Relationships within an organization. Management of social relations in the organization. Problems of interpersonal relations in organizations

1. Linear Relationships- The relationship between the leader and his subordinates.

2. functional relationship- the relationship of an employee who is authorized to perform a certain function within the entire organization with other members of the team. As a rule, such a production mission is advisory in nature, and the functional manager is within the framework of his linear organization.

3. Relationships of the administrative apparatus exist in the case of representation of someone's rights and powers. Job responsibilities at the same time consist in providing recommendations, advice.

Advantages: the method is effective for the education and training of future leaders. He saves working time for senior management, frees from daily purely administrative work.

Flaws: executive assistants often go beyond their authority by acquiring additional power and influence unofficially.

4. lateral relationships. Two types of lateral relations:

o collegial - relations between employees (employees) of one department, subordinate to one boss;

o parallel - relationships that are caused by the need to exchange information, ideas and opinions between employees occupying the same position in the organization, but working in different departments and divisions.

What are linear and functional relationships within an organization

Linear Relationships It is the relationship between a leader and his subordinates. For example, the foreman is a foreman, Chief Accountant- accountant-calculator.

functional relationship- this is the relationship of a specialist who is authorized to perform a particular function within the entire organization, with other members of the organization. Typically, such a production mission is advisory in nature. For example, the head of the personnel department maintains a functional relationship with the head of the shop in matters of hiring, training and welfare of workers. An accountant may have a functional relationship with the head of the sales department on sales financing, advertising, etc. Moreover, the functional head himself is within his linear organization, for example, the head of the personnel department in relation to the employees of his department.

Linear form of communication

AT organizational structure management an important place is occupied by linear and functional connections. The existing types of organizational structures of production management differ from each other in the way of implementing linear and functional relationships. The predominance of connections of one type or another is predetermined by the requirements developing production. The choice of a certain method of interrelations in the organizational structure of management is a complex process of development of production itself and its management.

The simplest form of communication in production management is linear (hierarchical). The essence of the linear form of relations in the management structure is that each team is headed by a leader (body) who is accountable to a higher leader (body). Subordinates carry out orders only from their immediate supervisor. A superior manager does not have the right to give orders to employees, bypassing their immediate superior. This chain of command and accountability is the main sign linear control. At the same time, the links of linear management, in general, correspond to the links of production, between which clear and simple relationships are established. This is one of the main advantages of this type of connection and linear control in general.

The advantages of linear communication in the management structure include the receipt by subordinates of consistent and interconnected tasks and orders; full responsibility each leader for the results of work; ensuring the unity of leadership from top to bottom, i.e., the implementation of the principle of unity of command.

The disadvantage of the linear form of communication in the management structure is that the manager must have the versatile knowledge necessary to manage the relevant object. In addition, with a linear form of communication, there are no specialists in the management structure for the implementation of individual management functions. The use of a linear form of communication does not fully meet the growing requirements modern production, the main trends in the development of its technology, economy and organization.

MINISTRY OF EDUCATION AND SCIENCE OF THE RUSSIAN FEDERATION

LIPETSK ENVIRONMENTAL AND HUMANITARIAN INSTITUTE

COURSE WORK

FOR THE DISCIPLINE "HR Management"

ON THE TOPIC: “Relations in the organization. Socio-economic and psychological support of personnel”.

COMPLETED: Vasilyeva O.V.

ACCEPTED: Kravchenko V. M.

LIPETSK 2008

Introduction

1. Relationships in the organization

1.1 The emergence of conflict situations in the organization

1.2 Conflict prevention

1.3 Anti-conflict motivation

2. Socio-economic and psychological support for personnel

2.1 Social and economic support for personnel

2.2 Psychological support for staff

3. Organization of staff incentives on the example of Zhirovoi Kombinat OJSC

3.1 general characteristics activities of Zhirovoi Kombinat JSC

3.2 Analysis of incentives on the example of JSC Zhirovoy Kombinat

3.3 The system of socio-psychological factors in the management of staff incentives

Conclusion

Bibliography

Introduction

In modern science, management is considered as a specific area of ​​human activity, within which certain goals of organizations are solved. In terms of content, this kind of activity is complex and multifaceted. In addition, it requires a lot of human effort and time. Therefore, management is considered as a special activity.

In the process of implementation of all managerial functions, a system of interrelated tasks is solved, where an important role is assigned to the manager as the main subject of managerial decision-making. The activities of foreign firms, the practice of work of domestic organizations, especially in the context of changing forms of ownership, show that modern managers objectively need deep knowledge and skills in managing conflicts and predicting them.

Conflict is a clash of opposing positions, opinions, assessments and ideas that people try to resolve with the help of persuasion or actions against the background of the manifestation of emotions. The basis of any conflict is the accumulated contradictions, objective or subjective, real or illusory. Sometimes the most insignificant reason is enough and the conflict can flare up. The development of the conflict occurs according to the scheme: conflict situation + reason = conflict.

Major regional conflicts are most often caused by differences in ideologies, worldview concepts, economic interests, and the division of society into friends and foes. The coals of racial and national prejudices (white and black, the ideas of the great Aryan race, anti-Semiteism, etc.), religious differences (for example, Catholic Christians and Protestant Christians in Ireland), addictions, etc., always smolder on the surface of the philistine worldview. ., ready to flare up into a dangerous fire with a suitable provocative occasion.

Having talked about conflicts with any person, you can be sure that he will respond to the discussion of this problem in the most vivid way. Any of us got into one or another disputable, conflict situation arising from a mismatch in the perception and assessment of various events. Often, objective contradictions lie at the heart of a conflict situation, but some trifle is enough: an unsuccessfully spoken word, an opinion - and a conflict can begin.

This course work consists of two parts:

The first part deals with the problem of personnel relations in the organization and the system, methods of personnel support.

In the second part - the attitude of the staff and the system of its support on the example of the enterprise JSC "Fat Plant".

1. Relationships in the organization

Potential sources of conflict are always present in the activities of any organization. Emerging conflicts can cause a wide variety of consequences for the team and the relationships of the people who work in it. There are cases when attempts to avoid conflict led to a decrease in work efficiency and worsened the psychological climate in the team, and sometimes even led to destructive changes, since the essence of a possible conflict was the struggle between the progressive and the outdated, with various remnants, unfair actions. In other situations, conflicts had the most negative consequences for the team. At the same time, conscious efforts to resolve the contradictions that arose precisely through conflict led to irreparable losses - insults, people's feelings, negative social attitudes. All this naturally affects business relationships and paralyzes work. There were other situations when it was the conflict that helped to solve urgent problems. In other words, the very fact of the conflict cannot be treated unambiguously.

All human activity is conditioned by real-life material needs (the need for food, sleep, clothing, etc.) and spiritual (in work, knowledge, communication, social activities, creativity).

People tend to either achieve something or avoid something. In a narrow sense, motivated activity is a person’s actions due to internal motives, aimed at achieving their goals, realizing their own interests. The worker himself determines the measure of his actions, depending on the internal motives and the conditions of the external environment.

Labor motivation is the desire of an employee to satisfy his needs through labor activity. The structure of the labor motive includes: the need that the employee wants to satisfy; a good that can satisfy this need; labor action necessary to obtain a benefit; price - costs of a material and moral nature associated with the implementation of a labor action.

Any activity is associated with certain costs and has a price. Thus, labor activity is determined by the expenditure of physical and moral forces. High intensity of labor can scare away workers if there are not sufficient conditions for the restoration of working capacity. Poor organization of labor, unfavorable sanitary and hygienic conditions at work, underdevelopment of the social and domestic sphere usually determine the strategy of labor behavior, in which the employee prefers to work less and get more. However, a situation is possible when an employee, in order to maintain a certain level of well-being, is ready to pay for various additional benefits with his health.

Various neuropsychological disorders, stressful and conflict situations that arise between groups in the process of communication are associated with the constant search for the best way to fulfill their needs.

All needs are social in nature. In the process of purposeful managerial influence, it is quite possible to influence the entire system of needs of the individual, and through needs - on her interests, ideals, attitudes and, of course, on her character.

The latter is one of the most important psychological personality traits. This is a set of stable psychological properties that determine the line of behavior of a person, his attitude to business, to things, to other people and to himself. The impact on the character of the subordinate is expressed in the ordering of his relations and the impact on these relations. At the same time, one should take into account the polarity of such relations: principled versus unscrupulous; tact - tactlessness; organization - disorganization; industriousness-laziness; overestimation of one's capabilities - underestimation of one's strength; self-criticism - non-self-criticism; exactingness to oneself-undemanding to oneself; greed-wastefulness, etc.

A lot of things in an organization depend on the team. The labor collective represents a specific socio-psychological formation, in the center of which is a system of interpersonal relations, manifested in the form of mass-group activity. Every member labor collective, the group sets itself a certain task, focusing on a certain system of values. Any individual has its own system of values, and the totality of individual values ​​constitutes the value-oriented unity of the team. If the team has this unity, which develops in joint useful activity, then professional interpersonal relations in the team will be streamlined. Under such conditions, people involved in the process of solving group problems, in contrast to people who are more prone to disunity, overcoming professional barriers through various kinds of conflict situations, put all their internal problems in the background: in the course of active work there is almost no room for personal experiences. This is the working situation, the achievement of which is the optimal limit for the manager.

Each work collective, in addition to the formal structure (enterprise, site, brigade), unites a number of informal socio-psychological formations (microgroups), which are formed on the basis of a variety of psychological factors but mainly based on likes or dislikes. It was revealed that in the labor collective very often there are small informal groups (as a rule, these are 2-5 people), arising on the basis of behavior not related to professional activities.

Informal groups in the team arise in the process of interaction between members of the team. When solving the tasks facing the team, people enter into business contacts. Along with this, they also enter into informal contacts with each other.

The informal structure of the team arises spontaneously. Often the emotional intensity reaches such a level that it is regarded by people as more significant than relationships based on official instructions. Informal groups are created outside the competence of the leadership. The laws of communication, which put people's activity under their control, ignore the will of the leaders and make themselves felt in any team.

The informal structure of the work collective is characterized by the presence in each formed group of its leader, who is somehow superior to other members of the group, having special personal characteristics.

In each team, several informal structures are usually formed, and each structure has its own focus. This, of course, affects the professional activity of the work collective: disunity disorganizes collective actions, cohesion organizes them.

Research data give every reason to believe that taking into account these factors can help the manager in streamlining interpersonal processes in the team, as well as reveal impending conflicts, take a number of effective measures to prevent and resolve interpersonal conflicts.

Any team involved in any activity is influenced by the forces of unity and separation, which are an echo of interpersonal relationships. Such interaction, of course, leads the team both to unity and to disunity. In the latter case, interpersonal conflicts arise.

In the working groups, informal structures are formed with their leaders, performers, followers. In a favorable environment, when all employees are involved in solving the tasks facing the team and, most importantly, when the leader is authoritative, the informal structures of the team combine their efforts in the general collective direction of activity.

Psychological research has shown that in conditions of group isolation, the presence of a “good boss” is the most necessary factor in managing a team. People who are separated from related units are more likely to be dissatisfied with their relationships with their bosses than with fellow workers or neighbors. Interviews with returnees from work in remote areas show that medical ailments, allegedly caused by adverse climatic conditions, are often not. At the heart of seemingly bodily disorders are social factors associated with interpersonal relationships.

Troubles in relations with the boss often lead to psychological breakdowns, which causes neuroses in employees.

Often the cause of neurosis is the "director's neurosis", which first occurs in managers who answer the most elementary questions with a temper and often give conflicting orders. Their behavior unnerves the team.

"Director's neurosis" by induction is transmitted to weakly mentally stable employees who begin to feel a state of doom. Part of the working time is wasted on meaningless conversations and meetings. All this leads to a violation of the sense of order, activity in a person, chaos, causes fatigue and a sharp negative reaction. Senseless activity causes negative emotions, creates a negative opinion.

Informal groups arise in all divisions. The leader himself, as well as any member of the team, is included in a certain type of informal structure. These can be small groups of interpersonal influence, but also reference or reference groups (family, relatives, friends, hobby partners, colleagues), the opinions and views of whose members are decisive for the person included in them. Naturally, all these groups can have a positive or negative orientation. Since the reference groups are not closed systems, it is difficult to imagine what influence the members of the reference groups who are not members of labor collectives have on their other members who are such.

The management of interpersonal relations of informal groups in the work collective proceeds from a careful consideration of the psychology of all its members and consists of a system of influences on the personality of the worker, taking into account the reactions to this influence on the part of the group members. The influence on relationships outside the unit (family, friends, etc.) is limited, but available at the interpersonal level.

Personnel management as a management function is designed to unite, coordinate, interconnect all other functions into a whole. The main task of the leader is the desire for the unity of the team in everything. The most important principles of personnel management are the responsibility of each employee for his work and the knowledge of each employee to whom exactly he is subordinate and from whom he should receive instructions. The management system is a hierarchy, involves the assignment of various stages of management to individual leaders or the management apparatus. The main task of top management is the selection of leaders, the coordination of various functions, the organization of the hierarchy of the management system as a whole.

Managers of the middle and lower levels act as organizers of certain types of work: drawing up a general business plan; bringing people together to work; its leadership; coordinating the functioning of individual parts of the organization and individual employees, monitoring the results.

The purpose of personnel management is to encourage employees to develop their abilities for more intensive and productive work. The manager should not order his subordinates, but direct their efforts, help reveal their abilities, form a group of like-minded people around him.

Of particular importance are the following socio-psychological aspects of management: - stability of official position - the main incentive to work; - dismissal at the initiative of the administration is relatively rare, as it is associated with the observance of many different rules; - instilling in employees a sense of commitment to their company (publishing newsletters, magazines that highlight the activities and events of the company's life; showing videos and movies; arranging holidays; days of rest, on which significant funds are spent).

Improving the efficiency of personnel management is achieved through the use of such factors as: - good organization of workplaces; - rational planning and use of production areas; - systematic retraining and advanced training of employees; - ensuring the stability of employment; - development and implementation of various socio-economic programs.

To stabilize the employment of permanent workers in firms, the following methods are usually used: temporary workers during a cyclical rise; - Maneuvering of labor resources within the firm; - retraining of workers and training them in new specialties;

Shortening the working week during the period of worsening market conditions; - Unscheduled vacations and early retirement. Employment stabilization measures are needed to stimulate the desire of workers to increase their productivity and efficiency in their work. Note that often many physical ailments and conflict situations are associated with the instability of the employee's workplace, his uncertainty about his need and significance for the company. Therefore, all kinds of employment stabilization programs help employees to rehabilitate themselves in difficult situations.

Among the main objects of management, the team occupies a central place. The collective is the highest form of a social group, in which two main components are combined: material (people) and spiritual (orientation of people, their thoughts, experiences, etc.). A social group acquires the right to be called a collective provided that it has a number of characteristics: a socially useful goal, ideological content, cohesion, and the presence of governing bodies. A developed team is, in addition, a self-governing and self-regulating system. In order for some structural unit to receive the status of a team, the leader should develop quite certain collectivist qualities in his employees.

The labor collective is one of the collectives of the whole society. The spiritual side of the life of the work collective is its ideology (a set of ideas and views) and psychology (a set of certain socio-psychological phenomena). Among the latter, there are: socio-psychological factors arising from the practice of human interaction (mutual assessments, requirements, authority, etc.); public opinion (collective views, attitudes, judgments); social feelings and collective moods; collective habits, customs.

There are three spheres of relations in the labor collective: professional (labor), socio-political and the sphere of life.

The professional sphere covers the relationship of workers that develop in the process of work. This area includes: subordinate relations (leader-subordinate; senior-junior); coordination relations due to joint activities; in some cases, also relations in the "man-technical" system, which is typical only for subdivisions. In the professional sphere, the employee acts as a specialist-professional. However, the personality of an employee is not limited to the performance of a professional function. Every worker is a member of a voluntary society. These and similar functions are performed within the framework of the socio-political sphere. In the sphere of life, material, cultural, everyday needs and communication needs are satisfied. The sphere of life is the basis for the formation of small groups in the team, the cultivation of the psychology of microenvironments, which is reflected in other areas. In team management great importance has its quantitative composition. The most manageable is a team of 10-15 people. Collectives larger than four dozen members tend to break up into constituent groups. The combination of people of different ages in the team is preferable. Teams made up of people of different ages give rise to different types of hobbies, complicate the organization of collective actions, and this requires greater managerial capabilities from the leader. A team made up of people of the same age tends to focus on the interests of their age.

The socio-psychological analysis of collectives shows that the main core around which the process of uniting the collective unfolds is collective activity. The subject of such activity, of course, is the group activity of the collective, aimed at achieving a social goal.

The need for a joint movement towards a common goal involves the interaction between members of the team. And if the interaction completely involves all members of the team in the movement, then many troubles, personal hostility, antipathy, etc. remain behind. Under the conditions of such interaction, the target unity of the team is brought up, uniting to joint activities, there is no ground for conflicts.

The role of the socio-economic structure in shaping the socio-psychological climate of the production team is very important. In accordance with these most significant factors, ultimately determining the nature of interpersonal relationships in the team, are the totality of social relations of a given society, its socio-economic structure, and, as a result, the content of social consciousness. This factor determines interpersonal relations both at the level of the main production team and at the level of all its structural divisions, up to the primary team. However, in individual production teams this cannot be of a rigid nature. There is a possibility of non-coincidence of the features of a specific structure of relations at individual enterprises with those characteristic of the whole society as a whole.

The essence of the conflict can be defined as the lack of agreement between two or more parties (specific individuals or groups). Each of the parties involved in the conflict does everything so that its point of view or goal is accepted, and prevents the other side from doing the same, the conflict is usually associated with aggression, threats, arguments, hostility, tension and other emotionally negative phenomena. There is an opinion that conflict is always undesirable, that it must be resolved immediately, because it destroys human relationships, and, therefore, negatively affects the results of joint work. However, many theorists and practitioners of management believe that from the point of view of effective management of organizations, some conflicts can be not only useful, but also desirable. The conflict helps to reveal a variety of points of view, provides additional information, allows you to analyze a large number of alternatives, etc. This makes the decision-making process of a group or an individual leader more efficient, gives people the opportunity to express their thoughts and feelings, satisfy the need for respect and power. It also helps to carry out plans and projects more effectively and, as a result, creates conditions for the intensive development of the organization.

In general, there are two groups of conflicts - functional and dysfunctional conflicts. The first leads to an increase in the efficiency of the organization. Conflicts of the second group lead to a decrease in personal satisfaction, the destruction of group cooperation. Which group the conflict that has arisen in the team falls into depends on the leader. With proper management, conflict can become constructive, functional. With inexperienced or inept guidance, it can develop into a dysfunctional one.

In many cases, in a life situation, a person reacts in such a way as to prevent another from achieving the desired goal. Conflict is more likely to occur when trying to convince the other side or a neutral intermediary that "that's why he is wrong, but my point of view is correct." A person may try to convince others to accept his point of view or block someone else's through primary means of influence, such as coercion, rewards, peer review, persuasion. The conflict model thus contains: the situation, the sources of the conflict, the possibilities for the conflict to escalate, the reaction to the situation, the implementation of the conflict, the management of the conflict, the functional and dysfunctional consequences of the conflict, and the latter can be functional (constructive) and dysfunctional (destructive). Among the functional consequences, one can distinguish: the search and development of a mutually acceptable solution, the removal of hostility, injustice of conflicting people, detente, the emergence of conditions for cooperation, creativity, mutual understanding, analysis of problems and the development of various options for their solutions.

Dysfunctional consequences of conflicts: dissatisfaction of people, their poor health, increased turnover of personnel, manifestation of unproductive competition with other groups, downplaying opportunities for cooperation, excessively strong loyalty to the collective of one's group, perception of the other side as the "enemy", decrease in communications up to their complete disappearance , shifting emphasis - giving more importance to "winning" the conflict than solving the problem.

The main types of conflicts in real life intersect, overlap each other. In a specific situation, it is difficult to separate, for example, economic conflicts from political ones. Different types of conflicts seem to stimulate each other, exacerbating the crisis situation in society. In turn, the crisis at the state level translates into everyday life, into small skirmishes, incidents and conflicts between small groups and individuals.

Conflicts can perform a variety of functions, both positive and negative.

Positive functions include: - detente between the conflicting parties; - obtaining new information about the opponent; - rallying the team of the organization in the confrontation with an external enemy;

Stimulation for change and development; - removal of the syndrome of submissiveness in subordinates; - diagnosing the capabilities of opponents. Negative functions: - large material, emotional costs of participation in the conflict;

Dismissal of employees, reduced discipline, deterioration of the socio-psychological climate in the team; - representation of the defeated groups as enemies; - excessive enthusiasm for the process of conflict interaction to the detriment of work; - after the end of the conflict - a decrease in the degree of cooperation between part of the employees; - complex restoration of business relations. Let's dwell on the functions of organizational conflicts: - Informative function. This important function has two sides, signaling and communicative. The signaling side is that the administration is beginning to pay attention to intolerable working conditions, arbitrariness, and various kinds of abuse. In an effort to prevent the escalation of the conflict, it takes measures to mitigate the situation. The communicative side is defined as follows: for both conflicting parties, it is necessary to have information that allows you to draw conclusions about the strategy and tactics of your opponent, the resources that he has. By expanding the information potential, the parties strengthen the communicative exchange with each other, learning a much larger amount of information about the factors and causes, interests and goals, positions and programs for overcoming the conflict.

integrative function. The production conflict affects the ratio of individual, group, collective interests, contributes to group formation, the establishment and maintenance of normative and physical boundaries of the group. This function is related to the processes within the conflicting parties and the interaction between them. This phenomenon is called the effect of group favoritism. Its essence lies in the tendency in some way to favor members of one's own group as opposed to members of another group. This effect can operate in a variety of situations of social interaction, as if in any case establishing a “demarcation” line between those people who, according to some criteria, are interpreted as “friends” or “strangers”.

Innovative feature. With the help of conflict, obstacles to the economic, social or spiritual development of the team can be overcome. Under the influence of confrontation or as a result of its termination, a certain transformation of the state of interpersonal relations takes place. A properly resolved conflict improves the psychological characteristics of the team and causes an increase in social activity due to a change in all the most important characteristics, cohesion, authority, the level of identification with common goals and satisfaction with membership in the organization, mutual trust and respect.

The functions noted above should not be approached with evaluation categories. Their value is situational. All the transformations that take place during a conflict are simultaneous and interconnected. Only post-conflict analysis can deduce the real direction of the conflict.

The causes of conflicts are as diverse as the conflicts themselves. should be distinguished objective reasons and their perception by individuals. Objective reasons can be relatively conditionally presented in the form of a number of enlarged groups: - limited resources to be distributed; - differences in goals, values, methods, behavior, skill level, education; - interdependence of tasks, incorrect distribution of responsibility; - Poor communication. An important area of ​​conflict analysis is the study of the relationship between various factors and causes of conflict. The causes of conflicts are as diverse as the conflicts themselves. There are objective causes and their perception by individuals. Objective reasons can be relatively conventionally presented in the form of several enlarged groups: - Limited resources that need to be divided. Even in the most large organizations resources are always limited. Management must decide how to allocate materials, human resources and finances among different groups in order to most effectively achieve the goals of the organization. To allocate a larger share of resources to one person (leader, subordinate, group) means that others will receive a smaller share. People always want more, not less. Thus, the need to share resources inevitably leads to various types conflict.

Interdependence of tasks. Since all organizations are systems consisting of interdependent elements, if one unit or person does not work adequately, the interdependence of tasks can cause conflict. For example, a production manager may attribute the low productivity of his subordinates to the inability of the maintenance department to repair equipment quickly enough. The head of the repair service, in turn, can blame the personnel department for not taking on the new workers that the repairmen needed. The possibility of conflict increases depending on the type of organizational structures, for example, in the matrix structure of the organization, where the principle of unity of command is deliberately violated, as well as in functional structures. In structures where departments are the basis of the organizational chart and where the heads of interdependent departments report to a common leader, the possibility of conflict is reduced.

Differences in purpose. The potential for conflict increases as organizations become more specialized and broken down into divisions. This is because specialized units formulate their own goals and may pay more attention to achieving them than to the goals of the entire organization. For example, the sales department may insist on producing more diverse products because this increases its competitiveness and increases sales. However, it is easier for the production department to achieve its goals if the product range is less diverse.

Differences in perceptions and values. The idea of ​​the situation depends on the desire to achieve a certain goal. Instead of assessing a situation objectively, people may consider only those views, alternatives, and aspects of the situation that they believe are favorable to their group and personal needs. Differences in values ​​are a very common cause of conflict. For example, a subordinate may believe that he always has the right to express his opinion, while a leader tends to believe that a subordinate has the right to express his opinion only when asked, and unquestioningly do what he is told. The highly educated R&D staff values ​​freedom and independence. If their boss finds it necessary to closely monitor the work of their subordinates, differences in values ​​are likely to cause conflict.

Differences in behavior and standard of living. These differences increase the possibility of conflict. There are people who are constantly aggressive and hostile, ready to challenge every word, thereby creating an atmosphere around them that is fraught with conflict. Personalities with authoritarian, dogmatic traits are more likely to come into conflict. Differences in life experience, values, education, seniority, age also contribute to conflict.

Poor communications. Poor communication acts as a catalyst for conflict, making it difficult for individuals or groups to understand the situation or the perspectives of others. If management fails to communicate to subordinates that the new performance-based pay system is not intended to squeeze the juice out of workers, but to increase the profits of the enterprise and improve its position among competitors, then subordinates may react incorrectly by slowing down the pace of work. Other communication issues that cause conflict are ambiguous quality criteria, failure to define official duties and functions of employees of departments, as well as the presentation of mutually exclusive requirements for work.

1.2 Conflict prevention

To prevent an unwanted conflict means to "knock out the ground" from under the situation when the emergence and development of a conflict contradiction becomes real. First of all, it is necessary to prevent not the conflict itself, which is already taking place, but those conditions, causes that can create potential conditions for the emergence of a conflict. If the conflict is already a reality, then actions, efforts that will not allow it to grow, come to the fore. Therefore, the identification of factors that prevent the emergence and development of conflicts is so important in the practical work of a manager. First of all, it is necessary to name the verified personnel policy. Proper selection and placement of personnel, taking into account not only professional, but also psychological qualities, significantly reduce the likelihood of conflicts. When applying for a job, psychological testing is simply necessary. Then the manager will know exactly how to build relationships when communicating with staff. There will be no false images, psychological incompatibility, resentment.

In general, rumors, gossip, conflicts are very typical for organizations where employees are underloaded, where they have too much free time. Therefore, as soon as such negative phenomena begin to appear, for the manager it becomes a wake-up call, a signal that the staff is not working as it should.

A good stabilizing factor that prevents the emergence of conflicts is the positive traditions that have developed in the team. They should be encouraged in every possible way, but at the same time it should be remembered that a well-known psychological phenomenon may arise when traditions become an end in themselves and act as a conservative factor.

Each division of the organization is created for a specific purpose. These goals often turn out to be opposite, competing, an objective confrontation arises. This kind of confrontation is often called positional conflict. The conflict is positional, because it is objectively set by the position of units in the organizational structure. The benefits of such a conflict are often noted. The positional conflict enables the management to more objectively evaluate the actions of the units, since in the confrontation they are looking for more perfect arguments for their viability, developing new technologies. In other words, positional conflict creates constructive tension that is beneficial to the organization. Therefore, in practice, it is often specifically provided for in the target structure of the organization. The pathology of positional conflicts occurs when the target tension, caused by purely positional reasons, is saturated with emotions, turns into interpersonal tension and interpersonal conflict.

1.3 .Anti-conflict motivation

If we analyze the cause of conflicts at enterprises and organizations in various sectors of the economy, we can see that in most of them there is dissatisfaction of workers with the system of remuneration or its assessment. This is more than true for modern Russia. Having unfolded any newspaper, turned on the radio or TV, you rarely see or hear about the next labor conflict. Life has shown that there are no such conflicts where the business operates stably and efficiently, management is carried out rationally in accordance with the current legislation, the canons of the market, business ethics, where all the conditions for creative work, continuous professional development of employees are created, where the attitude of management towards other members team - as partners, not employees. Practice proves that at this stage of paramount importance in anti-conflict management is the establishment and strict provision of modern system labor motivation. This issue should be considered in more detail.

Despite all the modern methods of motivation (such as, for example, enrichment), there is no doubt that money still remains the most powerful motivator. Payment in one form or another is one of the key mechanisms of motivation in society. The content of financial incentives, its structure and size are individual for each company, regardless of the type of business. At the same time, both the content of its elements and their structure are dynamic. At each stage of the development of the company, a specific economic and social task is set for the system of incentives as a whole and for each of its elements. As they are resolved, the company's doctrine changes, a new package of incentives is constructed. Only the main economic task of personnel management remains unchanged - the growth of labor productivity and the reduction in the wage intensity of the final product of the company.

Each employee needs a certain set of incentives that would encourage him to act creatively, proactively, with full dedication. But since different stimulants affect individuals in different ways, for any worker it is necessary to determine the optimal combination of incentives for him. In foreign practice, this is called a compensation package, which is a model for investing in the personnel of an enterprise. But this is not an investment in a computer, in technology or in some kind of labor tool. Calculating the investment in personnel is much more complicated. Here you can not do without psychological aspect, since we are talking about the efficiency of living labor, that is, about labor productivity, which is inseparable from individual psychology and from social, collective psychology.

There are a number of components that make up internal satisfaction: how a person relates to the team of the group, the department in which he works; how he perceives working conditions; how he relates to the company (its trademark, market fame, its business position); how he perceives cash payments and how he relates to the quality of management "by the company, management, leadership. According to these indicators, employees can evaluate their job satisfaction by scoring from 0 to 5, where 0 is very bad, 5 is excellent. After analyzing such data, in particular, related to cash payments, relevant information is provided to management.If people are unhappy with the pay, this does not mean that they are underpaid - they just think so.Analysis of such data provides information on the degree of satisfaction of employees with their work.

There is no system of remuneration that fully satisfies the entire staff of the company. If employees put only "five" - ​​this is an alarming signal, the company has a problem of trust in management. People did not want to show their true attitude towards him.

Sometimes it is possible to create a reward system that satisfies employees for a sufficiently long period of time. But even if the payment system at a certain stage is more or less optimal, after some time it will still need to be changed (usually from one to five years). This is due to the pace of development of the company and the success of innovations in business.

Social transfers (benefits, services) are usually distinguished from: additional benefits, various types of insurance, dismissal benefits and services. Supplementary payments provide pay during the time a person is not working (includes vacation pay, vacations and holidays, childcare benefits, and additional unemployment benefits). Insurance is a different type of benefits. Workers' compensation, for example, aims to guarantee medical care in the event of an accident to the victim and his dependents, regardless of the perpetrator, and financial assistance. Most employers also provide group life insurance, employee hospitalization, accident and disability insurance. Many companies are trying to provide employee benefits in the form of services (free or subsidized meals, food at cost, advanced training, legal advice, soft loans, etc.).

2. Socio-economic and psychological support for personnel

The specifics of work in any organization makes special demands on the comfort of the atmosphere of the enterprise, both in the entire team and in its divisions. Tension, distrust, irascibility of employees are immediately reflected in the quality of work, stability and level of communication with customers.

To a certain extent, negative aspects are overcome by adequate remuneration. But sometimes this is not enough. It is very important for the staff to feel care for themselves, attention from management, understanding special conditions their labour. The costs of socio-psychological support of personnel are paid off by confidence in its reliability and predictability, stability of work and improvement of its quality, personal interest in the result.

Before making a decision on measures that contribute to a qualitative improvement of the atmosphere in the team, the first step should be a preliminary analysis of the situation, an assessment of the general state of affairs. With the help of a simple survey, you can get an idea of ​​the group cohesion in the team of a shift, brigade, unit, and correlate it with standard indicators.

It is possible to use variants of questionnaires containing, for example, the following questions:

Who would you like to see as your foreman?

Who would you invite to your birthday party?

Summing up, such statistical indicators as the staff turnover rate, complaints about the quality of work on the part of guests and management, the need to conduct conversations with the heads of all departments are also taken into account.

By collecting information, it will be possible to find out prosperous units, units with brewing or developing conflicts, the causes of tense moments and conflict situations. Analyzing the information received, "troublemakers" are also identified, provoking the emergence of a conflict in their unit.

After assessing the state of the socio-psychological climate, you can begin to determine effective methods improvement of the situation, especially in the most "unfavorable" divisions.

At this stage, methods of psychological influence are used:

Trainings to overcome stressful and conflict situations;

Lectures on the topics of corporate ethics of relationships;

Seminars on the development of intuition, mutual understanding;

Meetings in the most "unfavorable" divisions. It is also necessary to apply administrative methods:

Conduct additional training for managers;

Dismiss "troublemakers". At the same stage, methods of positive influence are formulated.

Many enterprises are limited in the possibilities of direct material investments in the social sphere. This forces management to be particularly inventive and apply indirect methods more widely. By expanding non-traditional methods, it is possible to use various competitions aimed both at increasing sales volumes and at increasing cohesion in departments. The best team, the best shift - these are some of the few mottos of the competitions. Interaction with supplier companies for advertising individual brands has become effective not only for sales results, successful cooperation, but also for developing a sense of mutual support, creativity in achieving a common goal.

Of all the possible methods of collective support that apply to all staff, many restaurants successfully use subsidized meals, preferential vouchers for rest and treatment. Employees especially appreciate, for example, the management's initiative to purchase children's gifts for the New Year (at the expense of social insurance funds).

One of the main objectives of management is to develop whole system emotional rewards.

Brigade competitions, brigade trips may turn out to be the most attractive types of encouragement for young people.

Using knowledge of the technique of rewards, depending on age and psychological characteristics, the HR manager can develop a system of proposals for each group of specialists. For example, holding joint leisure by separate divisions - an evening at a bowling club, visiting interesting exhibitions and shows, sports and recreation facilities - swimming pools, tennis courts, purchasing tickets for theatrical, film and variety programs, etc.

In modern restaurants, a program is being developed to support the most significant and qualified specialists, who are especially in demand in the labor market.

There are not very many people who actually possess this knowledge and qualities due to the imperfection of modern educational institutions, lack of progressive movement of specialists, they are well known in restaurant circles. Highly professional specialists belong to the elite labor resources. The level of their self-esteem is determined by the understanding of the possibility of trouble-free employment, when finding a job for them is a decision on the final choice of a particular place.

One of these levers should be, of course, an adequate level of remuneration. In preparing to address this issue, managers need to take into account the mentality of the domestic workforce, brought up by more than one generation. This determines the initial attitude to any, even the highest guaranteed salary, as payment not for the results of labor, but for the very fact of being at the workplace. Highly professional specialists, of course, are less susceptible to such influence, but it would be a big mistake not to take this fact into account.

overstate wages a newly hired employee at the initial stage is unreasonable. The director should have a reserve for increasing the salary of the pile, for additional bonus payments. Therefore, it is more practical to stipulate a starting salary for the first 1-2 months and, in parallel, discuss real opportunities for an increase in connection with the implementation of both current and future tasks.

And yet, in the first place for a highly professional employee is work, what he has to do every day, the possibility of the greatest disclosure of his knowledge and skills. That is why it is especially important to pay constant attention to the work of specialists on the part of management, evaluate results, and analyze strengths and weaknesses.

In world practice, this phenomenon is described in detail as life satisfaction. This is a very important psychological component, the achievement of which by the employees of the organization is one of the goals of the leader. Of course, some managers are absolutely sure that achieving overall satisfaction is not their task. But we must not forget that in restaurant business all the subtleties of psychological well-being are especially noticeable, due to the specifics of this activity. Good psychological well-being is one of the leading reasons for increasing the efficiency of service and, as a result, increasing profits.

2.1 Social and economic support for personnel

The first and obvious direction social work with the personnel at the enterprise, special measures are taken to meet the needs, interests and individual needs of the personnel, in without fail those provided by the Constitution of the Russian Federation, labor law and an employment contract.

It is common in the world to believe that no business can perform at its best until every employee feels committed to corporate goals and begins to work as an effective member of the team. And this is the second direction of social work, which contributes to the formation in people of a sense of their significance, usefulness, involvement in the cause, confidence in their social position and tomorrow, self-respect, and the realization of their rights. .

Another direction is the current organization of work with personnel and the management of daily activities with social guidelines, for which managers are mainly responsible. It is recognized as an important way to enrich labor. People experience stress when the work performed is monotonous, primitive, insignificant. This happens to many employees after even a short period of time - from six months to three years. For more than half a century, the practice of enriching labor has been used abroad to increase their interest, understanding the significance of work, the need to show great abilities and efforts.

Another way is to empower individual workers. AT individual plan it is applied to the most qualified, enterprising, responsible employees and consists in granting them independence and initiative within extended limits for a certain time, so that they can, having shown innovation, find unforeseen, but helpful ways improve performance at your workplace or a specific area of ​​work.

There is also a tried and tested method of creating self-managed working groups with increased autonomy and independently looking for people and a team and building management within it with increased collegial self-management. If successful, they turn out to be productively efficient, and the people working in them are highly interested in the results of their work, are satisfied, and earn more.

In world practice, the method of working on flexible schedule. Such, for example, is a part-time job. For some, it opens up the possibility of overcoming total unemployment. Such employees work with gratitude to the enterprise that gave them a job, with zeal and hope for a future full-time job, they strive to prove themselves.

2.2 Psychological support for staff

The work of individual staff members and life outside the organization are associated with the possibility of various problems and even personal crises (failures at work, difficult relationships with one of the employees, conflicts or unpleasant events in the family, the need for treatment, overwork, lack of urgently needed funds etc.). They affect the productivity and quality of work, interfere with attentive and full-time work. Managers and employees of the personnel service are obliged to detect such people in a timely manner, and even better - to anticipate the possibility of mentally tense, stressful conditions after some events (serious illness or death of someone close, fire and loss of property, severe damage to a personal car, moving at work or punishment with which the employee is not satisfied, etc.)

3. ORGANIZATION OF STAFF INCENTIVES ON THE EXAMPLE OF OAO "FAT PLANT"

Open Joint Stock Company "Fat Plant" is currently a private enterprise. The organizational and legal form of the enterprise is an open joint stock company. If a few years ago the state owned a certain block of shares, then at present it does not exercise any control over the activities of the enterprise as a shareholder.

Zhirovoi Kombinat OJSC is one of the largest enterprises in the food industry Sverdlovsk region. Throughout its existence, the plant produces and sells products of the oil and fat industry. The main activities of the enterprise is the production of mayonnaise, margarine, vegetable oil, soap.

The history of the plant dates back to 1959, when the first stage was launched, designed for the production of margarine and lard. Constantly focusing on expanding the range and increasing the volume of products, the plant has developed. In 1971 a soap-making workshop was built, in 1996 workshops for packaging vegetable oil, production of mayonnaise and mustard were put into operation. During the period of transition to a market economy system, the enterprise relied on the technical re-equipment of the enterprise, on improvement and automation production processes. In 1996, 12.7 billion rubles were spent for these purposes, and in 1999 this amount amounted to 23.8 billion rubles. Many works on technical reconstruction, development, manufacture and repair of equipment are carried out on their own - by employees of the machine shop, the design department, the services of the chief mechanic, the chief power engineer and other equally important departments. The correct tactical move was the introduction of the most modern technologies based on the latest achievements of science and technology. All this allowed the plant to solve two main problems. First, to achieve high efficiency in-line, mass production and thereby make their products inexpensive, accessible to buyers with any income. Secondly, the use of a high level of technology, computer process control, strict adherence to all technological subtleties, strict bacteriological control, made it possible to create competitive, high-quality, environmentally friendly world-class products.

Today JSC Zhirovoi Kombinat is one of the largest Russian enterprises in its industry, one of the five largest Russian enterprises in the industry. This is a modern, dynamically developing enterprise with great potential and prospects.

The legal status of Zhirovoi Kombinat OJSC, the rights and obligations of shareholders are determined in accordance with Civil Code RF and the law "On joint-stock companies". supreme body management of a joint-stock company is general meeting its shareholders. The General Meeting of Shareholders elected the Board of Directors headed by the General Director. The organizational structure of management is built in such a way that, with a moderate demand for products, personnel management can be carried out effectively with a minimum of managerial levels. At present, the production facilities of the plant are represented by four production workshops:

hydro-refining

margarine,

mayonnaise,

· soapy.

Sixteen auxiliary services work to service the main workshops.

Zhirovoi Kombinat OJSC has a high technical potential. Products are manufactured on highly automated production lines of well-known foreign companies. For the manufacture of polymer containers, advanced technologies and imported equipment are also used. The equipment required for production is supplied from abroad, mainly from Germany. The plant has been cooperating with the corporation "Sidel" for many years and most of the recently purchased devices belong to this company. The company also cooperates with such equipment suppliers as Alfa Laval (Sweden), Spomash (Poland), Kirchfeld, Schroeder (Germany), Johnson (Great Britain), OKB Tekhnologiya (Russia) etc. Technological raw materials (glue, polyethylene, etc.) come from abroad, and some types are produced in Russian Federation. Food raw materials come from various regions of our country, but very often the plant concludes deals with American firms for the supply of egg powder, milk powder and tomato paste.

The product range of the enterprise includes mayonnaises, margarines, sunflower oil, ketchup, mustard, fats, soap. In general, the product range includes about 50 items. The sales structure of the enterprise in 2002 is shown in fig. 3.

The monthly output is 2 thousand tons of mayonnaise, 40 tons of sunflower oil, up to 2000 tons of margarine, 400-450 tons of soap.

The following groups of methods are used in the personnel management of OAO "Fat Plant":

Administrative and organizational methods of management:

1. Regulation of employee relations through regulations on structural divisions and job descriptions,

2. The use of power motivation (issuing orders, issuing orders, instructions) in managing the current activities of the enterprise.

· Economic methods of management:

1. Material incentives for the work of employees: bonuses based on the results of work, the use of piecework wages for certain categories of workers.

Socio-psychological methods of management:

1. Developing a sense of belonging to the organization among employees through the formation of service standards, corporate advertising, the widespread use of company logos, providing employees with branded work clothes, etc.

2. Stimulating the work of employees through guaranteed provision social guarantees(sick leave, payment of benefits, etc.), organization of organizational holidays for employees and their children.

The main emphasis in the personnel incentive system is on material incentives. In accordance with the Labor Code of the Russian Federation, the plant independently establishes the type, wage systems, tariff rates and official salaries, as well as forms of material incentives. The main rules for remuneration and bonuses are fixed by the Regulations on the remuneration of employees of Zhirovoi Kombinat OJSC, approved by the order of the General Director (Appendix 2). All newly hired employees are required to familiarize themselves with this Regulation.

The plant pursues a policy of guaranteeing the stability of the remuneration system: it ensures the minimum wage guaranteed by law, the employees are notified of the introduction of new and changes in the established conditions of remuneration no later than 2 months in advance.

The company uses wages as the most important means of stimulating conscientious work. The individual earnings of the workers of the plant are determined by their personal labor contribution, the quality of labor, the results of the industrial and economic activities of the plant and are not limited to a maximum amount. The tariff system of wages is used as a basis.

The wages of employees are made up of:

· official salary,

surcharges,

Ural coefficient.

Wages are paid on the 8th day of every month.

The tariff part of the salary is formed as follows:

Official salaries for managers, engineering and technical workers, specialists and employees are established by the General Director of the plant on the basis of the staffing table in accordance with the position and qualifications of the employee.

When remunerating workers, the following applies:

time-based payment, according to the salaries approved in staffing, the size of which depends on the complexity of the work performed and tariff categories;

piecework wages for actual work performed.

The following additional payments are established for the official salaries of the plant's employees:

additional payment for harmful and difficult working conditions - in the amount and in the manner prescribed by labor legislation;

surcharge for combining professions (positions), expanding the service area, increasing the volume of work performed in the amount established by agreement between the administration and the employee;

surcharge for work in the evening and night hours - in the amount and in the manner prescribed by labor legislation;

surcharge for leading a team;

surcharge for overtime work;

surcharge for weekends and holidays.

The specific amounts of additional payments are established by the administration of the plant, depending on specific conditions (the severity of work and the impact adverse factors, the amount of work, its importance for the plant, the level of professionalism of the employee, etc.)

Bonuses for employees are carried out on a monthly basis and are intended to encourage high-quality and timely performance of labor duties, initiative and entrepreneurial spirit in work. An indicator of bonuses is the fulfillment of the established monthly plans for the production of products in physical terms and its implementation for the sales department. The main condition for accruing bonuses to employees is the impeccable performance of labor functions and duties stipulated by labor legislation, internal regulations, job descriptions and technical rules, timely implementation of measures to protect environment, strict adherence sanitary regime shops and territories.

The amount of the award is:

· for workers - 80% of salary and piecework earnings;

· for engineers and employees - 80% of the official salary;

· for senior managers - up to 100% of the official salary, according to the concluded agreements.

Employees may be completely or partially deprived of the bonus in the following cases:

Failure to perform or improper performance job duties provided for by official or technical instructions;

committing a disciplinary offense;

Causing material damage to the plant or damaging its business reputation;

Violation of technological discipline;

release of defective products;

Violation of safety and labor protection rules, as well as fire safety rules;

· non-compliance with the sanitary regime of workshops and territories - by 10% when assessed as "satisfactory".

The specific amount of the bonus reduction is determined by the General Director of the plant (for workers - the heads of workshops) and depend on the severity of the misconduct or the nature of the production omission, as well as their consequences.

Employees are completely deprived of the bonus in the following cases:

taking a walk

appearance at work in a state of intoxication, as well as in a state of narcotic or toxic intoxication,

Drinking alcoholic beverages on site

committing theft of the plant's property.

Full or partial deprivation of the bonus is made for the period in which the omission in work was committed.

Bonus payments to workers (bonus deprivation) are carried out according to the time worked in the current month according to the time sheet and orders of the heads of workshops. Bonuses for managers, specialists and employees are made in advance in the current month, a month later on the basis of the order of the General Director of the plant, in case of comments and violations, deductions are made. Employees who have not worked a full calendar month upon dismissal of their own free will, except in cases of retirement, as well as upon dismissal for absenteeism and other violations, are not charged a bonus for this period.

The main task is to regulate the social labor relations. The parties to the collective agreement are the employees represented by their representatives and the employer represented by the head of the enterprise or other authorized person.

A collective agreement may be concluded in the organization as a whole, in its branches, representative offices and other separate structural subdivisions.

The content of the collective agreement is the conditions (provisions) agreed by the parties, designed to regulate social and labor relations in this organization. These conditions define the rights and obligations of the parties and responsibility for their violation. The collective agreement consists of an introductory part; a section containing the rights and obligations of the administration, the employer, and a section containing the rights and obligations of employees of the organization and their representative bodies. The annexes to the collective agreement contain normative provisions - norms established in a centralized manner, which are brought to the attention of the employees of the organization through the collective agreement, and local norms applied at this enterprise.

The collective agreement may establish benefits and benefits for employees, working conditions that are more favorable in comparison with established laws, other regulatory legal acts, agreements. Essential terms of the contract: a) validity period; b) the order of change; c) the deadline for reporting by the parties on the fulfillment of the terms of the contract.

The collective agreement signed by the parties within seven days is sent by the employer to the relevant labor authority at the location of the organization for notification registration, during which conditions that worsen the situation of employees are revealed.

Collective agreement comes into force from the date of signing by its parties or from the date specified in the contract itself. The term of the collective agreement may be extended by the parties, but not more than for three years.

Functions of the collective agreement:

1. organization of labor relations;
2. ensuring the stability of labor relations;
3. ensuring and protecting the interests of employees and employers;
4. adaptation of labor relations in the organization to real economic relations;
5. reaching a compromise between employees and the employer through the conclusion of an agreement;
6. ensuring economic progress, increasing labor productivity, reducing the cost of goods.

Trade union rights.

A trade union (trade union) is a voluntary public association of citizens connected by common production, professional interests in the nature of their activity, created in order to represent and protect their social and labor rights and interests.

Main features of trade unions:

1. are a variety public associations;
2. created by citizens on a voluntary basis;
3. are created on the basis of joint production, professional activity;
4. act on the basis of relevant legislation;
5. are created on a branch, territorial or other basis;
6. are created for the purpose of representing and protecting the social and labor rights and interests of their members.

Basic rights of trade unions:

1. to represent and protect social and labor rights and interests;
2. to promote employment;
3. to conduct collective negotiations, conclude agreements, collective agreements and control over their implementation;
4. to participate in the settlement of collective labor disputes;
5. for information;
6. to participate in the training and advanced training of trade union personnel;
7. to exercise trade union control over compliance with labor legislation;
8. in the field of labor protection and the environment;
9. to participate in the implementation of the privatization of the state and municipal property;
10. on the social protection workers;
11. to protect the interests of employees in labor dispute resolution bodies.

Guarantees of trade union rights:

1. guarantees of property rights of trade unions;
2. guarantees to employees who are members of trade union bodies and are not released from their main work;
3. guarantees released union workers elected (delegated) to trade union bodies;
4. guarantees of the right to work for workers who were members of trade union bodies;
5. obligations imposed on the employer to create conditions for the implementation of the activities of trade unions.

90. The concept, parties and content of the employment contract.

An employment contract (contract) is the main basis for the emergence of labor relations between an employee and an employer. It is through the conclusion of an employment agreement (contract) that an employee formalizes his legal relationship with an enterprise of any form of ownership.

Definition of an employment contract(contract) is given in Art. 15 of the Labor Code, the wording of which has undergone minor changes. In accordance with the named article: “A labor contract (contract) is an agreement between an employee and an enterprise, institution, organization, according to which the employee undertakes to perform work in a certain specialty, qualification or position subject to internal labor regulations, and the enterprise, institution, organization undertakes to pay wages to the employee and ensure the working conditions provided for by labor legislation, the collective agreement and the agreement of the parties.

Parties to an employment agreement (contract) are an employee (individual) and an employer (legal entity) with labor legal capacity. On the one hand, a specific individual always acts in an employment contract (a civil contract is also possible between two legal entities). An employee can be a person (a citizen of the Russian Federation, a foreigner, a stateless person) who has reached the age of 15 and has a real ability to work. In exceptional cases and under the conditions stipulated by law, employment is possible from the age of 14.

In most cases, legal entities act as employers. The employer may be an entrepreneur (or the administration representing him), with or without the status of a legal entity. The state can also hire an employee through the administration of the relevant enterprise (institution, organization), as well as local governments (municipalities). Employees are individuals who enter into or have entered into an employment contract with an employer. To other subjects labor law include associations of employers, trade unions (trade unions), works councils (committees), various tripartite bodies (from local commissions for the settlement of labor disputes to national economic councils), government bodies(ministries of labor, labor relations departments, mediation and conciliation services, etc.). The courts play a special role.

Thus, an employment contract (contract) between an employee and an employer is an independent, specific agreement defined by labor legislation, which underlies the emergence of an employment relationship.

1) conditions established by agreement of the parties;

2) conditions established by law that are not subject to agreement between the parties. The conditions of the first group, in turn, are divided into: mandatory (necessary) and additional (optional).

Mandatory are the conditions without which the employment contract (contract) is not considered concluded, that is, the contract will not have legal force. To mandatory conditions relate:

1) conditions on the type of work (as in whom the employee will work, the volume and list of labor duties);

2) conditions on the place of work;

3) conditions on the term of the agreement (contract) provided for in paragraph Art. 17 Labor Code.

Optional terms of the contract include terms that do not affect the validity of the contract. Their legal significance lies in the fact that if the parties do not stipulate any additional conditions, the contract is considered concluded.

To additional conditions include, as a rule, those that relate to the material and everyday aspects of the life of an employee (placement of a child in a child care institution, provision

housing, etc.).

Types of employment contracts.

Types of employment contract by the term of its validity can be determined as follows:

• on not certain period;
• for a fixed period of not more than five years (fixed-term employment contract), unless a different period is established by federal laws.

The main variety is a contract for an indefinite period, and it is he who should be concluded in most cases.

A fixed-term employment contract is concluded when labor relations cannot be established for an indefinite period, taking into account the nature of the work to be done or the conditions for its implementation, namely in the cases provided for in Part 1 of Art. 59 of the Labor Code (for example, temporary work, seasonal work, commissioning, etc.).

And it should be borne in mind that in the cases provided for by the second part of Art. 59 of the Labor Code of the Russian Federation, a fixed-term employment contract can only be concluded by agreement of the parties to the employment contract. This means that the refusal of the employer to hire because of the desire of the employee to sign a contract for an indefinite period will be unlawful if it is not based on the business, professional qualities of the employee, and he can check this during the probationary period.

If the employment contract does not specify the term of its validity, then the contract is considered concluded for an indefinite period.

Types of employment contract by the nature of the employment relationship :

• employment contract at the main place of work;
• an employment contract at a part-time job (Chapter 44 of the Labor Code of the Russian Federation);
• an employment contract for temporary work for up to two months (Chapter 45 of the Labor Code of the Russian Federation);
• employment contract for seasonal work(Chapter 46 of the Labor Code of the Russian Federation);
• an employment contract for work with an employer - an individual (Chapter 48 of the Labor Code of the Russian Federation);
• employment contract for work at home (Chapter 49 of the Labor Code of the Russian Federation);
• contract on state (municipal) service.

Labor legislation and other acts containing labor law norms do not apply to the following persons (unless, in accordance with the procedure established by law, they simultaneously act as employers or their representatives):

• military personnel in the performance of their duties of military service;
• members of the boards of directors (supervisory boards) of organizations (with the exception of persons who have concluded an employment contract with this organization);
• persons working on the basis of civil law contracts;
• other persons, if it is established by federal law (Article 11 of the Labor Code of the Russian Federation).

In addition to the proposed classifications of employment contracts, they can be grouped according to other criteria. For example, according to the type of employer (taking into account the specifics of legal regulation), employment contracts are distinguished:

• With employer-organizations;
• employers - individuals.

Depending on the peculiarities of the legal status of the employee, employment contracts can be divided into employment contracts:

• with persons under the age of 18;
• persons performing family responsibilities;
• foreign citizens and stateless persons.

According to the nature of the conditions for the performance of work, contracts are distinguished.

“They are indifferent! They don't need anything! They do not care! If only to receive a salary and do nothing! ”, - I often hear such a description of subordinates from clients at the beginning of our cooperation with them. This often manifests itself in the form of organizational symptoms such as:

• low performance discipline;
• broken rules:
• employees do not know and do not understand the regulations of the organization;
• employees do not improve the organization's regulations, although they see opportunities for this;
• employees blame instead of offering solutions;
• employees usually do not achieve their goals;
• employees demand payment of all salaries despite the fact that the organization suffers losses.

The list could go on and on...

In this article, I will talk about my understanding of the types of employee attitudes towards the organization and how to improve these attitudes.

What, alas, is the normal attitude of employees towards the organization?

One Japanese at the conference told me a story about how his compatriot friend opened a production facility in the city of Ulyanovsk, but six months later he was forced to sell it and go back to Japan. When asked about the reasons for such an act, he replied: “I can’t work with employees who evade work for a whole month, and then come and demand payment of their full salary.”

By Russian legislation wages are paid for going to work. Not for the result, not for achieving the goal, not for efficiency. The salary is paid for the fact that the employee goes to work on time and spends the agreed number of hours on it. This rule of the game is created by the highest level system - the legislation of our country.

Also in our culture, unfortunately, is still normal:

• fail to complete assigned tasks on time;
• be indifferent to the laws of our country (remember the famous “The stupidity and rigidity of our laws is compensated by the optionality of their implementation”);
• moreover, any unpunished and unnoticed violation of any rule is considered to be a manifestation of valor in our country and is secretly / explicitly approved;
• and, on the contrary, responding to a violation of the law is considered shameful, called squealing and “what do you need most of all, or something”;
• actively resist and "behind the eyes" to scold any "bosses".

This was not always the case, but now the rules of the game "by default", alas, are as follows. Organizations need to improve the attitude of employees towards the organization. After all, if the management of the organization does not do this, then the employees will relate to the management system of the organization in the same way as they relate to the management system of our country.

To improve the relationship of employees to the organization, you need to understand what types of relationships there are in general. This is necessary in order to have a coordinate system and an action plan to improve the relationship.

Six levels of employee relationship to the organization

Having studied all sorts of classifications of the types of attitudes of employees towards an organization (first of all, thanks to Vladimir Konstantinovich Tarasov and Alexander Semenovich Fridman), I propose 6 main levels of the attitude of a particular employee to an organization (in order of decreasing loyalty):

1. fan- an overly dedicated employee who does not separate his personal life and work in the organization, often combining personal and corporate goals into a single whole.
2. Involved- an employee devoted to the organization, interested in maximum development together with the organization for the sake of personal goals through the achievement of organizational goals.
3. Executive- an employee satisfactorily tuned to the organization, interested in the good performance of his work "just like everyone else." His attitude is entirely consistent with the attitude of the leaders of the organization, he often simply copies the behavior of the leaders.
4. resisting- an employee critically (constructively) disposed to any changes in the organization, trying everywhere first of all to find weaknesses, shortcomings and shortcomings.
5. Sabotaging- an employee who protects his comfort zone and diligently uses all the weak areas of the organization's management for personal purposes, while trying not to fall under any type of organization's sanctions.
6. Belligerent- an actively opposing employee of the organization, leading an active, partisan and often unconstructive struggle with all kinds of improvements and current rules in the organization.

In order to better understand each type of relationship to the organization, let's take a closer look at how the corresponding employee usually behaves in different cases of interaction with the organization.

Task delegation

By task delegation here I will mean adding additional work employee, work in excess of the functionality determined by his position. For convenience, I will present the levels of relations in the form of a table:

How to improve the attitude of employees?

In order to form a new way of thinking of employees in relation to one or another component of the organization, I use the algorithm of team formation (voluntary coercion).

1. Interest

At the first stage, it is important to interest employees, to arouse their interest in the subject of the formation of the rules of the game. Indeed, in most cases, the attitude of employees is not consciously determined by the imposed rules of the game of external culture and is considered normal by employees! And if someone considers his attitude normal, he will not change it.

Therefore, it is important to enter single system coordinates described above. I do this by giving a presentation with a sticky wall and talking about each point in detail, with my own examples and parables.

Rice. one. A story about the six main types of attitudes of employees to the organization

These stories are very difficult for employees. Employees evaluate and recognize themselves - they understand that their behavior is far from being loyal. Many blush, someone pretends to urgently call and flies headlong out of the audience. In general, after the end of the presentation, many participants in the training session are interested in knowing what needs to be done to change their own attitude towards the organization.

2. Engage

Now that the coordinate system is set, we need to involve the participants. The simplest and effective way involvement is a joint analysis. For example, I ask participants to take a vote tag and anonymously (this is very important!) mark their typical relationship to the organization at the moment. After voting, the results might look like this:

Rice. 2. Anonymous voting results about your current attitude to the organization

Now the participants see the current state of affairs and are ready to improve it.

3. Learn to negotiate

Now it is necessary for the group to recognize the current situation as a starting point for further improvement. It is important to discuss the results of the vote, who and what thinks about this.

It is important that the majority speak out whether they consider this ratio to be normal. It is important to talk about what attitude should be in a strong corporate culture (for more details, see paragraph 4.6.), And ask everyone to speak out if they are ready to be part of an improvement project. It is important that the majority feel that the attitude needs to be changed and “working in the old way will not work now.”

4. Form a plan

The easiest way to improve the attitude of employees towards the organization is to involve them in the process of improving the corporate culture, the process of increasing the manageability of the organization. After all, an organization is its people. Everyone shapes corporate culture companies. The improvement formula is very simple: "Agree and do it." It is important to form a common vision of the future result among all team members and be sure to achieve its implementation. When employees can feel that they were able to agree and do something, were able to achieve something together, they will begin to improve their attitude towards the organization: the one who sabotaged will become resistant or executive, and the one who simply performed will become loyal.

Here are the topics that I use to improve the relationship of employees to the organization:

• formation and implementation of operational management rules that allow you to complete most tasks on time and manage to do what was planned for the day;
• setting up the organization's control panel, distributing functionality among employees, shaping each employee's awareness of their own importance to achieve a common goal;
• formation of rules for managing improvement projects without force majeure;
• strategic session for planning the goals of the organization;
• ideological session for the formation of key principles and values ​​of the organization;
• and any other team formation sessions general rules games with mandatory and subsequent implementation of them into practice.

Rice. four. A team whose members form the new rules of the game

5. Distribute responsibility

After the plan is formed and everyone understands, what exactly needs to be done you can share responsibility. It is very important not to confuse stages 4 and 5, as, alas, it often happens. It is much easier for people to first answer the question of what, in principle, should be done to achieve the task, and then distribute responsibility. First, voluntarily, then at the direction of the head with his adjustment of the deadlines.

6. Get things done

After it becomes clear what to do and who will do it, the stage of regular management begins. Regular setting of regular tasks in accordance with the plan, control, coordination, feedback.

The strength of corporate culture is determined by the extent to which the team of leaders of the organization is able to achieve the goals set, ensure the work of the formed rules, and fulfill the planned tasks.

Analyze

After the result is achieved, it is possible to analyze the current level of attitude of each employee to the organization, for example, using visual analysis. And if before the stage of forming an agreement, the level of those who understand the path and go to achieve the goal was 6 people, now their number is 14! The number of loyal employees has increased!

Rice. 5. Analysis of the change in attitude towards the organization at the end of the training session

Conclusions for practical application:

Attitude is usually unconscious

I still can't get used to the fact that talking in corporate sessions about the types of relationships is always very tense. All participants begin to evaluate their type of attitude, and understand that their attitude is far from being involved and not loyal, often not even executive. Many blush, turn pale, try to leave the audience.

This is because the attitude is usually unconscious. If you do not give adequate feedback to the employee and do not enter this or another coordinate system, then most employees will consider themselves involved, well, or executive. Almost no one will consciously and independently say to himself: “I am a saboteur. I always resist."

History from the practice of consultants

One evening, after a training session for the Customer's team, I had dinner with the Chief Executive of the company. And he told us his story. Let's call him Emelyan.

Many years ago Emelyan was the first employee in one company. He developed a friendly relationship with the Founder of the company, they both worked 80-hour weeks, invented new products, conquered the market. The company grew, Emelyan's compensation too, everything was fine. Together with the Founder, they constantly discussed the future of the company, made plans to take over the world, Emelyan saw clearly his personal future in the event of further work in the organization.

One fine day, the Founder came and said that the company had been sold to competitors and that he would now be engaged in other business. For Emelyan, it was like a bolt from the blue. He considered himself betrayed, abandoned. At the same time, the Founder continued to communicate with him in a friendly manner, which caused an even stronger contradiction. When he asked the Founder about how he sees the future fate of Emelyan, he received a very unexpected answer: “You are just a hired manager, what difference does it make to you who you work for? You don't have the energy of an entrepreneur to create your own. own business».

As a result, Emelyan created his own business. He lured his best employees from the sold business to his new organization. He believed that the Founder continues to be his friend, but at the same time, behind his back, and even in official press releases of the company, he spoke unflatteringly about his role. As a result, the relationship deteriorated, which was very painful for both.

As Emelyan told me that evening: “If I had known earlier about these types of relationships that you told us about today at the training session, I could give myself feedback that from the involved level I went straight to the fighting level. and could be more constructive. And I continued to consider myself a friend, but behaved like an enemy - as a result, I ruined my relationship with a very important person in my life.

Attitude is always there, and it is not neutral

Note that there is no such thing as neutral on this scale. Because it exists only for what we do not know. And for an organization in which we are at least 40 hours a week, a certain attitude is always formed. Moreover, the default attitude of most new employees is Executive, even Involved. But then it changes for better or worse under the influence of the organization's management system.

The attitude of the employee is actually always heterogeneous, but there is a steady trend

About any of your employees with more than one year of work experience, after a little analysis, you can confidently say that “he behaves mainly as an executive”, or “usually as a resister”. There is a stable pattern of behavior, although a resisting employee may suddenly become involved in the same innovation and vice versa. But when conditions change, the employee may begin to behave differently, then the trends change. This is especially noticeable when the corporate culture moves from one level to the next.

Any employee can become loyal

Every person has a bright side. Just like the dark one. And one of important qualities management is the use of all human capabilities to achieve maximum results. Especially bright opportunities: the desire to develop, every day to be better than yesterday.

Case from practice

During one training session on the formation of a corporate code, I encountered very strong employee sabotage. To overcome it, I planned and carried out a lot of involving work: analysis of “Where are we now”, built a visual history of the company. I asked the participants, including in history, to indicate the moments when they fought with each other, with clients, with partners. Honestly. Having exposed the systemic causes of many conflicts, it was possible to form corporate code, which united everyone and dramatically changed the attitude of team members towards each other.

Any employee can become sabotaging or belligerent

In Russian, this is usually called the apt phrase "relationships deteriorated." And they deteriorate for a simple reason - this is a discrepancy between the expectations of the two parties in relation to each other. Then a war can begin, which, as you know, is a deception. And deceit is the way of war.

Case from practice

Once, during the implementation of a consulting project, the management, wanting to “cheer up” employees, decided not to give out the thirteenth salary, which has been adopted since Soviet times, according to the quantity criterion sick days. I was ill for more than 10 days a year - you get nothing. Less than 10 days - get the full bonus. Of course, everyone traditionally counted on this money. And of course, management traditionally announced new criteria for paying the thirteenth salary after some received it, while the second came to their bosses with a puzzled look. We had to make incredible efforts to correct the situation, but "the sediment still remained." Some employees have gone from "executive" to "sabotaging."

The ideal and optimal relationship level ratio in a strong organization

In the course of many years of practice, I was able to see corporate cultures different levels. The ideal ratio, which I have defined for myself as a criterion, is from 20-30% of the involved employees (the more, the better). The rest are executive. It is useful to have 5-10% of those who resist in order to immediately see the shortcomings of all decisions made, correct obvious mistakes that sometimes involved and executive managers cannot immediately see.

At the same time, sabotaging and warring employees will, of course, appear in the organization from time to time - the influence of the external system is too great. The culture of a strong organization must respond in time to cases of sabotage and war, and either correct the attitude of employees or get rid of them, including defiantly explaining the reasons for parting, so that everything is clear to everyone else.

The first person can only rely on loyal managers

This rule is especially important in large companies and corporations. Because if the deputy CEO saboteur, then there is a high probability of upsetting the management of the entire unit. And even an executive position in a large company is not suitable, since in a large division the task of the deputy general director, among other things, is also to inspire employees, give meaning to their work, and only an involved manager can do this.

That is why, by the way, the resisting function is often taken over by the advisers of the First Person, who have extensive experience and qualifications, but do not have the authority to make decisions and change the corporate culture.

It is necessary to explain to new employees what is involved, what is resisting, and what, alas, is a sabotaging or belligerent employee

New employees are usually at the Executive level. They are ready to actively learn, develop and perform exactly the functions that are required of them. Therefore, the sooner they learn about the correct frame of reference and the right level of attitude towards the company, the sooner they can move to the involved level. Otherwise, the external culture of the country in which you work will prescribe the rules of the game for you.

Give regular feedback to your subordinates in mentoring sessions

We must not forget about existing employees. The external environment diligently imposes its rules of the game on us, and the results of its work, of course, from time to time appear in the organization. Therefore, it is important, as part of the mentoring sessions of the regular management cycle, to give feedback to your subordinates on how their attitude affects the corporate culture and manageability of the organization.

Leading motivators of each level

And finally, I would like to express my thoughts about the leading motivators of employees at each level of relationships. I have done many org. diagnostician, saw many "miraculous" transformations, when employees quickly changed their attitude towards the organization and, accordingly, their motivators changed. I am convinced that most people (with the exception of borderline states) can consciously change their attitudes. To do this, it is enough for them to realize the current and required level of attitude, as well as to understand what exactly needs to be done to improve relationships.

Fan. The leading motivator is the need to be very needed, to serve a great ideal, to strive for a great, even unattainable goal. With this unbridled desire, he can justify his failure in other areas of life. As you know, many geniuses, being very successful in their field, were losing in other areas of life - family, health, relationships. And as individuals, they were very difficult in a relationship.

Involved. The leading motivator is the need for constant development, knowledge of the possibilities of this world in all its diversity, one's spirit, one's body. He tries to balance his forces and manage resources in such a way as to achieve the maximum and "keep up with everything."

Executive. The leading motivator is the need for correctness. To be honest, that is, as it is customary for a certain set of vowels or unspoken rules. It strongly depends on public opinion, on what others think of it. Therefore, he can actively leave the comfort zone, if “it is necessary”, and vice versa, resist, “if it is so accepted”.

Resistant. The leading motivator is the fear of everything new. He prefers the old tried and tested methods and is always looking for flaws in any innovation.

Sabotaging. The main motivator is to stay in your comfort zone.

Belligerent. The main motivator is struggle. Definitely against something.

Organizational relations are formed in the processes of organization: production in general or its branches; labor in the enterprise; spheres of circulation; creation, reformation, reorganization, restructuring and liquidation.

Organizational relations - the impact, interaction or opposition between the elements of the organization inside and outside it during creation, functioning, development and destruction.

Impact is defined as a unidirectional action to transfer an order, order, advice, request from one object (subject) of management to another. For example, the manager gives the work to the performer - this is the impact from the subject to the object; or the workshop foreman asks the chief engineer of the organization to help him - this is the impact from the object to the subject.

Interaction - this is a positive feedback action (positive reaction) on the part of a person (object of control) to the impact.

Counteraction - it is a negative feedback action on the part of the person on the impact.

Elements of the organization - constituent indivisible parts that underlie a particular organization, or its primary components, which are sufficient for the emergence of an organization as a new integral phenomenon.

Organizational relations can develop at the level of: common sense; mutual destruction; pre-designed interaction.

The external environment in the study of organizational relations includes conditions and organizations, including political, economic and environmental conditions; competing organizations, suppliers and consumers, social infrastructure, etc. External organizational relations arise with officials of various municipal and federal services, sponsors, suppliers and consumers, etc. The internal environment of the organization is its divisions, hierarchical levels, personnel, etc.

Creation of a favorable atmosphere for the interaction of the organization with external and internal environment is the task of professional management.

Of great importance in the system of organizational relations is currently acquiring social factor. Combining the creative potential of people, creating conditions for its development is one of the important functions of the informal sphere of organization. For the successful functioning of organizational relations, a combination of formal and informal spheres of the organization is necessary. For the effective operation of the organization, special technologies and principles are being developed. Organizational strategy is increasingly pursuing the use of internal forces, resources, creative potential of the organization itself. A priority strategy is beginning to be considered a strategy aimed at the study of social resources, the development of social technologies, social development. To achieve these goals, the organization uses the creative capabilities of management subjects, as well as a special branch of knowledge - organizational culture which is part of the managerial culture. In the process of organizational activity, the subjects of management and social organizations enter into special relations - organizational, due to which the adoption and implementation of a management decision takes place.

Organizational relations can be divided into subordination, coordination, control. These relationships, as well as the level of professionalism management personnel help to realize an important function of the organization - maintaining and maintaining the state of order in the management system.

Relations subordination are relationships between superiors and subordinates. Here we can distinguish between linear and functional relationships. With linear relationships, only the instructions of their leader are carried out. With functional relationships, there is a group of qualified specialists on the basis of which specialized organizational relationships are built. Here, the relationship between the leader and subordinates is built on separate groups of problems, the solutions of which require certain knowledge.

Organizational Relations coordination are aimed at the correlation of the actions of the subjects of management, the coordination of the goals and objectives of various levels of social management, methods and forms of achieving the main goals. It should be noted that the effectiveness of building a management system will depend on the professionalism of the subjects of management at various levels of the management system.

Organizational Relations control are relationships between a superior and a subordinate for the purpose of punishing or rewarding the subordinate.

In addition, organizational relationships can be vertical (by management levels) and horizontal (by functions performed). In this regard, organizational relations are distinguished structural and processor.

To structural relations include the relations of influence, interaction, and opposition already described above.

To processor include: equality of subordination, dependent and independent; permanent and occasional; serial and parallel; interorganizational and intraorganizational; economic, political, legal, etc.

Organizational relations are based on order, i.e. the regulations adopted or established from above for the location of an object in time and space. Orders are alphabetic, numbered, official, established, departmental, special (with emergency situations), statutory, by law, etc.

The accepted order is usually part of the tradition of the organization and to replace it, if necessary, requires great effort. Before forming sustainable relationships, each potential counterparty needs to identify a key set of orders in this organization. Compliance with the accepted order in a foreign organization is the duty of any person.

The attribute of social organization is not so much informal as formalized and, above all, subordinating moral and authoritative relations that are established between its constituent elements - individuals and groups. Their actions as members of the organization are subject to the rules adopted in it, and are also controlled and coordinated by the administration, the presence of which is also a sign of social organization.

As a result, the social organization has integrity, those. ability to function as a single organism. Performance organized enterprise as a social organism, which in turn consists of many of its constituent social organisms and is influenced by the views, habits, demands and conflicts of the cultural environment of people, has proved useful to both management theorists and administrators. It was also useful to realize the presence of the institutional foundations of power in the organization, taking into account the influence of the informal organization.

A similar phenomenon of social organization, when the whole, formed from heterogeneous elements, functions as one organism, is also observed in wildlife, for example, in the "megalopolis" of ants, individual groups of which are functionally specialized. But in a human organization, each of its elements performs a certain role, the concept of which is broader than a service function or official duties. A role is a set of ideas stored in the mind of a person about how he and others should behave in certain circumstances. It is also a set of actions that an individual with a certain status in a given social system must carry out.

Under status understand an individual position, manifested in a stable tendency to speak and act in a certain situation in a very specific way and suggesting the existence of certain duties, rights and personal claims. The role tells a member of the organization what to expect from contacts with others and how to build their behavior in accordance with expectations. When joining an organization, an individual expects to receive from it an interesting, socially prestigious and well-paid job, recognition and encouragement of a conscientious attitude to work, to find companionship and support of colleagues, security and other social benefits. In turn, the organization expects the individual to perform as:

• a specialist in a particular field with certain knowledge and qualifications;
• a member of the organization contributing to the successful functioning and development of the organization;
• a person with certain personal and moral qualities;
• a member of the team capable of communication, i.e. establish contacts and maintain good relations with colleagues;
• a member of an organization who shares its values;
• an employee striving to improve his performing abilities;
• a person devoted to the organization and ready to defend its interests, etc.

In organizations where there is no harmony in the mutual expectations of the individual, on the one hand, and the administration of the organization and (or) its workforce, on the other, there is a high turnover of staff. Gateway organizations suffer from a lack of continuity in leadership, corporate culture, and their own traditions. They quickly lose their positions. This is true not only of the organization as an enterprise or institution, but also of society as a whole. It has long been noted that as long as the bulk of the citizens of society does not bring up all the feelings and beliefs that are in harmony with the social organization, this organization will not be able to exist.

As noted management experts, organizations are not a simple sum of individuals acting in an alternating course, but a combination of people who have complex relationships with each other and with their environment. Therefore, to ensure their effective functioning, it is necessary to develop, first of all:

• 1) the motivational basis of behavior in organizations;
• 2) certain principles of leadership;
• 3) organizational goals and conditions for decision-making;
• 4) conflict situations and ways to resolve them;
• 5) efficiency and productivity of work;
• 6) structural optimization;
• 7) a list of organizations and their characteristics;
• 8) principles of interaction of the organization with the environment.

Of course, the significance of these problems for a particular organization is not the same. It is derived from the adopted strategy of organizational development, from the current situation inside the organization and outside it, from the stage life cycle achieved by the organization, etc.

groups in organizations. The reality of existence social groups is manifested in their activity, which is possible within the framework of social organization, where social groups are formed into collectives. Group membership can be innate (family, social origin, etc.), acquired (work as a staff member, activity in a political party, etc.), and one individual can simultaneously be a member of many social groups. In a social system, a group acts as the basis of a social organism, consisting of individuals who have joined it, its members. Individuals who are able to offer a group a goal, formulate a solution, or support its desire for something, become leaders.

Groups are formal, informal and semi-formal. Formal groups are managed by official bosses, informal ones are influenced by the leader. Both those and others can be permanent and temporary formations. An example of a permanent formal group is a team that is formed within a structural unit of the organization's management apparatus, or a production team of a site, a team of shop workers. An example of a temporary formal group can be a temporary creative team that is formed to solve a specific problem and disbands after it is found.

Autonomous non-organizational temporary groups are also possible, which in fact are themselves small organizations, although they are not legal entities, such as, for example, artels that contracted to perform contractual work and ceased their activities upon completion. Informal groups are formed by the mutual attraction of their members on the basis of common interests and hobbies, friendly affection. An example of a semi-formal group is formed in large organizations to work out original project or development of an innovation program by a team of managers or a group of specialists under the command of a generalist in an organization with matrix structure management.

A sustainable society needs social organization. The position of individuals in the group and the roles they play in it reflect the functional division of labor and power and are elements of the social community. The group is cemented by the norms of behavior adopted in it, which the individual follows in his actions, feeling the need for stability, imitating other members due to the similarity of ideas and fearing sanctions. Pressure and coercion in relation to all members of the group are carried out differently. There are conformists and deviants, but the more attractive the group is for the individual, the closer group goals are to him, the more he takes into account its requirements. In turn, the more such individuals in a group, the easier it is to manage it.