2 management of large organized groups. The concept and types of groups in organizations

Group - a relatively isolated association of a small number of people (usually no more than ten) who are in fairly stable interaction and carry out joint actions for a sufficiently long period of time. The interaction of group members is based on a certain common interest and may be associated with the achievement of the so-called group goal. At the same time, the group has a certain group potential or group capabilities that allow it to interact with the environment and adapt to changes taking place in the environment.

Characteristic features groups are as follows.

• · Firstly, the members of the group identify themselves and their actions with the group as a whole, and thus act as if on behalf of the group in external interactions. A person speaks not about himself, but about the group as a whole, using the pronouns we, ours, ours, us, etc.
• · Secondly, the interaction between members of the group is in the nature of direct contacts, personal conversation, observation of each other's behavior, etc. In a group, people communicate directly with each other, giving formal interactions a "human" form.
• · Thirdly, in a group, along with the formal distribution of roles, if any, there is necessarily an informal distribution of roles, usually recognized by the group.

Exists two types of groups: formal And informal. Both of these types of groups are important to the organization and have a great impact on the members of the organization.

Formal groups usually stand out as structural units in an organization. They have a formally appointed leader, a formally defined structure of roles, positions and positions within the group, as well as formally assigned functions and tasks.

informal groups are created not by executive orders and formal regulations, but by members of the organization in accordance with their mutual sympathies, common interests, the same hobbies, habits, etc. These groups exist in all organizations, although they are not represented in the diagrams that reflect the structure of the organization, its structure. Informal groups usually have their own unwritten rules and norms of behavior, people know well who is in their informal group and who is not. Group management and dynamics . A manager must know a great deal about the people he works with in order to try to successfully manage them. But the problem of managing a person in an organization is not limited to the interaction between an employee and a manager. In any organization, a person works surrounded by colleagues, workmates. He is a member of formal and informal groups, which has an exceptionally great influence on him: either helping to more fully reveal his potential, or suppressing the ability and desire to work productively, with full dedication. The behavior of the manager must be appropriate to the situation. It is necessary not only to change the style of management, but also to create appropriate situational conditions (shape the situation through the selection of personnel, change organizational structures and work organization). One of the most important tasks of a manager is to learn how to form a good image. A positive image always contributes to the manager's career advancement.

group dynamics - this is the process of interaction of group members on the basis of interdependence and mutual influence in order to satisfy both personal and group interests and needs.

The process of group formation was studied by B. Takmen and D. Jensen. They identified the following steps for creating a group:

• 1) formation - the stage at which the directive or voluntary selection of team members takes place in accordance with their functional and technical experience or other skills;
• 2) the stage of confusion is characterized by the emergence of conflicts within the group, as the goal is realized, the members of the group express various interests that they did not express at the formation stage. Members of the group are aware that each of the individuals has specific interests, different priorities and is guided by different motives .
• 3) rationing is concerned with the adaptation of group members to the personalities of their colleagues. At this stage, generally accepted norms of expected behavior are developed regarding approaches to completing tasks, interactions and attitudes towards differences.
• 4) the performance of work is carried out in accordance with the requirements and standards put forward to it;
• 5) disbanding the group.

Group dynamics and leadership in the management system

The person is the basis of the organization, its essence and its main wealth. However, from the standpoint of management, it is impossible to talk about a person in general, since all people are different. People behave differently, they have different abilities, different attitudes to their work, to the organization, to their duties; people have different needs, their motives for activities can differ significantly. Finally, people differently perceive the reality of the people around them and themselves in this environment. All this suggests that the management of a person in an organization is extremely complex, but at the same time an extremely responsible and important matter for the fate of the organization. A manager must know a great deal about the people he works with in order to try to successfully manage them.

But the problem of managing a person in an organization is not limited to the interaction between an employee and a manager. In any organization, a person works surrounded by colleagues, workmates. He is a member of formal and informal groups, which has an exceptionally great influence on him: either helping to more fully reveal his potential, or suppressing the ability and desire to work productively, with full dedication. The organization expects the individual to perform a particular role. If a member of the organization successfully fulfills his role and if at the same time he himself is personally satisfied with the nature, content and results of his activities in the organization and his interaction with the organizational environment, then there are no conflict contradictions that undermine the interaction between a person and an organization. One of the most important conditions for this is the correct construction of the role and, in particular, the formation of correct prerequisites for the content, essence and growth of this role in the organization system.

The social role can be divided into 3 aspects:

1. The system of social expectations of the forms of human behavior in accordance with his status (position in society).

2. The system of a person's expectations from himself.

3. Open Observable Behavior.

Petrovsky A. V. identifies the following stages of development of the workforce:

1. Diffuse group (a group of people who do not have a common goal and activity).

2. Association group (there is a common goal, an official structure, but there is no joint activity).

3. Group-cooperation (a common activity is being formed).

4. Group-autonomy (developed group cohesion, effective common activity).

5. Labor collective (an organization characterized by joint socially significant activities).

Effective leadership requires comprehensive introspection. Real leaders constantly ask themselves questions like: What am I good at? What are my strengths? What am I missing as a leader? What else should I work on to be better?

It is recognized that leadership abilities and skills can be learned. It is also known that leaders do not become immediately. This is usually preceded by some type of career in the organization. It should be noted that leadership is not a set of skills and abilities, but qualities of character, such as, for example, taking risks. The strength of leadership influence is directly proportional to the extent to which the follower accepts what the leader proposes to do. Power and influence are central to the work of a leader. Consider how power is used in effective leadership.

Expert power can help a leader lead followers if they believe the leader has more expertise in a particular area than they do.

When the leader uses the power of example, it is in many cases the reason for the recognition and subsequent adoration (charisma) of the leader by the followers. This source of power comes directly from the followers, and for this the leader needs to "find" his admirers, and not vice versa.

The right to power is acquired by the leader in the course of his career and comes from his position in the organization. However, the leader can actually use this right only until the moment when it is recognized by his followers and accepted by them as an indication to action.

The power of information in the leadership variant is associated with the individual abilities and ability of the leader to connect at his level the ends of information flows that cannot be connected at the bottom.

Decision-making as a source of power is important for the leader at the stage of his "last word", which, as a rule, followers expect from him. Effective leadership requires the active participation of followers at all other stages of decision-making and a high level of "decisiveness" from the leader himself.

Reward and coercion as sources of power within effective leadership are more associated with the ability to be or not be in the same “team” with an effective leader than with a monthly bonus or reprimand.

Power over resources is used by an effective leader to balance weaknesses and improve the state of affairs.

Increasingly important for the achievement of effective leadership is the power of connections, implemented, in particular, through the creation of so-called network structures that help maintain effective leadership at the proper level without quantitative growth of the organization. The leader must strive for an effective combination of all possible and available foundations and sources of power, as this is one of the main conditions for effective leadership.

Man management and group management

A person performs work in an environment of people, in interaction with them. He is not only the performer of a role in the organization, but also a member of the group within which he operates. At the same time, the group has a huge impact on human behavior. And the behavior of a person, his actions make a certain contribution to the life of the group.

characteristic features groups are as follows. First, the members of the group identify themselves and their actions with the group as a whole, and thus, in external interactions, act as if on behalf of the group. Secondly, the interaction between group members is of the nature direct contacts, personal conversation, observation of each other's behavior, etc. Thirdly, in a group, along with the formal distribution of roles, if any, there is necessarily a informal distribution of roles, usually recognized by the group.

These and other roles of group behavior are performed by people in accordance with their abilities and inner calling. Therefore, in well-functioning groups, opportunities are usually created for the person to behave in accordance with his abilities for group action and his organically defined role as a member of the group.

There are two group types: formal and informal. Both of these types of groups are important to the organization and have a great impact on the members of the organization.

Formal groups usually stand out as structural units in an organization. They have a formally appointed leader, a formally defined structure of roles, positions and positions within the group, as well as formally assigned functions and tasks.

informal groups are created not by executive orders and formal regulations, but by members of the organization in accordance with their mutual sympathies, common interests, the same hobbies, habits, etc.

Successful organizations differ from their opposites mainly in that they have a more dynamic and efficient management. In modern Russian, under the guidance, from the point owner's perspective, means either an individual (manager) or a group (leadership), or a process, that is, a way of managing an organization with individual characteristics.

Being a manager does not automatically mean being considered a leader in an organization, since leadership is largely informal.

Leadership- this is a type of managerial interaction (in this case between a leader and followers), based on the most effective combination of various sources of power for a given situation and aimed at encouraging people to achieve common goals.

The effectiveness of an organization based on this early type of leadership relationship is manifested in its ability to quickly, in a short time, perform rather difficult tasks, in the least favorable conditions.

Leadership: power and partnership

Managers' success is judged not by what they do, but by how they motivate others to work. You can induce or motivate people only by influencing them in a certain way or influencing them.

In management literature, the ability to influence people's behavior is called power. Power can refer to an individual, a group, or an organization as a whole.

Power is a dependency function or rather, interdependence. The more one person depends on another, the more power both have. Possession of power is the ability to influence the satisfaction of needs.

Forms of power can be classified as follows:

1) power based on compulsion, justified by the belief that the leader has the ability to punish the subordinate;

2) power based on remuneration, is based on the performer's belief that the influencer can satisfy the performer's needs;

3) expert power is based on the belief that the influencer has special knowledge that will satisfy the need;

4) reference power- the power of an example is based on the attractiveness of the traits of the influencer so much that one wants to follow his example;

5) legal authority built on the belief of the executor that the influencer has the right to give orders, and the duty of the executor is to obey.

There are many ways of managerial influence - this is the impact through social norms, principles and morality of a given organization, and direct orders, instructions, and, finally, covert control, manipulation, behind-the-scenes games, etc.

Influence and power are equally dependent on the person being influenced, as well as on the situation and the ability of the leader. Therefore, real absolute power does not exist, since no one can influence all people in all situations. In an organization, for example: power is only partly determined by hierarchy. How much power a particular person has in a given situation is determined not by the level of his formal powers, but by the degree of dependence on another person. The greater the dependence on another person, the greater the power of that person.

At the same time, in any organization, subordinates have power over their superiors. Even prison guards depend on prisoners to some extent. They allow some infractions of prison rules by inmates in exchange for more submissive behavior. The manager must be aware that, since subordinates often also have power, the use of his unilateral power to the fullest may cause adequate opposition from subordinates.

Every effective leader must maintain a reasonable balance of power, sufficient to achieve the goals of the organization, but not causing a feeling of protest and rebelliousness in subordinates. In addition to subordinates, his fellow managers, secretaries of chiefs, can have power over the leader, since they have the information resources he needs.

Delegation– transfer to others (usually subordinates) of responsibility and authorship of operations and/or coordination of certain actions. Available various levels delegation (delegation of activities, but not assessments, responsibility, authorship of actions).

Advantages of delegation:

– release of manager's time;

- the opportunity for the manager to do more important work (for example, strategic decisions);

- the possibility of a deeper assessment of the potential of subordinates;

– motivation of those to whom delegation is carried out;

- a means of developing the arts and skills of employees;

- work with personnel reserve.

Disadvantages of delegation:

- the organization of delegation requires a certain amount of time and effort of the manager;

- there is a certain risk;

- the organization may simply not have people with sufficient time resources and competence.

List of actions for delegation:

1. Highlight the essential in all the variety of activities.

2. Determine the activities to be delegated.

3. Evaluate the benefits of delegation.

4. Identify persons suitable for delegation.

5. Discuss transferred activities.

6. Determine the time frame and provision for delegation.

7. Determine the levels of responsibility for delegation.

8. Review and evaluation of the results of delegation.

Do's and Don'ts for Successful Delegation.

Necessary: plan delegation; discuss the planned delegation with the relevant individuals; it is obligatory to give those to whom authority is delegated to finish the work effectively performed.

No need: leave people in a state of doubt; turn on, dictate the course of work that is already being done in the order of delegation; delegate all activities to the same employees; apply lending methods when delegating ("we'll see later").

Management style and image (image) of a manager

Management style is the typical manner and way of behavior of a manager. There are several classifications of management styles.

Styles can be classified according to the following criteria.

It is necessary to understand well the features of the emergence and development of and. The modern manager must understand the importance of the existence of informal groups. He should strive to ensure close interaction between formal and informal organizations, since informal organizations interact dynamically with formal organizations, influence the quality of work performance and people's attitudes towards work and superiors.

Problems associated with informal organizations include inefficiency, the spread of false rumors, and a tendency to resist change. Potential benefits include greater commitment to the organization, a high spirit of teamwork. Higher ones are observed in cases where group norms exceed the officially established ones. In order to cope with the potential problems and capture the potential benefits of the informal organization, management must recognize and work with the informal organization, listen to opinions of informal leaders and group members, consider the effectiveness of informal organization decisions, allow informal groups to participate in decision making, and quell rumors by promptly providing official information.

Knowing group dynamics well, management will be able to effectively manage formal groups, conduct effective meetings, and wisely use structures such as committees in the activities of their enterprise.

The management mechanism can be represented as a certain set of rules that the head of the organization must adhere to.

Basic rules for managing informal groups:

1. Recognize the existence of an informal organization.

One of the biggest and most common challenges to effective management informal groups and organizations - this is initially a low opinion of their leaders. It used to be assumed that in order to cope with an informal organization, you just need to destroy it. However, there is now an established view that an informal organization can help a formal organization achieve its goals. And its destruction may entail the destruction of the formal organization. Therefore, management should recognize the informal organization, work with it and not threaten its existence.

2. To study the factors affecting the effectiveness of the functioning of informal groups:

Band size. One of the modern scientists Keith Davis believes that the preferred number of group members is 5 people. These groups make more accurate decisions than those outside this size. In smaller groups, members are concerned that their personal responsibility for decisions is too obvious. On the other hand, in larger groups, members may find it difficult to express their opinions in front of others. In general, as the size of a group increases, communication between its members becomes more difficult, and it becomes more difficult to reach agreement on issues related to the activities of the group and the fulfillment of its tasks.

Composition of the group. Here, composition means degree of similarity of personalities and points of view the approaches they take in solving problems. If the group consists of dissimilar personalities, then this promises greater efficiency than if the members of the group had similar points of view.

Group norms. The norms adopted by the group have a strong influence on the behavior of the individual and on the direction in which the group will work: to achieve the goals of the organization or to resist them.

Group cohesion is a measure of the attraction of group members to each other and to the group. A cohesive group is a group whose members are strongly attracted to each other and consider themselves similar. Since a cohesive group works well in a team, a high level of cohesion can increase the effectiveness of the whole, if the goals of one and the other are consistent with each other. They have less misunderstandings, tensions, hostility and distrust, and their productivity is higher than in non-cohesive groups.

Conflict. It was previously mentioned that differences of opinion usually lead to more efficient group work. However, it also increases the likelihood of conflict. While an active exchange of opinions is beneficial, it can also lead to intra-group disputes and other manifestations of open conflict, which are always harmful.

Status of group members. Members of a group whose status is sufficiently high are able to exert more influence on the decisions of the group than members of a group with a low status. However, this does not always lead to increased efficiency.

Functional role of group members. There are two types of role orientation to create a well-functioning group. Target roles are distributed in such a way as to be able to select group tasks and perform them. Supporting roles imply behavior that contributes to the revitalization of the life and activities of the group.

3. Develop and put into practice methods of managing informal groups in order to use their potential benefits and reduce negative impacts.

Methods for managing informal groups

The manager of an organization in managing informal groups during the functioning of the organization can apply various methods impact.

Methods for managing informal groups:

1. Consultations with groups

Group discussions also contribute to strengthening cooperation in other respects. First, they enable the group and its members to take some of the credit for making a decision—an intangible value that can sometimes be very important. great importance. Secondly, they satisfy the desire of the group and its leaders to obtain a certain status. Third, consultations often improve mutual understanding between the group and the top management of the organization.

2. Teaching and suggestion

Organizations should try to convince their people that whatever contributes to the goals of the organization will best promote the goals of the individual, even if this is not obvious in specific cases. By throwing parties and sporting events, an organization may try to create a sense of belonging among its employees. one big family ". Some institutions try to inform all their employees about all important decisions and what is behind them. Usually, this technique gives the person the feeling that he is part of the organization and that her successes are his successes.

3. Ensuring the loyalty of senior employees

After the administration has achieved the loyalty of its leadership team, it becomes the defender of the organization's point of view in front of its teams. A leading worker cannot be completely immune to the positions and demands of subordinate employees. His human propensity to be at one with his subordinates can only be counterbalanced by the prospect of greater satisfaction as a compensation for identification with those in a higher position.

4. Replacement of the “middle manager”

If it was not possible to achieve the loyalty of the head of the unit, then the institution can replace him. However, this method has its limits. If he has been able to retain the loyalty of the former leader, he may well be able to win the loyalty of the new one. The manager, who was not previously familiar with the work, is forced to rely heavily on the professional advice of his subordinates. He is under the same pressure from the organization and groups as his predecessor. He communicates with subordinates every day, whom he eventually begins to respect. It is hardly possible that so many influences do not affect his attitude.

5. Transfer of employees to another place of work

A promising mechanism for strengthening the loyalty of members of the organization and strengthening their self-identification with the organization as a whole is practice frequent transfers employees from department to department. Such a practice, if strictly and judiciously followed, is likely to result in a significant number of people with a wide variety of experiences in the organization, which contributes to self-identification with larger structural units - although there is no reason to believe that such a practice will completely destroy the loyalty of workers to informal groups. Such individuals, who identify broadly with the organization, are called upon to become a kind of missionary corps of the organization and serve as a counterbalance to the divisive forces of identification with a small group.

6. Placement of cabinets

Another mechanism of influence is the correct distribution of cabinets. It has already been noted that employees meet and establish informal relationships with those who work alongside them more often than with those who work remotely. Therefore, the formation of a real leadership apparatus of a department or department can be facilitated by placing managers in one place or on one floor.

7. Recognition of natural leaders

The decisive administrative mechanism for controlling group behavior is the identification and management of natural leaders. Every leader should know who is the leader in each informal group and work with him, encouraging those who do not interfere, but contribute to the achievement of the organization's goals. When the informal leader opposes his employer, his widespread influence can undermine the motivation and job satisfaction of the employees of the formal organization.

8. Information exchange in the organization

The process of information exchange in organizations can be conditionally divided into two categories: formal and informal communication.

The system of informal transmission of information is both necessary, inevitable and sometimes annoying. It often enables an organization to gain information and adapt to changing conditions more quickly than through formal procedures, it also disrupts formal power relationships and makes coordination difficult. Quite often, informally transmitted information is distorted and incorrect, since it is not subject to official control.

The flexible use of a developed system of formal and, most importantly, informal transmission of information enables the organization to perform its tasks quickly and efficiently. At the same time, employees can achieve completeness of understanding, and the management of the organization to achieve greater influence on informal groups, which would not be possible if there was only a formal system.

The main object of study in management are planned, consciously created organizations - formal organizations. Often final stage The procedure for the formation of such organizations is their state registration.

Formal registration is:

A means, a tool for achieving the goal of the organization and its participants, meeting their needs;

An environment where members of a formal organization interact.

Group - ϶ᴛᴏ two or more interacting and mutually influencing personalities.

The organization includes various groups. The organization has a complex structure that includes a number of divisions. Their collectives are also groups. The number and composition of groups, their number are determined by the main characteristics of the organization, the conditions of its functioning.

An important basis for the classification of groups is the way they arise. In accordance with this basis, formal and informal groups are distinguished.

A formal group is a group specifically formed by management through an organizational process. Its purpose is usually to perform a specific job.

The main types of formal groups are:

1. The leader's group, including the leader and his direct reports.

2. Working (target group). It also has a leader, but the members of the group have more opportunities to determine approaches to solving the problem. This allows group members to satisfy the need of higher levels.

3. Committees - groups to which powers have been delegated to solve a specific problem. Committees make decisions collectively.

Informal groups - spontaneously arising in the process of functioning of the organization of a group of people who regularly interact with each other.

Informal organization - ϶ᴛᴏ a set of interacting informal groups.

Formal and informal groups are coevals of the organization. At the same time, only formal groups were initially studied.

The starting point for the study of informal groups was the experiments of E. Mayo. In the process of their implementation, a new quality of communication was not only manifested, but also studied. People acted both as members of the formal groups of this organization and as participants in the experiment. Interest in its holding, novelty of conditions, increased and even excessive attention to the participants led to a sharp increase in the efficiency of their work. An important aspect of the experiment was the change in the form of control of performers. Giving them more freedom in decision-making led to the realization of social responsibility for the results of their activities.

In the course of the experiments, it was planned to give an assessment, to determine the threshold values ​​of traditional efficiency growth factors taken into account when organizing motivation - working conditions and organization, forms and amounts of remuneration, types and forms of additional remuneration. In reality, during the experiment, there were changes in interpersonal relations, informal groups arose. In these groups, members of the organization satisfied their needs for belonging (experiment participants), getting help (from management, experiment organizers), communication (with participants, experiment organizers, leaders of the organization), protection.

The basic characteristics of informal organizations include:

1. Implementation of informal control through the establishment and maintenance of norms of communication, behavior, the use of measures, sanctions.

2. Attitude towards change, including:

a) resistance to change, because, for example, the arrival of a new leader will lead to the emergence of new favorites; new technology will cause changes in the structure of the team, possible loss of jobs;

b) inadequate assessment of the consequences of changes, underestimation of one's own adaptive abilities, overestimated ideas about the requirements.

3. The presence of informal leaders who differ from the leader primarily in the mechanism of their appointment. At the same time, the leader (formal leader) and the informal leader have much in common in terms of the means of influencing the group, organization.

The nomination of an informal leader is determined primarily by the degree of correspondence between the value systems of the group and the leader, as well as the leader's help in achieving the goals of the group, its preservation and strengthening.

The management of an informal organization is carried out along the following chain:

Creation of a formal organization, including the definition of the value system of the members of the organization, the goals and activities of the organization necessary to achieve its goals;

Solving specific tasks that ensure the achievement of goals;

Interaction between performers in the process of solving problems;

Formation of a communication environment for performers that affects the performance of tasks, the achievement of the organization's goal;

The impact of the communication environment, as well as the goals of the organization on the interests of the members of the formal organization, the satisfaction of their needs;

The emergence of informal groups that influence the achievement of the goals of formal organization;

The emergence of an informal group leader, reflecting the value system of group members, ensuring the achievement of the group's goals (preservation and strengthening of the group, protection of its members);

Possible negative impact informal groups to achieve the goals of formal organizations. It may be resistance to change. This is also facilitated by the lack or unreliability of information, rumors about possible negative consequences of the changes (loss of a job, demand for an increase in the level of qualification requirements, a decrease in earnings, etc.). It is clear that under these conditions, workers are trying to find protection by uniting in informal groups.

In such a situation, the head of the formal organization should:

Give an objective assessment of the informal group, its activities;

Take into account (if possible) the proposals of the members of the informal group;

Make decisions taking into account their impact on the informal group and the influence of this group on the formal organization, its goals;

Involve informal group members in decision making;

Promptly disseminate accurate information.

The main form of work of a formal group is the general meeting, where decisions are made.

The effectiveness of the groups' activities is determined by a number of factors.

1. The optimal size of the group, taking into account the characteristics of the organization. When a group is large, it is divided into subgroups.

2. Composition of the group. With limited time for solving the problem, using the voting procedure for decision-making, it is advisable to have a homogeneous composition (for example, from representatives of the same specialty). For peer review project, it is possible to create a group that is heterogeneous in composition.

3. Group norms. Their implementation allows you to count on the support of the group. From the variety of grounds for the classification of norms, we single out: the attitude towards the management of the organization and the presentation of objective information; the importance of belonging to an organization and collective work; attitude towards innovation; protection against threats from the external environment.

4. Cohesion of the group, harmonization of its goals with the goals of the organization (for example, the organization of quality circles, joint recreation, etc.).

The negative aspect of cohesion should be group unanimity, the suppression by individual members of the group of their views in order not to fall out of the group. Unity can grow into unity. Without a variety of options, the desire for self-improvement is weakened.

5. Conflict, as another pole of cohesion, especially in the presence of destructive conflicts.

6. Status of group members: official position; formal signs (position title, office size, etc.); experience; general erudition; professional training.

7. The roles of the members of the group, including the target roles (selection of tasks, distribution of resources and maintenance of the vital activity of the groups).

Group management in an organization - concept and types. Classification and features of the category "Management of groups in an organization" 2017, 2018.

Main types of organizations

Organization type A (American model	Organization type U ( japanese model)	Type Z organization (marketing model)
1. Hiring workers for a relatively short time	1. Lifetime employment of workers	1. Long term hire
2. Individual decision making		2. Collective decision making
3. Individual responsibility	3. Collective responsibility	3. Individual responsibility
4.Rapid development and promotion	4. Slow development and promotion	4. Slow development and promotion
5. Explicit, precise control mechanisms	5. Mechanisms of indirect control	5. Indirect informal control with precise, formalized criteria
6. Specialized career	6. Non-specialized career worker (diversified approach)	6. Moderately Specialized Career Workers
7. Selective (differentiated) attitude towards the employee as such	7. Holistic (holistic) approach to the employee as a person	Holistic approach including family

Managing a person in an organization is an extremely complex, but at the same time, an extremely responsible and important matter for the fate of the organization. However, the problem of managing a person in an organization is not limited to the interaction between an employee and a manager. In any organization, a person works surrounded by colleagues, workmates. He is a member of formal and informal groups. At the same time, the group has a huge impact on human behavior, either helping to more fully reveal its potential, or suppressing its ability and desire to work productively, with full dedication. And the behavior of a person, his actions, in turn, make a certain contribution to the life of the group.

There is no single definition small group , as it is quite flexible and subject to the influence of circumstances. Usually group is defined as a relatively isolated association of a small number of people (most often no more than ten) who are in fairly stable interaction and carry out joint actions for a sufficiently long period of time. The interaction of group members is based on a certain common interest and may be associated with the achievement of a common goal. At the same time, the group has a certain group potential that allows it to interact with the environment and adapt to the changes taking place in the environment. The term is also often used team- This group type with such additional features as a high level of interdependence and coordination of actions, as well as a highly developed sense of

personal responsibility for achieving group results. Teams are characterized by such behaviors of their members as:

Focus on the overall result;

mutual support;

Interchangeability;

Minimization of status differences;

Collective problem solving;

Favorable climate.

From this we can conclude that all teams are groups, but not all groups become teams. The transformation of a group into a team occurs as the closeness of ties, the level of interaction and the responsibility of participants for the process and results of work increase.

Groups exist in any organization. Management creates groups when it makes a division of labor horizontally - by departments and vertically - by levels of management. A large organization may consist of hundreds or even thousands of small groups. Regardless of the type of group, in which organization it is formed and operates, and also on who specifically belongs to the group, there are some general factors that characterize the construction of the group, its structure and the process of the functioning of the group in its environment:

Characteristics of group members;

Structural characteristics of the group;

situational characteristics.

All these factors are not only in interaction and mutual influence, but also experience a strong feedback from the functioning of the group, since as a result of the life of the group, changes in the characteristics of a person occur, the structure of the group changes, and changes in its environment are observed.

TO characteristics of group members include personal characteristics of a person, his abilities, level of education and life experience.

Structural characteristics of the group include:

Communication in the group and norms of behavior (who communicates with whom and how);

Status and roles (who occupies what position in the group and what they do);

Personal likes and dislikes between group members;

Strength and conformity (who influences whom, who follows whom and who is ready to obey whom).

Situational characteristics of the group little depend on the behavior of the members of the group and the group as a whole. These characteristics are related to the size of the group, its spatial arrangement, the tasks performed by the group, and the reward system used in the group. There are two types of groups: formal and informal. Both of these types of groups are important to the organization and have a great impact on the members of the organization.

Formal groups are created at the will of management, their function in relation to the organization as a whole is to perform specific tasks and achieve specific goals. Formal groups are usually distinguished as structural units in an organization, have a formally appointed leader, a formally defined structure of roles and positions within the group, as well as functions and tasks assigned to them. Formal groups can be formed to perform a regular function (for example, accounting), or they can be created to solve a specific target task (for example, a commission for the development of a project). In the specialized literature, the following types of formal groups:

command group (or subordinate group of the leader)- consists of a leader and his immediate subordinates, who, in turn, can also be leaders (general director and his deputies, company commander and platoon commanders subordinate to him - typical command groups);

brigade (or production group) is a group headed by an officially appointed leader (manager, foreman). The relationship between team members depends on the nature of the tasks assigned to the team, and can be both insignificant (for example, in a production team, each member of which performs a strictly defined part of the overall work in accordance with clear procedures and standards), and significant (for example, in marketing group conducting market research). As a rule, brigades exist for quite a long time, and their composition rarely changes;

working or target group consists of individuals working together on the same task. The difference between these groups is much greater independence in planning and carrying out their work. As a kind of working group, one can single out: a self-governing (autonomous) working group (does not have a leader formally appointed by the organization, members are specialists of various qualifications necessary to perform tasks; the group is responsible for decisions regarding the sequence and methods of performing work, as well as their distribution between members) and project (the group is temporary and is created to solve a specific problem, for example, product design, improvement computer systems and so on.);

committees, commissions- can be created both on a permanent basis and specifically for solving a specific problem. As a rule, members of a committee or commission are full-time employees of different services and come together as needed. Their main task is to prepare reports and recommendations for the management of the organization (for example, the budget committee, whose members are representatives of key departments and services, meets only a few times a year, but its decisions can have a great impact on both the work of the services where they themselves work and the organization as a whole).

The choice of the type of formal group depends on the goals set by the organization. It is they who determine such structural characteristics of the group as the number of participants, their selection, roles and status. Often new groups are formed in connection with the growth of organizations, changes in the composition of products and services, but often also because they are associated with the hope of more effective work.

Factors of the effectiveness of the work of formal groups are: size, composition, group norms, cohesion, conflict, status and functional roles of its members:

band size, i.e. the number of participants is set depending on the type of group and its goals. Studies on this subject show that small groups (5 to 8 members) are often preferred over large ones. With an increase in the number of group members, there is a decrease in the satisfaction of participants from group work and personal responsibility for the course of the process and its result decreases. In very large groups the cost of coordinating work increases significantly and the possibility of conflict situations in relations between members and subgroups increases. This usually leads to a decrease in the productivity and efficiency of the group;

compound- this is the degree of similarity of personalities and points of view, approaches that they show when solving problems. Research shows that a group of dissimilar individuals with different points of view work more effectively than a group whose members have similar points of view;

group norms have a strong influence on the behavior of the individual and on the direction in which the group will work. Positive norms are considered to be those that support the goals and objectives of the organization and encourage behavior aimed at achieving these goals. Group norms can be classified as follows: pride in the organization; achievements of goals; profitability; collective work; planning; control; professional training of personnel; innovations; relationship with the customer; honesty;

cohesion is a measure of the attraction of group members to each other and to the group. High level Group cohesion can increase the effectiveness of the entire organization if the goals of the group and the organization are consistent with each other. The productivity of labor in a cohesive group is higher than in other groups. Leadership can increase the positive effect of cohesion through periodic meetings, setting global goals, allowing each member of the group to see his contribution to the achievement of goals;

conflict. An active exchange of opinions is useful, but it can lead to intra-group disputes and open conflicts, which are almost always harmful;

status of group members is determined by a number of factors, including such as seniority in the position and its title, location and type of workplace, office, education, awareness and experience. Members of a group whose status is sufficiently high are able to exert more influence on the decisions of the group than members of a group with a low status. This does not always lead to increased efficiency, since the employee who offers the most valuable ideas may not have a high status;

group member roles divided into target and supporting. Target Roles distributed in such a way as to be able to select group tasks and perform their; include the following activities - generating new ideas, searching for information, collecting opinions of group members, opposing and evaluating proposals, developing proposals and forecasting prospects decisions taken, integrating the activities of subgroups or group members, generalization of proposals and assessments. Supporting roles imply behavior that contributes to the maintenance and revitalization of the group; may include: encouraging (by being responsive) group members and their ideas, ensuring participation by activation of the initiative of each member of the group, the establishment of criteria by which be guided by a group, diligence in terms of decisions made, expression of feelings groups. It is believed that American managers focus on target roles, then how Japanese managers harmoniously combine target and support roles.

Unlike formal groups, informal groups are created not by the orders of the leadership and formal resolutions, but by the own will of the participants in accordance with their mutual sympathies, common interests, habits, etc.

informal group is a spontaneously formed group of people who enter into regular interaction to achieve a specific goal. In a large formal organization, there are many informal groups, most of them loosely organized into a kind of network. Informal organizations are to some extent similar to formal organizations - they have a hierarchy, leaders, tasks, their own unwritten rules and norms of behavior, supported by a system of encouragement and sanctions. In many cases, informal groups can exert equal or even greater influence over their members than formal structures. Reasons for joining informal organizations are that belonging to informal groups can provide people with psychological benefits no less important than the salary received:

1) a sense of belonging- Ability to install and maintain social contacts;

2) mutual aid is an important motive for joining informal groups, as a result of providing assistance, the one who gives it acquires prestige and self-respect, and the one who receives it acquires a guide to action;

3) protection, based on the power of unity, is recognized by most people and encourages them to join one or another group. The protective function acquires the most importance when the authorities are not trusted;

4) communication. One reason for belonging to an informal organization is access to informal information - rumors;

5) communication and sympathy- is the satisfaction of people's need to be closer to those whom they sympathize with. Research shows that people tend to form closer relationships with other people who are in close proximity to them than with those who are a few meters away.

Main characteristics of informal organizations:

social control- this is the establishment and control over compliance with group standards of acceptable and unacceptable behavior (norms may relate to the nature of clothing, acceptable types of work, rules of conduct, etc.). Failure to comply with these norms, as a rule, is punishable by alienation from the group;

resistance to change is typical in informal organizations, due to the fact that changes (for example, reorganization, introduction new technology, the emergence of a large group of new employees) can pose a threat to the further existence of an informal group, their common experience, satisfaction of social needs, common interests, positive emotions;

informal leaders actually run informal groups. Essentially, there are no significant differences in the means used by the leaders of formal and informal organizations to exert influence. The difference is that the leader of a formal organization has support in the form of official powers delegated to him and usually acts in a specific functional area assigned to him, while the support of an informal leader is recognition by the group. The sphere of influence of the informal leader may go beyond the administrative framework of the formal organization. The informal leader performs two important features: helping the group achieve its goals and supporting social interaction.

Influence of informal organizations on the efficiency of formal organization:

1) positive:

Loyalty to a group often translates into loyalty to an organization;

The goals of the group may coincide with the goals of the entire organization, the norms of efficiency may exceed the norms of the organization, which leads to increased productivity;

Informal communication channels sometimes complement the formal communication system;

2) negative:

False rumors can spread through formal channels, leading to a negative attitude towards management;

The norms adopted by the group can lead to a decrease in productivity;

A tendency to resist change can delay the innovation process.

Management theory suggests the following recommendations for managing informal organizations:

1) it is necessary to recognize the existence of informal groups, realizing that their destruction can lead to the destruction of the formal organization. Therefore, management must work with the informal organization and not threaten its existence;

2) it is necessary to listen to the opinions of members and leaders of informal groups, work with them, encouraging those who contribute to the achievement of the goals of the organization;

3) when making decisions, calculate their possible negative impact on the informal organization;

4) to reduce the resistance to change on the part of the informal organization, involve its members in decision-making;

5) promptly issue accurate information, thereby preventing the spread of rumors.

15.6. CONFLICTS IN ORGANIZATIONS: CONCEPT, ESSENCE, IMPACT