable information about working conditions and labor protection requirements at the workplace;

vocational training, retraining and advanced training in accordance with the procedure established by this Code and other federal laws;

association, including the right to form and join trade unions to protect their labor rights, freedoms and legitimate interests;

participation in the management of the organization in the forms provided for by this Code, other federal laws and the collective agreement;

conducting collective negotiations and concluding collective agreements and agreements through their representatives, as well as information on the implementation of the collective agreement, agreements;

protection of their labor rights, freedoms and legitimate interests by all means not prohibited by law;

resolution of individual and collective labor disputes, including the right to strike, in accordance with the procedure established by this Code and other federal laws;

compensation for harm caused to an employee in connection with the performance of his labor duties, and compensation for moral damage in the manner prescribed by this Code, other federal laws;

compulsory social insurance in cases stipulated by federal laws.

These labor collectives are called formal. Formal organization is a system social relations determined by regulations, instructions, orders and standards of enterprises. It is built on the recognition by leaders of the ideal behavior of members of organizations. A formal organization or structure is necessary for an enterprise (or any institution) to function at all. The formal structure is determined by what are the main tasks of this enterprise. To implement these tasks, a technically determined position of groups of people is formed, their official duties are determined.

Formal structure is a system of roles and functions that people perform in relation to the main tasks of the organization. In the development of this structure, the role of power, the powers that organizations are vested with, is great. Its main elements:

* division of labor (system of horizontal specialization);

* vertical subordination of positions;

* communication system.

In addition to them, there are informal teams in organizations - spontaneously formed groups of people who enter into regular interaction to achieve certain goals. These goals are the reason for the existence of informal organizations. Moreover, in a large organization there is not one, but several informal organizations.

Informal organizations have a lot in common with formal ones, in which they seem to be inscribed. They are in some way organized in the same way as formal organizations, ie. have a hierarchy and leaders.

Leaders of informal organizations seek power and apply means to group members in the same way as leaders of formal organizations. The difference lies in the fact that the leaders of formal organizations are supported in the form of delegated powers and operate within the specific functional area assigned to them. The mainstay of informal leaders is the recognition of their groups. In their actions, they rely on people and their relationships. The informal leader performs two main functions: helping the group achieve its goals and supporting its existence, social interaction. Sometimes these functions are performed different people- two leaders.

In informal organizations, there are also rules or norms of behavior, but they are not written. They are supported by a system of rewards and sanctions. However, if the formal organization, its structure and type are built by the management consciously, according to a premeditated plan, then the structure and type of the informal organization arise as a result of social interaction.

The process of creating a team is very long. Western experts divide this process into 5 steps:

At 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, to 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.

There are several reasons why people join informal organizations:

1) the need for a sense of belonging to this organization;

2) the help that workers receive from informal organizations and that they do not receive from managers;

3) protection of workers, for example compliance with the requirements of working conditions. Moreover, the protective function becomes most important when the leader is not trusted;

4) people's need for communication. People want to know what is happening around them, but in many formal organizations they are not well informed. Moreover, managers sometimes deliberately hide information from their employees;

5) mutual sympathy of people. They often join informal groups in order to be closer to those they sympathize with.

Informal organizations can create problems: lowering the efficiency of the enterprise, spreading false rumors and resistance to progressive changes, etc. At the same time, if group norms exceed officially established ones, informal organizations can bring benefits (commitment to the enterprise, high team spirit and higher labor productivity). ). To deal with the potential problems and benefits of informal organizations, managers must recognize them, work with them, consider their decisions, listen to the opinions of their leaders and members, involve informal organizations in decision-making, and stop rumors by quickly providing official information.

In addition, the ratio of formal and informal structures affects the organization of the manager’s activities, since he has to perform many tasks and functions, the implementation of which directly depends on the correspondence between formal attitudes and those actions and their results that ultimately manifest themselves.

Recently, the idea of ensuring the conformity of formal and informal structures, harmonizing their interaction has received great recognition. It can often be observed that the informal connections of the members of an organization correspond to the formal plan of the organization. The interaction of formal and informal structures is not necessarily some random aberration. It takes place all the time. This must be taken into account by managers, to make efforts to use the interaction of the two structures in the interests of business.

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Types of labor collectives and features of their management. The concept of the team

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